Ladies and gentlemen, thank you for standing by, and welcome to the UnitedHealth Group First Quarter 2021 Earnings Conference Call. At this time, all participants are in a listen only mode. After the speakers' presentation, there will be a question and answer Call. As a reminder, today's program is being recorded. And now I'd like to introduce your host for today's program, Andrew Witty.
Please go ahead, sir.
Good morning, and thank you for joining us to discuss our Q1 results and positive outlook as we continue to execute on UnitedHealth Group's long standing mission and strategies. Comp. As a result, adjusted earnings per share were $5.31 reflecting strong execution of both UnitedHealthcare and Optum. In light of our strong start to the year, balanced with continued respect for the potential pandemic related effects we have previously described, I'll touch briefly on two highlights among many in the quarter that illustrate the increased momentum our colleagues at UnitedHealth Group are driving. People served with our employer and individual offerings grew nearly 100,000 in the quarter, even within the context of a challenged U.
S. Employment environment, and this underscores the growing consumer orientation, affordability and breadth of our products. Optim Insight revenues increased 14% and operating income increased 45% compared to the year ago period as more normal activity levels among health care system customers returned, leading to expansion in how we help them advance clinical and operational excellence, Significant innovation and automation in the OptumInsight businesses drove strong productivity gains. We have the right capabilities, assets and strategies in place and we remain restless to innovate, evolve and further integrate our offerings to serve more people more effectively, We've been sharpening our focus in 3 key areas. 1st, delivering even greater value to those we serve throughout the health care system by better harnessing the collaborative capabilities of Optum and UnitedHealthcare.
We believe we can develop new products and services, which support people more effectively by bringing to bear greater application and adoption of the combined offerings of these 2 distinct and complementary organizations. Comp. OptumCare's work supporting Medicare Advantage patients illustrates this well, and I'll speak more to this shortly. We can help care providers and payers better serve patients by more effectively simplifying key administrative processes and by providing timely access to relevant information. The third focus is making health care work better for consumers.
We're ambitious to meet the rising expectations of healthcare consumers, and we will continue to improve our offerings, and Advanced Healthcare Banking and Payment Services that enable people to find, price and pay for care digitally. You'll hear more from us about these approaches in the months ahead. But today, I'd like to focus on the first, One of the most effective ways of doing so is through stronger alignment of the high quality clinical services of OptumCare to address the needs of patients we serve for our nearly 90 health plan customers. A key foundation is increasing the clinical outcome accountability have been served under fully capitated arrangements, and this demonstrates a strong growth and progress. But OptumCare serves 20,000,000 patients in total, which is one reason why we view the potential of OptumCare as only beginning to be harnessed.
These accountable arrangements drive measurably better patient outcomes and experiences all at lower cost. For example, Seniors served by OptumCare Physicians under such arrangements spend on average 1 third fewer days in the hospital and have 40% fewer days in skilled nursing facilities than seniors in traditional Medicare. We expect the growth in the number of OptumCare patients served under accountable arrangements to accelerate. A further example of using our combined expertise to advance more beneficial service offerings is the recent opening of a first of its kind Optum Integrated Care facility in Riverside County, California. While we have long offered and continue to actively develop our senior focused clinics, this new clinic and community center offers a comprehensive range of primary care led services, including a pharmacy, all under a single roof.
And importantly, It is especially orientated around supporting Medicaid, Medicare, commercial and individual members of all ages. Comp. This comprehensive health center provides improved care access with modern on-site services, including annual wellness visits, The adjacent community center includes a full service gym and meeting rooms for health education. We see Optum and our payer partners are uniquely positioned to be able to offer these types of impactful venues and look forward to learning from the community and expanding these services. To sum up, we continue to organize and apply the unique capabilities of this organization to drive greater performance across the organization.
Thanks, Andrew. As Andrew noted, we continue to drive growth by supporting more affordable, simpler quality care across Optum and UnitedHealthcare. These are themes you've heard us cover before and we continue to see the benefits of this approach for people for the people we serve. Let me turn these themes into some specific examples across Optum and UnitedHealthcare that illustrate how our approach is working. First is how we've been simplifying the consumer experience over the past year.
We've driven greater engagement with seniors by increasing adoption of digital tools. Monthly active users of our digital offering have risen double digit with similar increases in online transaction. This has led to greater adoption of our digital therapeutic offerings. In the Q1, High risk chronic disease patients in our home monitoring program logged over 1,500,000 biometric measurements such as glucose level, enabling 99% medication compliance and an NPS of 84%. We've also made it easier for Behavioral health needs have increased significantly during the pandemic.
And as a result, we have seen substantial adoption in our digital behavioral platform that provide on demand emotional support, logging a rise of over 100% in utilization. Always accompanying our work to simplify healthcare is Optum and UnitedHealthcare's sharp focus on delivering high quality care. We've talked to you before about the advances we are making to integrate patient specific health data and plan information directly into the physician's workflow. Clinicians can see gaps in care and act to close them during the patient's visit in addition to other steps that facilitate more efficient care and better outcome. We now support over 8,000,000 of these Incite enabled digital interactions each month with rapidly expanding physician adoption.
Delivering high quality care has been central in our response to the COVID pandemic. Our most recent effort to help members access vaccines is a prime example. We launched a vaccine locator and help them get the information they need. Lastly, making care more affordable remains central for the people we serve and the health system overall and is essential for increasing access. For instance, through our medication sourcing program, high cost providers now source drugs at a network specialty pharmacy, including OptumRx were charged market rates only for the drug.
Early work on this has generated substantial savings for our customers. Our work to make healthcare simpler, higher quality and more affordable drives strong growth for our business. At the end of January, for example, UnitedHealthcare was awarded an Oklahoma SoonerCare Medicaid contract to serve nearly 200,000 people. And Consumers and reflects our commitment to expand access to care for all Americans. We look forward to working with our new partners in Oklahoma and sharing with you on future calls, new examples as our work on simplicity, quality and affordability continues to create improvements and new growth opportunities.
With that, now I'll turn it over to Chief Financial Officer, John Rex.
Thank you, Dirk. Comp. Before I review the performance of our businesses, as in recent quarters, I'd like to provide an update on the care patterns we're seeing as the pandemic continues to evolve. Comp. Pacing of elective care activity through the quarter generally tracked and in opposite directions with the rise and decline of COVID incidence rates, comp, which were much higher in the early part of the quarter than in the latter part.
To put this in perspective, February March showed COVID related care at about running in counterpoint to the COVID incidence patterns over the 3 months and reflecting a well below average influenza and respiratory illness season. And total inpatient activity was modestly above seasonal baseline, with over 55,000 COVID-nineteen related admissions during the quarter compared to $65,000 in the Q4 2020. Moving to business unit performance. Optim Health's 1st quarter revenue and earnings increased 35% year over year. Revenue per consumer served grew 31% over the year ago quarter.
The growth in this metric continues to reflect the expanding number of people served under value based care arrangements and the increasing acuity of the care services we offer. Optum Insights revenue grew 14% in the quarter and earnings 45 Conference due to growth in our services and technology offerings and improved productivity. The revenue backlog at $20,800,000,000 grew 1 point comp over the Q1 2020 as more normalized business activity started to return among our provider and payer customers. OptumRx revenue and earnings were relatively consistent year over year and in line with our expectations. Adjusted scripts declined modestly from the year ago quarter, a period during which we provided advanced medications to the people we serve as the pandemic began.
Pharmacy Care and Specialty Services continue to grow strongly, in particular, home infusion and our community behavioral health pharmacies. Turning to UnitedHealthcare. 1st quarter operating results reflected strong execution and continued membership growth. In addition to the growth in commercial and Medicare Advantage offerings noted earlier, of the 900,000 new seniors we expect to serve within Medicare Advantage this year, about 775,000 are in individual and group and $125,000 in dual special needs offering. Of importance to the senior customers we serve, Our house calls clinicians have been considerably more able compared to this time last year to provide their vital services.
We conducted nearly 600,000 home visits in the quarter as more seniors and caregivers were vaccinated and comfortable having in person visits. Comp. That's up by a third compared to Q1 2020 and about 4 times higher than what was achieved in the Q2 2020. Our liquidity and capital positions remain strong with 1st quarter cash flows from operations at $6,000,000,000 or comp. As we look forward toward the combination with Change Healthcare, we intend to maintain our long standing capital policy.
These include our approach to returning capital to shareholders via share repurchase and an advancing dividend with ample capacity to continue building upon our strategic growth platform. We now expect Conference. This outlook continues to include an estimated $1.80 per share of unfavorable COVID-nineteen related effect, the substantial majority of which we still expect to occur in the latter part of the year, largely as care is more freely able to be delivered to people. Now I'll turn it back to Andrew.
Thanks, John. The story you heard about this quarter is the story you've heard for many years and will continue to do so about UnitedHealth Group. And experience and an unwavering attention to executional excellence in all that we do. Operator, let's open it up for questions. 1 Per Caller, please.
Certainly. Our first question comes from the line of Matt Borsch from BMO Capital Markets. Your question, please.
Yes. Good morning. Congratulations on the quarter. I have a question for you on the prior year reserve development, which is obviously very large number. Can you just talk to, where that emanated from in terms of components whether by program or by quarter in 2020 And how that may be influencing your posture on forward reserving.
Great. Thanks for the question. I'm glad you asked that. I know a lot of people probably That in mind. John, you should answer that, I think.
Sure. Matt, good morning. It's John Ratz. Let me give a little color on that. So, yes, prior year development, dollars 1,000,000,000 favorable versus $850,000,000 in the 4Q.
Comp? As I'm sure you expect, that emanates heavily from the second half of twenty twenty and a lot from the 4th quarter. It was favorable really across the businesses. The elements there that would be driving that would be largely along Care deferral activity that would have occurred in the quarter. I think when you think about kind of Impact to the company and P and L impact, certainly there are significant mitigating factors that I know you're well aware.
MLR rebates, risk order arrangements, reserve reestablishment that occurs. When I look at it and take it all together, with those mitigating factors, P and L impact would have been in a similar zone to last year's 1st comp. With those elements coming in. Thank you.
Thanks, John. Thanks, Matt. Next question, please.
Conference. Certainly, our next question comes from the line of Kevin Fischbeck from Bank of America. Your question sorry, our next question comes from the line of Robert Jones from Goldman Sachs.
Great. Good morning. Thanks for the question and congrats to Andrew and Brian on the new roles. I actually just wanted to ask one on Optum Health, I think you said 35% of the growth there was driven by global cap. You also shared 2,000,000 risk patients in OptumCare are now in global cap.
Just curious if you would give a little bit more on kind of where you think this number could get to, the number of patients in global cap arrangement 1,000,000 patients you highlighted are actually in MA today. Thanks so much.
Great. Listen, Robert, thanks so much for the question. Before I ask Wyatt, it's Deqa to add. You put your finger on a really key part of the growth strategy going forward. Clearly, you're going to see over this year and next year Accelerating move towards more capitated patients within the OptumCare universe.
As I mentioned in my prepared comments, there's a tremendous opportunity as we look at those 20,000,000 And growing number of patients who we look after migrating towards what we believe to be a better mechanism to help them manage Both their care outcome and also the cost implications. So you'll see that continue to accelerate as we expand our OptumCare networks. We are rapidly transitioning our capabilities clinic by clinic to be able to do this. And It's one of the areas I think we feel extremely optimistic about future momentum. But to give you a little bit more detail, Doctor.
Decker, who leads OptumHealth, please.
Yes. Thank you, Robert for the question. And Andrew, I think you set it up nicely. OptumCare has become the nation's preeminent ambulatory delivery of value based care, a disposition led and increasingly you'll see us bringing comprehensive services to accelerate in the years to come as we continue to attract individuals through organic growth as well as through our partnership with UHC and as Andrew mentioned, nearly 90 other providers. Thank you.
Thanks, Wyatt, and thanks, Robert, for the question. Next question, please.
Our next question comes from the line of Lisa Gill from JPMorgan.
Medical costs, what you've seen thus far and what's the future role post the pandemic when we think about helping to control costs from a telehealth perspective?
Lisa, that's a great question. I'm going to ask In a second, Doctor. Decker. And also, I think I'll ask Dirk McMann to make a couple of comments, but let me just preface that. So we've obviously seen telehealth develop as set of capabilities over the last several years.
We've been a very extensive user of those capabilities. But I think one of the things we've seen from 2020 and the Pandemic is really a kind of shift in terms of people's thinking and willingness to utilize telehealth. We also think that The way in which they've been utilized are is evolving. And so what you're going to see from us and it's one of the examples I might cite in terms of the opportunity for new product development between Optimum and UnitedHealthcare. You're going to see UnitedHealth Group lean forward into much more integrated telehealth capabilities.
We've got a number of new initiatives in deployment as we speak operating between the two companies. And with that introduction, let me Pass it over to Wyatt to maybe give you a little bit more detail on that. And then I think it would be good to hear from Dirk the perspective he has on this. So Wyatt first.
Pandemic on telehealth solutions. But that really just is the beginning. And of course, across the country, we've seen a massive shift in Consumer adoption and willingness to engage in virtual health solutions as well as with our providers more broadly. So our philosophy is that not all telehealth is created equally. And as we continue to develop our new products, You'll see us integrating physical care, virtual care, home care, and behavioral care in a way that is innovative and differentiated.
And in fact, we've already launched comp. A product we call Optum Virtual Care that is live in all 50 states and is doing just that. And what will really differentiate our product immediately connect them to a live bricks and mortar solution for more complex or thorough care, comp as well as identifying and triaging both physical and behavioral and offering comprehensive behavioral health care. During the height of the pandemic have declined some, but are still 10x where they were pre pandemic And certain conditions or behavior or areas like behavioral healthcare are now seeing about 50% utilization through virtual service. So we're very excited about where I can take this.
I'll turn it over to Dirk.
Yes. Thanks, Wyatt. I think Andrew and Wyatt pretty well drained it. But let me just add a couple of things. Comp.
First, we know that people want to meet with their doctor and we've been focused on facilitating that with OptumCare. And with people basically as you look at how things evolve, the brick and mortar physicians have the vast majority of comp? I would also say that I do see a tremendous opportunity for new models and new product strategies with home care and others comp where we lean toward those providers who have, again, the best outcomes and provide the most efficient care. So like Any other doctors in our network, we at UnitedHealthcare are going to be looking at that strongly, and we think OptumCare can provide that very well. That's it.
Thanks, Lisa.
Thanks, Derek. Thanks, Wyatt. I got to say, Lisa, I didn't keep an eye on the patient verbatims as we've been deploying the Optum virtual platform that Wyatt referred to and really the feedback is really extraordinary in terms of how patients are seeing this, the benefit they feel from it and the ease So this is exactly the kind of thing you're going to see going forward. I think Optum is in an extremely advantage position, being able to bring together this notion of integrated telehealth with physical and behavioral health, and that's going to be the path we go. And I think we're on the verge of kind of next generation of what this looks like versus what we've seen previously.
So Lisa, thanks so much for raising the question. And next question, please.
Certainly, our next question comes from
the line of Kevin Fischbeck from Bank of America. Your question please.
Great, thanks. I guess one quick Verification, first, I guess, does your guidance assume anything for sequestration delay? But then I guess the real question is that the $1.80 Some of the optimum things kind of normalizing. I guess We think about that $1.80 is progressing and what kind of signpost do you need to kind of see before you
To refer to the $1.80 behind that and the under. As far as sequestration is concerned, obviously, we're John, on the $1.18
Yes, Kevin, it's John Rex. Good morning. Let me talk about how we think about that I suggest is that a significant majority, I'd call it 70% of our projected COVID impact is really occurs in the second half there. And just to be frank, we just don't know enough now about what is going to happen later in the year, well on productivity measures, and maybe just very modestly less impact in the 1Q, unfavorable impact than we would have anticipated. But the important component there being that it is really much more a back Half weighted view in terms of COVID-nineteen impact.
That's really premised upon our expectation That as we get later in the year, people are going to be more able to access previously deferred care and that comp, higher acuity levels, as a result of missed their postponed treatments. And that's what we're that's what we built into that view, In terms of the next
year, we're looking
at the usual time still, no question. And we've therefore increased our full year estimate by what we know today.
Thanks, John. And Kevin, thanks so much for asking the question. I mean, I think John really summarized it super well. We've raised our expectations for the year based on Our experience so far this year with and we've retained that $1.8 assumption, if you will, in terms of what could happen. But we just we obviously don't have the detailed visibility of that yet.
But we feel that's the right balance stands to take in terms of the rest of this year. So I hope that's clear. And thanks so much for the question, Kevin. Comp.
Our next question comes from the line of Josh Raskin from Nephron Research. Your question please.
Comments in the prepared remarks and the Q and A, but want to speak to the ultimate strategy around the accumulation of employed physicians. And Is this more of a technology overlay that enables the physicians to do this? And then, I would just ask again, how many of those 20,000,000 250,000 will move this year, but how many of those $20,000,000 ultimately end up in global cap in your mind?
Josh, thanks for the question. And before I pass it to Wyatt again to respond to the specifics, let me just give you a sense of How we see this play now? And I think the answer to your question is really both. So we absolutely see tremendous opportunity to continue to develop a variety of different clinic types. And if you look at I cited one particular example, but we've been opening a wide number of different type of clinics depending on the environment that or the locality that we're operating in.
And you should continue to expect to see that degree of cost optimization according to the need of the geography. It's not a one size fits all model by any means. So you'll continue to see that. Comp. But at the same time, we strongly believe there is opportunity over the next few years.
And this is why I focused in my kind of second area of going deeper around technology. How we can then help those Clinics operate more efficiently, how we can ensure they are better connected both locally with other clinics that we may own or to a higher level of information support. So we see this has been a highly activated network of clinics and centers. The network itself will have high degree of diversity in it because it needs to be responsive to the needs of the locality, the communities that we're operating in. And of course, as sensitive to the previous comments, it will have a very significant telehealth capability deployed alongside it.
Wyatt, maybe you could talk a little bit to how you see the progression within the 20,000,000 Yes.
Thank you, Andrew. Thanks, Josh. Great question. We will continue to evolve. And one of the pieces that will differentiate us as That are yielding real results giving people the best highest quality care that eliminates what we tend to call low value care And is a differentiator.
So we'll continue to deploy those technologies. As you know, we are On track to grow by over 10,000 physicians. We're now at 56,000 doctors, both affiliated, contracted and employed. And we'll leverage all of those models as we go forward. And we continue to evolve and employ doctors We're really actually quite attracted to our model of value based primary care burden in our physicians and advanced practitioners practice and let them focus on the work they love.
So this is really gaining traction among our physician workforce. And then to your point around how much of the 20,000,000 lives that we serve today will ultimately be capitated. We anticipate that a significant portion. You heard the number $2,000,000 today and the $250,000,000 as we mentioned So as we continue to grow, we also expect that we'll always offer a host of modalities, including feeder service. And that actually is a feeder system as we think about value based care being kind of the
Thank you.
Thanks, Wyatt. And maybe I'll just ask Dan Schumacher to briefly add to the comments and talk a little bit about Optum at Home, which is a dimension of this. So go ahead.
Thanks, Andrew, and great question, Josh. To the question around center based, tech based, data enabled and different version to that, that the Y was talking about. Optum at Home is a great example of a collaboration between UnitedHealthcare and Optimix in relatively early stages, but we focused on Medicare Advantage members that are in dual special needs plans initially and that's a full risk offering. And And we're doing it in markets where we don't currently have local Optum Care practices. So, what we're doing in the program is really both providing care, comp, but also arranging and coordinating care.
So trying to address medical, behavioral and social needs. And comp. The results initially have been great. We've improved access to people with more than 80% having an in home visit and more than half of them getting connected back into office based So today we've got a little under 100,000 lives across 6 markets. We're looking to expand that across the Medicare Advantage Dual comp.
But also into the individual MA, we're doing it with UnitedHealthcare and ultimately look to do that with other health plans. So another growth factor for us comp. We look at building out our value based orientation.
So Josh, I mean, I know that was a little bit of a long answer But you asked a really important question. And this is really one of the core elements of the future of the company. And it's why you've heard us talk so much about OptumHealth, OptumCare, and you can see the growth potential. We're at that $2,000,000 life level now. We clearly see the That movement is really significant and it's really moving strongly.
And with the development of The diverse sets of clinics and skills, the development of the technology support that you've just heard referred to, we believe we're in a very strong position to be able to be the leader in ability to manage those patients in the best possible way and ensure that they get the kind of health care they deserve.
Call. Our next question comes from the line of Ricky Goldwasser from Morgan Stanley. Your question please.
Yes. Hi, good morning. If we think about the utilization, I mean, you gave us some data on how utilization is tracking, but can you give us a little bit more details on How it's tracking across the different patient population? And also we talked about acuity levels, your expectations for acuity level to step up second half of the year. But from the experience to date, as you're starting to see individuals that are coming back, What type of acuity you're seeing for those that haven't received care for the last year.
And I think the final one there, if you can just remind us, as you think about that guidance for the full year, Are you assuming the utilization by year end is going to be above the 2019 baseline?
So great question, Ricky. I'm going to ask Brian Thompson, who has recently been appointed as The Chief Executive Officer of UnitedHealthcare to respond to that. So BT?
Hey, thanks for the question there. When I think about baseline, what I can say right now is what we're seeing is largely tracking to our expectations. And as we had signaled, comp. Where we see abatement in services, it's largely offset by the increase in COVID related costs. And that's tracked as we had expected.
Like they did. We aren't seeing significant upticks in services in specific areas out of the norm. So, I would say it looks a lot like utilization prior to the COVID implications. Comp. And when I think by line of business, I would say generally tracking a little below baseline in both our government programs closer to baseline comp inside our commercial business, but largely in track with what we had expected.
And where it's a little out of line again, where perhaps infection rates were higher. We saw that naturally offset with greater utilization. So Q1, I would say largely as expected.
Comp. John, do you want to add?
Yes, Ricky, good morning. It's John Rex here. So Brian noted, one of the aspects we look for is this rising acuity from patients that have deferred or And it could be just that it's still too early on to have enough evidence to see it, but we have not yet seen that Rising acuity in the populations that we serve. Your point in terms of how we think about as we get later into the year and Why that moves like it does and you heard my commentary that significant majority of the $1.80 we have layered into the second half of the That is largely because of the assumptions around those elements that we see that people are increasingly able to get the care they need, The amount of care deferral declined meaningfully as you get into that latter part of the year, they're accessing the system. Comp.
And we do get into these elements where we see rising acuity coming in. So those are the elements that are premised in terms of that expectation at this point. But really and the other element that Brian touched on also just in terms of your population, you have commercial, comp. A little more access to the system versus the public program members. Thank you.
Thanks, John, and thanks Ricky for the question. Next question, please.
Certainly, our next question comes from the line of David Windley from Jefferies. Your question please.
Thank you. Good morning. Thanks for taking my question. I want to ask a question about integration and longitudinal Care and data versus fragmentation. And the question is this.
So Andrew, over many years, Optum has really invested a lot of money in kind of aggregating data about the patient status, care and services delivered, So that touch points with United or Optum could have all that information at hand. I guess what I'm interested in around comp. Your build out, but specifically the comments you made about telemedicine is how important is it for telemedicine to enhance and augment the longitudinal and integrated nature of care versus fragmenting that by having it kind of siloed as a separate benefit? Comp? Thanks.
Right. That's a great question. So I think our bias is increasingly and I think rightly toward So what that speaks to is trying to avoid the fragmentation of the interface and definitely trying to avoid the fragmentation of the information that then sits So we want to really try and create much more seamless opportunity. And so for example, I'll give you a real example in virtual, which is you've heard a little bit about on the call already today. So of course, patients are looking for a way to engage with a physician.
They actually want to talk to their physician. So one of the things that we're doing is building that platform. But then there might be situations where the physician wants to bring in a specialist into that conversation. Now in a multidisciplinary clinic, they might be in a position in normal times to go down the hall, get somebody to come down and visit. Now in Optum Virtual, they're able to do that kind of thing.
So that's an example of trying to bring that integration even within the virtual space. So it kind of replicates a little bit more what you might expect in a physical environment. And so we definitely see the need to try and drive toward that. And we definitely want to try and create the fluidity of the information to ensure as highly educated as possible in that context. So we're leaning very much toward the idea of integrated Seamless, and that's true whether you're in the physical or the virtual space, and we want the 2 to sit together.
Thanks for the question. Next question. Thank you.
Certainly, our next question comes from the line of Justin Lake from Wolfe Research. Your question please.
Thanks. Good morning. A lot of good topics I was hoping I could ask for one more piece of information here, which is the so it sounds like you're going to have 18,000,000 people out of 20,000,000 that are still not capitated. Wondering how many of these are sitting in Medicare Advantage plans that aren't capitated, given this is where most of the capitation happens. Comp.
Just trying to think about the potential kind of pent up growth there. And then on Medicare Advantage, it sounded like your health assessments are going better in 2021. Should we expect that you should get a significant amount of that risk or headwind that everybody saw for 2021 to reverse next year and get those revenues back? And then lastly, could you give us an update on earnings seasonality for the year versus the fifty-fifty split you talked about on the last update?
Justin, thanks so much for the questions. I'm going to ask in a second John to talk to the earnings seasonality and for Wyatt to address The degree to it the population we have within the MA plan. Let me just touch on the health assessment. You heard in the prepared comments the very strong performance in house calls. And you're quite right, that makes us feel pretty optimistic that headwind that we saw is going to dissipate pretty rapidly as we rotate into 2022.
And that gives us kind of a rise in optimism that Much of that kind of the negative headwind that characterized the emergence of the pandemic starts to mitigate at least on that dimension. Obviously, we don't know what's going to happen in the next few months with this disease. But As we sit here today, that would be the right kind of expectation to look at. Let me go to Wyatt first and then John, if you Pickup from Wyatt on the seasonality. So Wyatt?
Yes, Justin, thanks for the question. And of the individuals that we serve that are not in fully Capitated programs, about a third of them are seniors. And so you can think of that as The Medicare population that we serve through a variety of touch points in our care delivery assets. Comp. And then you as you'd expect, a subset of those are already in MA plan, which is to your question.
And so We see, again, a great potential to continue to capture and enroll and care for MA patients comp? Through OptumCare's delivery capabilities. And you'll also see us going deeper in the markets that we're in and bringing risk our very mature risk based platform in established markets to new markets where today we are primarily fee for service. So expect both geographic growth and increasing depth and penetration in the markets we serve today. Thank you.
Justin, good morning. It's John. In terms of the seasonality, so historically we've been at what I'd call it kind of 48, 52 split in terms of first half, second half. I put that probably more in the zone of first half being in the 52, 53 The majority of that is occurring in the second half of the year. So that would be the Really the reason for the seasonality looking different this year than it has looked in other years.
Thanks.
Thanks, John, and thanks, Justin, for the questions. Appreciate it. We just have time for 2 more questions, operator. So let's go to the next one.
Certainly, our next question comes from the line of A. J. Rice from Credit Suisse. Your question please.
Hi, everybody. Maybe drill down a little bit on OptumInsight. Obviously, you had a really good margin trend this quarter. I wondered because I know there was discussion last comp. During the pandemic that some of the John Muir type of deals were somewhat on hold.
It was tough Just sell a health system on that given social distancing and so forth. Does the fact that you don't have investments for those, is that helping you on the margin comp? Right now, and are those now basically reopened that you can go out and bid? And maybe another aspect of the Optim Insight story, as you think ahead now to change health coming on board, do we should we assume that there's a pause in selling activity of some comp. So, Stuart, while you integrate that and position the company to be even stronger, that business to be even stronger or I know there's a lot of synergy assumed to be coming online with that one.
So how should we think about how Change Health coming online affects the trajectory of that business?
A. J, thanks so much for the question. I'm going to ask Robert Musselwhite to make some comments in a second around the progression the margin in the quarter, which obviously we're very pleased to see that and it was due to a ton of hard work on a number of different dimensions that Robert can describe to you. Just on those large contract agreements like the one we have with John Muir. Comp?
Yes, there was a bit of disruption last year, but I would say that is absolutely back on the stream now in terms of a line of business for us. And we have some A very, very exciting pipeline. And that pipeline both in the short, medium and longer term. So that's an area you're going to hear more from us on and is absolutely back in full swing. In terms of change, obviously, we are very keen to continue to work through the regulatory process.
We expect Bringing change on board to really anything that we're doing and especially not in terms of our selling activity. So we absolutely I would fully expect the ongoing sales energy of the company to be not disrupted. So nothing I really would not lead you to expect anything on that front. With that, Robert, would you go into a bit more detail please around the evolution of the margin during the last quarter?
Sure. And hey, A. J. Listen, we were pleased with the quarter. It was a really good quarter on the top line and that of course drove profitable growth that comp.
But specifically on margin, we also are really seeing the results of a lot of the modernization work we did across 2020. Comp. So last year, we undertook a significant review of the business across the operations and drove find multiple ways to drive stronger and more efficient performance comp. Using advanced techniques in AI, NLP, machine learning, it really drove a lot of short term productivity. Comp, but it also drives a situation where we feel like we've made sustainable margin improvements for the longer term and that puts us in a position to comp.
And that actually rolls over to exactly what you were mentioning being more competitive on the large engagement. And as Andrew said, we feel really optimistic about that pipeline and where it's headed. The disruption was more in timing and not really an interest During the pandemic, in fact during the pandemic, I think there was growing recognition among our health system relationships that This was a very productive way to work with Optum and a really important need for them as they face some disruption even coming out of the pandemic to their finances in ways
that we can
sustainably support them in a really holistic way. So we feel like that's a great path forward. We're excited about the business and feel like we made some important changes that put us on a really good track going forward.
Thanks, Robert. And A. J, thanks for Incyte, I think, is really on the cusp of a very exciting few years. Thanks to the significant work change acquisition creates some really exciting momentum for this business. So this is an area I fully anticipate us looking to for material growth going forward.
Operator, last question, please.
Certainly, our final question comes from the line of George Hill from Deutsche. Your question please.
Hey, good morning guys and thanks for squeezing me in at the end. Andrew, I'd just be interested to hear your commentary about the outlook for commercial bundles. I know we're all talking a lot about risk sharing what I call risk syndication in the Medicare Advantage space and the bundling of risk in the Medicare Advantage space. But I'd be interested in the company's outlook for the commercial business and Increased uptake of kind of more risk sharing tools in that market. Thank you.
Yes. No, great. So listen, I think in the commercial spend, And I'm going to ask Bill Golden to come in here real quick. But I think in the commercial space, it's just as possible for us to start to design innovative products and we've already begun to do that between Optum and UHC. Let me ask Bill to dive into that in a little bit more detail.
Bill?
Yes. Thank you and thanks for the question. Yes, I would say we're in the early stages of provider aligned products comp? How it's priced and but more importantly, the actually experience for the members. And so we're using that as a cornerstone and as a program to continue to roll out throughout the country with other areas.
So we're very optimistic about the opportunities that that will in the future, but still in the very early stages of our global cap with the commercial business. Thank you.
Thanks, Bill. George, thanks so much. And that's clearly an area we expect to see more in the future. But as Bill says, it's early days, and We'll see how that progresses. With that everybody, thank you so much for spending the time with us this morning.
As we move through what we all hope are the latter stages of this pandemic, you can expect us to continue to focus on the areas where UnitedHealth Group
Thank you, ladies and gentlemen, for your participation in today's conference. This does conclude the program. You may now disconnect. Good day.