Engage your members the other 364 days of the year


Phil Hadden

Phil Hadden

By Phil Hadden, vice president, business development, RedBrick Health

If you’re like other health plans, you struggle with getting your members to actively engage in their health. When a member signs up for their health coverage, they receive a lot of information. Unfortunately, that health-related information often is put into a drawer and is mostly forgotten until a crisis arises.

So how can you get your members to engage in their health the other 364 days of the year?

The first step is to help members get started. Our research and results show that members who are empowered with choices and simple, short steps will engage. Our research also shows that members who can choose how they wish to engage and what they want to focus on will stay engaged longer. By encouraging them with ongoing communications and providing the combined power of social support, gamification, and financial incentives, our members enjoy lasting behavior change.

RedBrick Health’s engagement platform is your solution to help members get and stay on the path to better health. By bringing together all the benefits you offer and our powerful tools into one intuitive user experience, we ensure that each member has the right information at the right time. Our proprietary technology provides a flexible and configurable solution that easily integrates all programs you want to feature. Additionally, we offer valuable solutions like telemedicine, health advocacy, transparency, shared decision, medication compliance, and connectivity with most of the popular activity trackers and apps.

Our results speak for themselves. We help health plans obtain meaningful engagement that gets results.

  • A national health plan partner saw a 50% lift in care management engagement with RedBrick.
  • RedBrick health assessment drove a 38% increase in health assessment completion versus a prior vendor for a regional health plan partner.
  • Collaborating with RedBrick resulted in an overall engagement rate of 60% for a Regional Health Plan’s strategic employer account.

Contact us to find out how we can help your members get engaged in their health today.


Finding the first domino for your care management participants


Andrew Mellin

Andrew Mellin, M.D.

By Andrew Mellin, M.D., vice president, medical director, RedBrick Health

A Diabetic.  A Hypertensive.  A COPDer. I can’t count how many times I’ve heard a patient referred to by his or her disease. Nobody is “just a diabetic.” Nobody just has a disease or condition. Every individual is a complex interplay of clinical, behavioral, socioeconomic, genetic, spiritual, environmental and many other factors.

So is it surprising to learn that when people seek help to support their overall health and well-being, they often do not want to talk about their condition?  RedBrick Health has found that when people with diseases like diabetes, COPD, or heart failure first connect with our live coaches 80% of the time they don’t want to talk about their conditions; instead, they want to talk about some other aspect of their lives. The majority of the time they want to discuss improving another factor in their life that could directly improve their clinical condition.  As we’ve worked with these individuals, we’ve seen multiple times how identifying and addressing that first key factor – what we call the “first domino”- makes a measureable difference in changing that person’s path to health and well-being.

Here’s an example: Mary is a factory worker, obese, hypertensive, and has an HbA1c of 9.5. Mary is identified as a “high-risk diabetic.” Her doctor told her to lose weight and exercise, but she has been unable to make changes over the past few years. Mary’s “problem” is not diabetes. She has a high level of stress about supporting her family, which keeps her up at night during which time she mindlessly eats. Through live and digital coaching programs, Mary has learned that her first domino is stress. By learning how to more effectively deal with stress and be more resilient, Mary now sleeps better and is more mindful about her nutrition. She starts losing weight and reduces her diabetes medications.

What does this mean for managing the health and well-being of populations? Clearly, there is an important role for supporting very high acuity individuals through case management. Diseases can be complex, and people often need help from clinical experts coordinating care among their providers, and ensuring they receive the appropriate level of clinical support and all elements of evidence-based care. While this is enough for some, this approach alone may not make a meaningful, sustained change in the underlying behaviors that can improve each person’s disease and overall health and well-being.

The ideal approach augments case management with live and digital solutions that catalyze each person to identify his or her intrinsic motivation for change and find that first domino, regardless if that domino specifically addresses clinical elements of the condition or addresses lifestyle behaviors that underlie it. Then the individual needs ongoing, continuous step-by-step support through his or her personal journey towards better health.

The next time you look at the list of diabetics, COPDers, and CHFers in your population, remember that each person on the list has a first domino that most likely won’t fall by only addressing the disease. The best way to keep the dominos falling is through ongoing, individualized support that considers all domains of that person’s overall health and well-being.

Contact us to find out how we can help your care management participants find their first domino.


Can big pharma engage consumers to move “beyond the pill”?


team_Tony-Fisher

Tony Fisher

By Tony Fisher, senior vice president of consumer solutions, RedBrick Health

Pharmaceutical companies spend years focusing their innovation on creating the right molecule to help treat a condition or disease. If they are first to market, they enjoy a period of exclusivity; but then generics take over, drive down the price and commoditize the market. Innovating beyond the pill is something big pharma has been trying to do for years to fight commoditization. They’ve turned to innovation as a way to differentiate their product—so much so that the phrase “beyond the pill” has become a moniker in the industry.1

There are a few good examples of innovation that moves beyond the pill: Gilead combining its HIV medications for a first-ever, once-daily, multi-dose solution; Schering-Plough (now Merck) creating a network of clinics to support Remicade; and GlaxoSmithKline’s unique delivery device for Advair.2 These companies have shown that if you can innovate beyond the pill, you can create real market differentiation in a commoditized industry.

But innovation has taken an interesting turn. In my recent conversations with leading pharma companies, I was amazed to hear that many of them are focused on condition prevention in addition to condition treatment. It seems counterintuitive—wouldn’t preventing the condition or disease put a significant dent in revenue and profit?

Apparently not. The reality is there will be more than enough individuals with chronic conditions to drive the revenue and profit of leading pharma companies for decades to come. In the U.S., it’s projected that the prevalence of diabetes will increase 64% between 2010 and 2025,3 and 40.5% of the population will have some form of cardiovascular disease by 2030.4

At RedBrick, we’ve seen that engaging in healthy behaviors can help people to manage or prevent chronic conditions—and it can help to deliver the clinically meaningful results that can lower healthcare costs. We’re working with leading pharmaceutical companies to take condition management beyond the pill: to engage people in healthy habits that drive behavior change and healthy outcomes. It’s in everyone’s best interest.

 

Sources

Stan Bernard, MD. Winning Beyond the Molecule. PharmExec.com. April 1, 2011. [Online]. http://www.pharmexec.com/winning-beyond-molecule

Jason Bloomberg, Digital Transformation Moves Pharma ‘Beyond the Pill’. Forbes. August 15, 2014. [Online]. http://www.forbes.com/sites/jasonbloomberg/2014/08/15/digital-transformation-moves-pharma-beyond-the-pill/

William R. Rowley and Clement Bezold. Population Health Management. August 2012, 15(4): 194-200. doi:10.1089/pop.2011.0053.

American Heart Association. Forecasting the Future of Cardiovascular Disease in the United States. [Online]. 2015. http://circ.ahajournals.org/content/123/8/933.long]


Are Medicaid and Medicare Plans Ready to Improve Member Well-Being?


team_Matt-Scholl

Matt Scholl

By Matt Scholl, vice president of business development, RedBrick Health

In October, we conducted a brief survey of attendees to the AHIP National Conferences on Medicare and Medicaid. We asked for feedback on three topics:

  • Which initiatives consume the most time and energy?
  • What are the primary drivers for investment in member health and wellness?
  • What are the greatest barriers to improving member health and wellness?

 

Here’s a snapshot of what we learned:

  • Overseeing compliance, regulatory or public policy initiatives consumes the most time and energy among our respondents. Attracting and enrolling new beneficiaries is next in line on the task list.
  • Identifying high-risk members for care coordination is the primary reason they invest in member health and wellness, although driving better member outcomes and quality ratings, and reducing healthcare costs are also high on the radar.
  • Engaging and communicating with members and the difficulty of behavior change were the primary barriers they cited to improving member health and well-being.

 

At the conference, we observed that while there is effort to offer programs that align with quality metrics—such as promoting healthy pregnancy and smoking cessation—there is no silver bullet that offers a holistic approach to improving member health. We see a great opportunity for health plans to continue building an approach to population health that addresses not just risks and conditions, but other aspects of well-being, for example, using highly scalable, low-cost digital tools to break down access issues, promote family health and improve financial literacy.

 

HPM105_MCMC_Survey_Summary_1115 COVERRequest a copy of the survey results.


How Mobile Health Can Mend Your Bottom Line


Reposted with permission from the Benefitfocus blog. Benefitfocus is a RedBrick Health strategic partner.

To combat rising healthcare costs, many employers are working to engage their employees with strategic wellness initiatives. After all, when they’re successful, wellness programs can have tremendous results. According to a study conducted by the Harvard Business Review of 185 workers from a single organization, 57 percent of high-risk individuals were converted to low-risk status by the end of the company’s six-month wellness program. The result?—slashed medical claim costs of $1,421 per participant, or $6 in healthcare savings for every dollar the company invested in the program. Successful wellness programs like these are inspiring more organizations to invest in employee health and wellness, not only to cut costs but also to improve employee productivity and engagement.

RedBrick Health Mobile AppRallied by the achievements of wellness programs, many organizations are exploring avenues for additional healthcare savings and improved employee productivity. With the advent of new technology, the mobile health market provides numerous options for employers to complement their wellness strategies and provide more comprehensive care for their employees. Data from the 2014 Health Employer Survey on Purchasing Value in Health Care shows that nearly a third of high-performing companies adopted telemedicine in 2014, with 52 percent of employers projected to add it to their offerings by the end of 2015. While telemedicine generally results in auxiliary savings, organizations are finding value in using these solutions in tandem with a strategic wellness program to drive aggregate savings while providing employees convenient access to holistic healthcare services.

But mobile health isn’t just limited to telemedicine. Thanks to innovations in the industry, employers have a medley of opportunities available to engage their employees in their health. Conveniently accessible mobile apps provide services ranging from general diet and fitness tracking to premium amenities including clinical references, detailed graphics, nutrition plans, diagnostics and data analytics. As part of the “internet of things,” mobile health apps are able to collect and store usage data. As individuals take greater control of their health using mobile apps, employers benefit from unprecedented metric capabilities to track employee progress and further hone their wellness strategies in pursuit of organizational goals.

Mobile health apps are only becoming more prevalent in the marketplace as employers, employees and healthcare professionals realize their value. A survey by Research Now reveals that 46 percent of healthcare professionals plan to incorporate mobile apps into their practice over the next five years. Furthermore, market research firm Visiongain anticipates mobile health sales of over $10 billion globally by the end of 2015. The surge of mobile health services is fueled by decreased app costs, strengthened consumer trust in app services and significant professional endorsement. The above cited Research Now survey found that 96 percent of users believe their health apps help them to improve their quality of life, while 72 percent of healthcare professionals believe that health apps will effectively encourage patients to take more responsibility for their health. Innovations in mobile health are providing increased opportunities for employees to make more efficient use of their healthcare systems and become more responsible healthcare consumers – that’s good news for your bottom line.

As individuals make greater use of telemedicine and health apps, they are more likely to increase their knowledge and discover viable alternatives to costly emergency room and physician office visits. As health apps become more integral to individuals’ lives, employers can leverage these services to drive positive changes in employee health, reinforcing the directives of their overall wellness initiative—cutting costs and improving productivity.

Explore the innovative wellness strategies that can help you mend your bottom line and improve the health & engagement of your workforce!

 


Use Rewards to Engage Medicare and Medicaid Populations


Sara Ratner

Sara Ratner

By Sara Ratner, senior vice president of compliance and corporate systems, RedBrick Health

It’s no secret—improving the health of beneficiaries with chronic conditions is essential to lowering avoidable healthcare costs and improving quality of life. Treating chronic diseases accounts for 86 percent of our nation’s healthcare costs1.

In our work with employers, we’ve seen that employees who participate in wellness initiatives—condition-specific or not—can improve their health. Can wellness programming also move the needle for Medicare and Medicaid populations? And if so, how to best engage them?

There are many levers to drive engagement and one is the use of rewards and incentives. At RedBrick, we believe the lessons we’ve learned can be actively adapted to support those with Medicare Advantage and managed Medicaid plans. While these populations can be uniquely distinct and challenging, it is possible to apply strategies and incentive philosophies that effectively engage these populations.

Effective incentive designs can help get participants in programs that start them on the path to better health, reducing both behavioral and biometric risk factors and the medical costs associated with chronic conditions. We’ve seen their impact as we’ve helped employers implement hundreds of incentive designs and analyzed what models work best for different populations.

Though there is no “one size fits all” approach, we’ve been able to quantify the engagement levels associated with different incentive levels, and work to determine which approach best meets client objectives. Whatever the rewards model, the framework should consider:

  • Compliance Requirements. It is important to be mindful of the various laws and regulations that govern incentives to the Medicare and Medicaid population to ensure compliance.
  • Value amount. Within the compliance requirements, the optimal reward size and type depend on both population and individual attributes, as well as program objectives that may be in place.
  • Frequency. Evidence suggests that frequent, small (but meaningful) rewards often outperform larger (but distant) rewards2.
  • Form. Data on reward preferences and demographics can help clients determine what reward is most effective for their audience.

At RedBrick, we’ve seen that a research-backed approach to incentive design can help to engage people, change health behaviors and reduce healthcare costs, especially among those with chronic conditions. And we believe these lessons learned can be actively adapted to support those with Medicare Advantage and managed Medicaid plans.

 

For more information, contact us for a copy of our position paper, Medicare And Medicaid: Lowering Costs and Generating ROI with Rewards.

 

1 Centers for Disease Control and Prevention. Chronic Disease Prevention and Health Promotion. [Online]. 2015. www.cdc.gov/chronicdisease.

2 Volpp, K., Asch, D., Galvin, R., & Loewenstein, G. (2011). Redesigning Employee Health Incentives—Lessons from Behavioral Economics. New England Journal of Medicine, 365, 388–390. doi:10.1056/NEJMp1105966


Want engagement? Try starting with choice.


Phil Hadden

Phil Hadden

By Phil Hadden, Vice President, Business Development, RedBrick Health

Every day we’re deluged with information and offers vying for our attention. The Internet is teeming with content about our health. How do we make sense of it all and sort out the noise from what’s important?

Successful retailers like LL Bean, Amazon and Netflix have learned that personalizing a user’s experience and serving up relevant choices are keys to engaging shoppers —and keep them coming back. Consumers like to shop with companies who know what they like and show them options that relate to their tastes.

So why should health and wellness solutions be any different? By combining personalization and choice architecture we can provide guidance that taps each participant’s interests and motivations. Each one of us has different intrinsic motivations—like improving appearance, setting a good example for our kids, having more energy, or fitting into a smaller size—it’s these motivations that generate the energy to change. Aligning health improvement guidance with our inner motivations can unlock greater success.

To get better engagement and loyalty, try encouraging people to take small, achievable steps that overcome the inertia that makes it difficult to get started. If these steps align with their intrinsic motivations it’s even easier to make progress. Extrinsic rewards are great, to help people get started, but it’s achieving success—and the confidence that builds as we succeed—that keeps people going.

Once confidence builds, the next step is less scary, and with timely nudges you can keep people moving in a positive direction.

Health isn’t a destination; it’s a personal journey. Forming healthier habits—whether around lifestyle or around treatment adherence and self-care—doesn’t have to be hard. Everyone’s journey is different so be sure to offer relevant choices to help your members find the right path.


How one small thing can change your life


Sanna Yoder

Sanna Yoder

By Sanna Yoder, Senior Director, Content Strategy and Behavior Design, RedBrick Health

Set your alarm 15 minutes earlier and do some push-ups.

Put dinner on a smaller plate or bowl.

Ask your server to double the veggies.

Get some earplugs to block out your partner’s snoring.

Each of these tiny calls to action represents one small step from RedBrick Journeys®, the digital coaching program at the heart of RedBrick’s behavior change system. None of them requires much time or money, and none on its own is the key to health and longevity. But each one of these steps has changed the life of someone I know. And I have some theories about why.

It’s a social thing

My friend Jon surprised me at a school meeting not long ago when he thanked me for encouraging his morning strength-training routine. I was testing our Journeys social posting functionality; turns out he saw my Facebook post about setting your alarm early to exercise.

He took one small nudge from a friend and turned it into a healthy-habit trigger.

Psychologist Robert Cialdini would call this the power of “social proof,” where people tend to act in ways consistent with like-minded peers. In other words, consensus trumps cognition and makes changing behavior a whole lot easier.

You can read more about social proof in the author’s wisdom-packed volume, The Small BIG.1

By the way, triggers also play an important role in Jon’s new habit. An earlier alarm means he doesn’t even have to think about how and when to exercise. He can just get up and do. BJ Fogg of the Stanford Persuasive Tech Lab has a lot to say about triggers.

It’s about the commitment

Another friend marveled recently that she’s made a habit of dining on smaller plates since exploring our Unsupersize Your Meals Journey.

The smaller your plate, the fewer calories you take in over time. That’s regardless of how much food you actually have access to, according to Brian Wansink, author and director of the Cornell Food and Brand Lab and curator of mindlesseating.com.2

For my friend, a small step has become a habit in part because she was asked to commit. Core to the Journeys experience is this complete behavioral loop: You choose. You commit. You’re reminded. You complete. And for the right step at the right time—a habit is born.

It’s about seeing with fresh eyes

I am married to a wonderful guy who, bless his heart, snores. (Is there a Journey for that?) Bedtime Game Plan nudges Journeyers to check out the latest earplug technology at their local drugstore if noise is a sleep barrier.

Earplugs are not new. But familiarity had blinded me to opportunity until my Journey nudged me right down the ear care aisle of my local drugstore. The squishy silicon earplugs I found there have frankly changed the quality of my sleep—for good.

Cialdini and Fogg have much more to say on the subject of nudges like these. And RedBrick Journeys have thousands more ways to take tiny, life-changing actions. But the most important small step is the one that will make a difference for you.

What small step—in a Journey, suggested by a friend, or simply discovered—has made a big difference for you? Why did it work? Share it and help spread the power of small steps.

 

1 Martin, Steve; Goldstein, Noah; Cialdini, Robert. The Small BIG, New York: Hachette Book Group (2014).

Wansink, Brian. Mindless Eating – Why We Eat More Than We Think, New York: Bantam-Dell (2006).


Breaking good: Achieve the chemistry needed for lasting behavior change


Eric Zimmerman

Eric Zimmerman

By Eric Zimmerman, Chief Marketing Officer, RedBrick Health

Habits happen. We form them early and do them often. And because habits become well-ingrained patterns of behavior, they’re hard to break—even if your health depends on it.

Many times, it takes a “wake-up call”—a life event—to spur the action needed to break a bad health habit or establish a good one. A sudden illness, the birth of a child, a change of job—all introduce new motivations, as well as new behavioral cues.

But what about people wanting to make changes in their daily habit patterns without the backdrop of a major life change? What’s the success formula?

First, avoid the common pitfalls: focusing on big, abstract goals, thinking information leads to action, or blaming failure on lack of willpower.

If you want to help consumers break old habits and establish new ones:

  • Tap intrinsic motivations. Consumers tend to know which behaviors are healthy ones—but that doesn’t mean they’re motivated to do them. Instead of telling participants how to avoid a hypothetical future medical condition, ask “What really matters in your life? What would make things better for you?” Chances are their reasons don’t hinge on reducing health risk or bringing their biometric measures into an acceptable range. It’s more likely something that’s important to them, like boosting their energy, looking better or setting a healthy example for family. These intrinsic motivators are a much more powerful determinant of successful behavior change.
  • Encourage commitment to specific, small steps. Big abstract goals can be elusive and even discouraging. Breaking those abstract goals into small, achievable steps— especially within a choice framework—reduces the effort needed to make a move in the right direction. Make sure you include the necessary nudges to cue the new habit as it’s being formed. Once participants start to achieve small successes, it fuels their confidence and motivation to stay the course.
  • Let them choose. Traditional models tend to assess health risk, and then slot individuals into a modality based on their level of risk. High-risk individuals typically get phone coaching. Lower-risk individuals get lower-cost assistance like educational resources or online coaching. Instead, try putting the person back into the personalization. Let individuals select a modality based on their personal preference. We’ve applied this approach within the populations we serve and have observed profound effects. For example, we’ve learned that 80% of those with chronic illnesses, given the choice, opt to focus on a lifestyle issue rather than a condition. And when we let them, we end up doing three times as much condition-relevant coaching—by simply letting people start where they are ready.

 

And what about rewards? They certainly help create focus and initial engagement. However they likely aren’t enough—on their own—to create lasting habits. But, with the right behavior design, new habits happen.

What’s your habit-forming story? We’d love to hear it.


Is the definition of health engagement changing?


Karin Bultman

Karin Bultman

By Karin Bultman, Vice President of Market Development, RedBrick Health

In April 2015, we commissioned a survey to explore how buying patterns, program offerings and program design have adapted given the rapidly changing healthcare environment. This survey was a follow-up to a similar survey we sponsored in 2010. Our goal was to better understand benefits strategies around wellness and health management and how they relate to healthcare costs.

One of the things we were curious about was how employers are defining engagement. As wellness programs mature, is the definition of engagement evolving as well? Are employers looking for more than mere participation? And if the definition of engagement is evolving, how will this impact programs for employee health and well-being?
As it turns out, we did see the beginnings of a shift. While employers largely still define engagement in terms of participation, there is an increasing awareness of the importance of an attitudinal awareness of healthy living—and how this impacts employee health.

As part of our survey we asked respondents to characterize their organization’s definition of engagement in an open-ended response. They conveyed definitions of engagement that include employees:

  • Knowing their risk factors and take measures to maintain a healthy lifestyle.
  • Taking interest in learning how to have a better health lifestyle.
  • Paying attention to health messages and participating in healthy activities.
  • Working to improve quality of life through efficient health management.
  • Taking ownership of all aspects of health.

 

Given what we saw in the survey, and our experience in the day-to-day of employee health and well-being, we think it reasonable that over the next few years, the definition of engagement will continue to shift toward one that encompasses behavior change and improvement in health status. This continuing shift has ramifications for:

  • Which (and how many) programs employers should offer.
  • Reward program design.
  • Communications campaigns that need to reach all demographics and modalities.
  • Making getting healthy easy by leveraging social and community connections, and connected devices.
  • The link with health care delivery and how can wellness be part of the consumer and patient experience.

 

Yes, the definition of engagement seems to be maturing—and with this maturing will come the need to take a new look at the programs and options available to not only get employees on the path to wellness, but get them to a destination.

How does your organization define engagement? And is that definition changing?

See more survey results in our upcoming white paper, Employee Health Management Comes of Age, on RedBrickHealth.com.