How to Rethink Population Health Management for Rare Disease Care

Rethink rare disease member identification

First, the team redesigned its identification strategy for this patient population.

Due to the challenges of tracking individuals whose diseases often do not fit into coding categories, the Family Engagement Center had to use another solution\u2014both technologically and algorithmically\u2014to identify families with a child who has a rare disease.

Some payers use high healthcare spending to find patients with complex conditions, but Carlson said that this only fills in one part of the picture for patients with rare and complex diseases.

\u201cThe reality is that you need to look at both ends of that identification capability to identify, not just people who are spending money, but people who are spending money in a frenetic model,\u201d Carlson explained.

Looking at primary care services utilization alone, patients with rare diseases were 52 percent more likely to be referred to another provider than a patient without a rare condition, a BMJ study found.

When the Family Engagement Center identifies a patient with high spending who is bouncing around the system, they take this as an indicator that the patient may have a rare disease.

After filtering through claims for these characteristics, the team takes a look at the patient\u2019s clinical information and may contact the family to see if they need the Family Engagement Center\u2019s support.

\u201cWe have a population of folks that hit our triggers and when they hit a trigger and call, we automatically engage them,\u201d Carlson stated.

Redefine member engagement for rare disease patients, families

Second, the team had to rethink engagement with families whose child has a rare disease.

The industry\u2019s dialogue regarding member engagement often centers around how to get members more involved in their own health.

But for those with family members who have a rare disease, the problem is not that they are disengaged from the healthcare system.

In fact, nearly nine in ten caregivers for patients with rare diseases (89 percent) reported that they have to educate healthcare professionals about their patient\u2019s condition. These caregivers invest a lot of time meeting with providers and researching healthcare topics to find solutions for their family members.

\u201cThe reality is: for those who are in a state of mind or in a condition that's complex or rare, they don't have an engagement problem. The health system is incorrectly engaging them,\u201d Carlson clarified.

To reform member engagement with families with children who have rare diseases, the UnitedHealth Group team had to reorganize themselves internally and change the way they connected to and spoke with members externally.

The result was what Carlson calls an \u201cadaptive engagement model.\u201d

\u201cAn adaptive engagement platform ultimately organizes what we do in an interdisciplinary fashion,\u201d he explained.

The model integrates research, clinical capabilities, and benefits. Additionally, it involves partnerships with national and regional experts and community providers.

Once a qualifying family is identified, whether by reaching out to UnitedHealth Group or by going through the Family Engagement Center\u2019s identification process, they are assigned a family advisor that is dedicated not only to the patient but also to the family\u2019s wellbeing.

The family advisor and the patient\u2019s family discuss the patient\u2019s condition.

Thereafter, whenever the family contacts UnitedHealth Group, they are directed to their family advisor or that team, which is familiar with the family\u2019s story.

\u201cThat set of capabilities\u2014an adaptive engagement model, interdisciplinary teams that connect and partner with providers, and a long-term commitment to not just the individual member, but the family\u2014we think is the distinctive approach,\u201d Carlson shared.

Payers have used similar care coordination strategies to improve quality of care for other populations as well.

For example, Cigna assigns a care manager to members who have been diagnosed with serious conditions. The care manager serves the patient\u2019s physical, mental, and behavioral healthcare needs through partnerships within Cigna and with external vendors.

Recruit committed team members

The third element that drove this strategy forward was the organic development of Carlson\u2019s team.

The team did not immediately have a sense of the product that they would be constructing. Instead, they started with the population in need and the problems that this population faced. From there, the Family Engagement Center's operational functions, products,\u00a0and strategies\u00a0evolved naturally.

To some extent, the team itself also developed organically. As employees across UnitedHealth Group learned about the Family Engagement Center, some volunteered to be a part of the Family Engagement Center due to personal experience with rare and complex diseases.

As a result of their efforts, UnitedHealth Group reported that the average child in the Family Engagement Center saw healthcare savings between $2,000 and $5,000 per year. Overall, families saved more than $11 million in out-of-pocket healthcare spending.

Patient outcomes also improved. The hospital admission rate for children with rare diseases in the Family Engagement Center declined by eight percent. Additionally, the program has seen a 23 percent reduction in claims reworks and appeals.

Looking to the future, Carlson pointed to evolving cell gene therapies as another crucial element of support for this population in 2021.

\u201cRight now a whole genome sequence next year will be 700 bucks,\u201d said Carlson. \u201cAnd the ability to create a drug or a therapy tailored to a unique individual is going to rapidly accelerate. Even in 2021, we'll see transformational changes. This population would be directly affected and payers are going to be in this interesting space.\u201d