Medicare Advantage member satisfaction has fallen for the second consecutive year, with members reporting lower trust, weaker coverage fit and less value from their plans as insurers also pull back from some markets.
J.D. Power’s 2026 U.S. Medicare Advantage Study gave the program an overall satisfaction score of 611 out of 1,000. That was 12 points lower than in 2025 and 41 points below 2024.
The decline was recorded across every area measured by the study. Over the past two years, satisfaction with a plan’s ability to save members time and money fell 51 points. Trust declined 49 points, while satisfaction with coverage options that meet members’ needs fell 47 points.
Only 43% of members strongly agreed that their Medicare Advantage plan was a trusted partner in supporting their health and wellness.
Understanding a Plan Makes a Difference
J.D. Power found that stronger-performing plans generally had two characteristics: effective onboarding for new members and consistent communication.
Among new members who said they had a strong understanding of their coverage, 34% said their insurer helped prepare them for unexpected situations. Another 29% said their plan anticipated what they needed.
Those figures dropped to 17% and 16%, respectively, among members who had a less complete understanding of their coverage.
The findings suggest that explaining coverage clearly can shape how members view their insurer’s ability to support them.
Special Needs Plans Stand Out
Special Needs Plans were a notable exception to the broader decline.
These plans serve beneficiaries with complex chronic conditions and people eligible for both Medicare and Medicaid. J.D. Power found higher satisfaction and trust among SNP members, linking the stronger results to more personalized support and care coordination.
Millions Are Facing Plan Changes
The weaker member experience comes as Medicare Advantage also undergoes significant changes in plan availability.
Researchers at the Johns Hopkins Bloomberg School of Public Health estimate that about 2.9 million people, or roughly 10% of Medicare Advantage enrollees in non-employer HMO and PPO plans, face forced disenrollment in 2026 because their plans are leaving their counties.
That represents a sharp increase from previous years. The annual forced-disenrollment rate averaged about 1% from 2018 through 2024, climbed to 6.9% in 2025 and is projected to reach 10% in 2026.
The effect is especially severe in some states. More than one in five enrollees in 12 states are affected, while Vermont has the highest exposure, with 92% of enrollees facing forced disenrollment.
Plan Exits Hit Some Markets Harder
Johns Hopkins researchers found that rural counties and areas with lower Medicare Advantage penetration are more likely to experience plan exits. Beneficiaries affected by those withdrawals were also more likely to be enrolled in smaller insurers, PPOs, non-special needs plans and plans with fewer than four stars.
The problem is greater in markets where beneficiaries already have fewer alternatives.
Medicare Advantage enrollment is also highly concentrated. UnitedHealth accounts for 26% of enrollment nationally in 2026 and Humana accounts for 20%. In 28% of U.S. counties, the two insurers together account for at least 75% of Medicare Advantage enrollment, according to KFF data.
That concentration means an insurer leaving a market can have a substantial effect on the coverage options available to local beneficiaries.
Humana Is Cutting Back in 2027
Humana is among the major insurers reducing its Medicare Advantage presence.
Its planned 2027 market exits are expected to affect about 600,000 members. The company has said it is using the changes to prioritize higher-performing plans.
Johns Hopkins researchers identified financial pressures and policy uncertainty as factors contributing to the broader reduction in Medicare Advantage offerings.
A More Difficult Market for Plans and Members
The latest data show a Medicare Advantage market facing both weaker member satisfaction and greater instability in plan availability.
For insurers, the challenge is not simply retaining enrollment. Plans must also build trust, help members understand their coverage, and provide the coordinated support that distinguishes the strongest-performing programs.
For beneficiaries, meanwhile, a changing market can mean that dissatisfaction with a current plan is no longer the only concern. Some may also have to reconsider their coverage because the plan itself is no longer available in their area.
