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Courtesy of UMPC Health Plan's Angela Perri, below is a transcript of his speaking session on 'Aligning Population Health and Digital Transformation' to Build a Thriving Enterprise that took place at Digital Process Automation Live.
Aligning Population Health and Digital Transformation
Digital augmentation of human-delivered care is propelling us to the forefront of scalable, personalized service: A population health management (PHM) technology that achieves all components of the Quadruple Aim, ensures the best outcomes at the lowest cost with patients and providers feeling empowered. Through UPMC Health Plan's intelligent PHM clinical platform and workflow engine, payers and providers seamlessly integrate with caregivers to deliver a customized end-to-end care experience.
We have Angela Perry coming from Pittsburgh, Pennsylvania, Angela oversees the UPMC Health Plan Business Transformation Office. Angela, please do join us, turn on your camera and join us. She leads business alignment in the strategy initiatives, blending and prioritization for key business efforts and multi-disciplinary approaches for development and growth.
She's the executive responsible for organizational performance and continuous improvement and in the project management office, innovation tools and strategies.
These are development also including telehealth and self-service platforms, like our actual, the internal proprietary, Clinical Software, product, development, and management.
Angela has nearly 25 years of experience in managed healthcare and managed behavioral healthcare serving in executive leadership roles for several Fortune 100 organizations, including United Health Group, 17 Corporation. And I'm Mary Group and Anthony Company spending nearly all 50 states, and I have Lauren. She has lived in 12 states so far. So she has traveled the country and the world, and she's here to share her experience and insights with us.
Angela, we're thrilled on behalf of our over 2000 registered participants in our global community. We're thrilled to have you sharing your insights with us today.
Thank you, Josie.
I'm very pleased to be here.
I'm excited to start talking with you today tell you a little bit about UPMC and then we'll get into the, the overall presentation itself.
OK, so, again, my name is Angela Perry. Thank you, Josey, again, for that nice introduction.
Today, we're going to talk a little bit about the overall goals around digital health digital augmentation of human delivered care, which is propelling us forward into greater, moves towards personalization for individuals and families in health care.
I wanted to talk a little bit about, number one, what you can do to differentiate.
The, there's a greater awareness that most people within healthcare are starting to understand around the needs for clinical folks, your your care managers, your nurses, your social workers, et cetera, to allow data to start to drive what they're doing.
So, we've been doing that for a number of years, but what we've come to find out is that the information that many people capture in their notes is really the nuances that drive personalization.
And that can be achieved through looking at machine learning that can scan and scrape a lot of the notes and end unsecured data for the whole.
There's a way to start to capture self-service information, et cetera, and then use your high speed data and analytics, to then drive new, predictive, and precision models that can help you find the right people, and to intervene with them at the right time.
The second thing we're gonna talk about, is innovation and re-imagining. How you can disrupt healthcare on the whole.
We'll talk about the impact to the consumer in care managers, as they adopt new digital technologies.
And lastly, we'll talk about a roadmap for sustainable growth and the tools that you need, beginning with different interventions, digital First, coach assisted engagement.
All of these things and how they augment population health on whole.
So let's talk about UPMC for a second and tell you a little bit about who we are.
So, UPMC is a $23 billion world renowned healthcare provider. And ensure, we're based primarily here in Pittsburgh, Pennsylvania.
We're a non-profit, the, we focus on the hospital system side, that's the Health Services Division.
I work for the UPMC Insurance Services Division, which is our health plan.
We have UPMC Enterprises, which is a different sort of investment group.
And then, we have UPMC international, which, much like the health system.
Health Services System has hospitals in different countries around the world.
So, that's a little bit about who we are. We share our expertise across and we focus on best in class treatment programs and technologies. Those countries, those global countries that we're in is, includes China, Italy, Ireland, and Kazakhstan right now.
But again, I'm part of the Insurance Services Division And I run our health plan, Business Transformation Office.
So let's talk about health systems and health plans to begin with. Where are we today?
There's constant challenges between the health systems and health plans where we're constantly under financials. Sustainability, stress.
There's different volumes that we're having to look at now as part of the pandemic and in this post pandemic world, thinking about the transition to virtual to outpatient, how that's changing on the hospital side, the the inpatient mix on the whole from a payer perspective or an employer or consumer point of view.
Telehealth, which we'll spend a little bit of time talking about, has also really changed how we think about health care service delivery.
We've got different sort of financial risks. You've got non traditional competitors coming into the healthcare space and really disrupting consumer experience.
And you've got a greater strain than ever before on physician availability, because of all of these different means and modalities for approaching health care on the whole, which is creating a different sort of talent shortage.
Today, though, we're going to talk about the key drivers for a digital consumer transition.
Expectations have been primed, thanks to multiple other industries around the use of digital tools.
But today, there's four different factors that have taken us to a very different place, and that began with COPPA 90.
It really started and accelerated this transition to healthcare going virtual.
The other thing that changed was the policies that the United States that our Government and how we started to think about reimbursement overall transition as a result of the pandemic allowing for that acceleration with Telehealth.
We also saw due to unemployment and other things transition to more government sponsored care, which we'll talk about.
Healthcare's IT ecosystem has started to mature to really accept, accelerate, and adopt digital health solutions And then the last is this: This focus on the consumer brand and the competition that's there as a result.
So beginning with a from a policy perspective, What we've seen from the government is, you know, different spending in Medicare and Medicaid primarily, but then also from a commercial insurance perspective, too.
We understand that As the market has started to change.
That the government has had to step in much more so as a result of covert 19 to pay attention to how people were accessing care and starting to shift more in that telehealth space more than ever before.
So, in the short term, will look like health plans, in particular. We're going to have very favorable years overall.
There's a lot of uncertainty around pricing and revenue, as well as utilization.
Because many of our members, due to stay at home orders and other things, really stopped accessing preventive care, they stopped accessing elective surgeries and, and other things to, to stay safe. And this really changed the dynamic for our brick-and-mortar hospitals and health system size.
On the plan side, we continue to monitor what that is, and many of our quality goals are really designed to get people to the right care at the right time, and that includes preventive care. So it's a balancing act right now.
But coven 19 really amplified all of our existing priced pressures on the whole. As well as how we motivate people to go and access care.
So, from a telehealth perspective, as you can imagine, we saw incredible spikes in utilization across the board throughout the country, Everyone, almost overnight, embraces telehealth. So, as you can see here, the CEO from American Well, which is one of the, one of the Telehealth companies that we engage with, the UPMC health plan.
This transformation in the market was fast and profound.
We've had many people say across the industry that we experienced a decade or two worth of growth and literally a weekend, and in early, in the first quarter of 2020.
So this rapid expansion really shifted how all of us in healthcare started to think about access on the whole.
And it allowed a different way of thinking about digital as Telehealth being part of that discussion.
For us, it at UPMC by the fourth going into the third quarter of last year in 20 20.
We already had 20 percent of our membership accessing services through a telehealth visit and engagement on the whole. This was a dramatic shift, unlike anything we've ever seen before, and it continued through the end of the year. And it's starting to taper off a little bit. Now as people are re-engaging somewhat.
but, but the experience, this experienced by members, by patients will be able to do virtual visits, has changed the expectation has changed, the dynamic on the whole.
Previously, from a behavioral health perspective, people had been very comfortable accessing their therapists, accessing health care virtually.
And so, that was a great level setter for us here at UPMC.
We had invested in telehealth services in digital tools and apps. Years ago so we had an infrastructure that really allowed us to make a change as a result of the pandemic very, very quickly.
And we also understood this general continuum of how people wanted to access care.
What you're seeing here is some examples of our patient or member needs and how they are willing to to engage virtually a little bit differently.
So that's great from a telehealth perspective, but you've also gotta have digital tools that they can access through their phones, through their computers as well.
If you don't have a complement of tools and resources that synergistically aligned together, you create a fragmented experience for the member patients, and they can get very frustrated with the, the, that ability. They're used to from banking and Amazon and some some of the other Apple and other technologies.
They're used to being able to get things on demand and get them very quickly. Healthcare has been lagging in this space for some time but as was said with the pandemic that really started to shift.
So now suddenly people wanting to access care through virtual means, through tools, through applications, in order to get care immediately, and to get it in their homes, as opposed to going somewhere, Really started to shift how our care management teams within the health plan had to quickly adopt different kinds of digital technologies. Start to engage virtually with our, our members as well.
And really started to look at our workflow in where people access, how they access and how we could be a lot more human centered as part of our digital development on the whole.
So with that in mind.
UPMC and the health plan, we started to look at this hybrid between technology and people.
And how did our coaches, how did our care managers, how did our staff, who have to work every day with members who are in need, who are vulnerable, who are needing to access services immediately, How could we create digital interventions that allow for greater self-service, embrace this focus from a virtual health perspective and, and also, enabled, our staff, enabled our coaches to not fight with technology?
But have it be part and parcel to what they do every day?
That's incumbent upon all of us who lean in on the digital space to make sure that what we develop works for people on all fronts.
So, providers are coaches, our care managers are nurses, are doctors, as well as our patients and our members and their families.
So, part of understanding where we're going in the future, is, is focusing on a hybrid blend between digital and self-service and how we enable our staff or care managers are providers and allowing them to help navigate when people need them the most. Most of us, if you're like me, like to do things on our own. I don't really want to talk with anybody, unless I absolutely have to. I prefer to go online, or go on my phone in order to access care in order to engage, to find out about my own data and information on the whole.
But you sometimes get to a point where you do need help, and at that point, you want someone billable immediately.
So this is the model.
This is where we're going, and this is important as we start to talk about populations and population health and health care, as well.
So not only is it an individualized approach, but taking it up a notch and focusing on populations, overall, population health management is a central component to health care today.
It has been, for some time, whether you're in the government space of Medicare and Medicaid, focusing on seniors or persons with disabilities, or really vulnerable populations. Including persons with intellectual and developmental disabilities, children in foster care, other governmental waiver services, seniors.
Or on the employer side, where you've got, um, working people who are working hard every day for themselves, and their families, who really only want to access health care when they absolutely need it, and need to be able to, to do that a little bit differently. The needs of these different populations are very different.
So our care management, our physical and behavioral health experts, focus on their needs, obviously, very differently, but from a technology perspective and technology point of view, enabling populations, enabling a focus on populations, as well as the individual, is critical for our profitability.
It's critical for us in our understanding of, of health care needs.
And it's critical for our ability to really understand, trends, and develop and design new ways for people to become healthy, or to stay healthy, or to maintain their health, or improve their health over time.
So, as part of our, our digitally enabled workflows that we've created for our staff on the whole, there's obviously the need to define populations. We want to identify opportunities with within those populations.
We need to be able to have Agile modules in on all aspects, whether that's our core platforms, or apps, the Web portals and tools that we have available, then all of these things need to work together and be data driven.
So, that are, we can ingest, not just claims data, but real-time data, to drive more dynamic surveillance and interventions on the whole together.
We want to continually adapt and learn, and we want to use new tools like AI, bots, machine learning to scan and scrape our data in order to serve up who really needs our help and interventions at those right times. Our goal on the whole is to, obviously, improve outcomes, and to make sure that, again, we're doing everything that we can, meeting people where they are, using digitally enabled tools to do that.
The capture of all of this information, self-service reporting detail, how we use our, our applications, how we use our portals, how people start to engage with us, how our care managers and staff utilize the software in order to engage digitally, virtually, et cetera. That is all captured. And we use all of that information to drive our analytics.
Here at UPMC, we've taken things a step further, you traditionally see descriptive analytics or, predictive, you'll hear a lot about predictive analytics. But we've taken it to a next generation level on approach. Because of the way that we've captured a lot of our data through our digital assets and how we've started to think about a person centered approach. But also the population approach. And we've been able to use our tools and our assets to lean into what we call precision analytics.
That's where we're enabling the use of AI. We started to mature our interventions as a result.
optimized workflows for our staff as well as starting to change the member experience by threading together and creating a tapestry of tools that works synergistically to create that good experience and to meet people where they are.
But the analytics is critical in everything that we do because it optimizes the outcomes for our staff for productivity for efficiency.
As well as again, making things seamless for our patients who need us at the time that they need us when they are the most vulnerable.
All of this is enabled for a digitally enabled feedback loop where everything comes together and works together in whole.
It's created a new kind of healthcare ecosystem that is digitally driven.
So we've got our core technologies. We've created a different kind of digital experience for our members and patients.
But we've also, internally, created operational efficiencies through digitization. That's, again, through the use of AI. It's enhancing our core technology, and our infrastructure is going from manual process to automation in ways that make sense, that enable our internal staff to use digital tools themselves. And it's now starting to transition into Digital First Products.
Coven has change how we do what we do today.
But still keeping those key focus areas, you know, around the member experience, but also our staff experience as a central focus and funnel for, for what we design, and how we operate.
So let's talk about these digitally anchored service modules.
We want to make sure that we're providing help How people want to care when they need it, and that allows us to manage costs on whole.
Every tool that we create or that you create for on your digital roadmaps, have to be around this person centered approach. It has to be person centered from that patient perspective, but also from your staff's experience as well.
And your provider partners, thinking about all three of them when you're designing and developing tools. Keeping those things, digitally anchored is critical to overall success.
Internally here, if you hear a lot of discussions across the industry, about the digital front door, which is all well and good, and something that we're all trying to lean in on, in order to, again, drive that positive, enhanced patient experience.
But in order to really achieve the Quadruple Aim, which is intended to focus on enhancing the patient experience, improving population health and that trend and reducing costs, those are that's the triple aim.
But to have the quadruple aim, you have to layer in Also the providers in our care managers and caregivers, those people need to have tools available to them that that align to their workflow.
That brings all of these digital assets together, again, in that tapestry that can synergistically work to deliver a better experience for everyone, for all of these different stakeholder groups, for care managers and coaches in behavioral health and physical health within the health plan for member services. And are our people that answer the phones.
Also, part of this overall digital workflow As we go, Internal software's need to be able to connect to because that enables efficiency across your operations.
The result is that you can create an unprecedented kind of personalization for people.
You can do that for your staff.
You can do that for your members, and you can also do that from a provider experience perspective, also.
But let's focus for a second on the numbers on the patients.
Imagine for a minute if you've created a synergistic system that allows people to access certain care at home that they can log in and be able to virtually connect with their providers, with their health plan, with a specialist potentially for their families, for their children, for their themselves. And end.
Maybe parents or grandparents, accessing care in a way that, again, we've never done before through Telehealth and video visits and services, that we've created tools that allow them to, to access through their phones, through their computers.
At some point, through the TVS, most likely, and allowing them to get help when they need it.
That our teams now are accustomed to engaging digitally a little bit differently than they have.
Historically, the comfort level. Because of the pandemic has really shifted how people think about their job.
It shifted expectations on all levels, and on all fronts.
And it allows us to create an integrated digital ecosystem that captures member self-service information.
It captures how our, our staff are doing, and it makes service and access on the whole, very personalized in an unprecedented way.
And all of this is, is allowing us to capture data from all of these assets and tools very differently, as well. That, again, drives that precision analytics.
That allows for data driven recommendations on who to intervene with from a health plan perspective, which is critical to your overall bottom line, and it's critical to being cost effective as well as achieving higher quality standards and goals.
So all of this leads to what your roadmap is and where you're investing.
Because by focusing on productivity, focusing on digitization, and automation, in ways that make sense for your staff, at a health plan, or within a health system, you create a recommendations for, for interventions that can include digital first coaching. Digital first products allows for engagement to be augmented in how you serve your populations, to create different ways of, of accessing at a much broader scale than we ever could, previously. And that, in and of itself, also helps drive better outcomes, both from a productivity and from a care delivery point of view.
So, by doing all these things, enabling digitization, enabling digital first products, allowing people to access care in the way that they now can, through their homes, through video, through our digital assets and tools like an R X. Well platform.
Um, enabling things like AI, adaptive analytics, through the AI, through that machine learning, capturing real-time data across all of the different channels, creating different modalities, now, not just telephonic, but also digital, in person, using video capabilities. Starting to shift our core applications to better enhance and enable these digital first technologies.
All of that put together, allows for a greater focus on what we call intelligent workflows.
Your clinical teams across the board, whether you're a health plan or health system, their workflow matters.
Creating tools that trigger based on analytics and work as part of their day-to-day workflow. How they do their jobs each day.
making sure that the technology and that the data is served up in a way that enables and empowers versus frustrate hits. or forces them to, to fight to get information.
That's your holy grail for experience, positive experience, for members, and patients for your doctors, And providers, and nurses. As well as your internal health plan, clinical staff.
But all of this has to keep the patient at the center.
And everything that we do, everything that we develop and design, is based on that focus on the whole.
So keep your 360 degree view of your patient in mind, but make sure that your workflow, your data, your digital assets, everything that we've talked about today, focuses on creating actionable views, both for the patient and for your staff.
Action oriented accountability is really what will drive a different, um, way of, of accessing healthcare and of improving health and outcomes, on whole.
UPMC has been at the forefront, for years, on the Health System side, as well as from a health plan and an insurance services perspective.
Um, we'd like to believe in our, our motto that we support and in Drive life-changing medicine, so we're not afraid to lead, but what we saw last year across the board was that there's not necessarily an appetite to be the first, to introduce or accelerate business innovations that that across the market in 20 20 in. Healthcare was a rarity.
That. This, this, they'd much rather follow fast, and let others lead the way.
My challenge for you is to not do that. Healthcare is changing rapidly.
Our technologies, or digital tools, are changing rapidly, with the right kind of focus.
Aligning all of your assets and tools, you can create a roadmap to help pioneer innovation in healthcare, to really drive a very different patient experience, and I would encourage us to do that.
Lastly, digital augmentation, really is the path to re-imagining how health care is delivered.
The coven 19 Crisis did create a permanent societal governmental and business change.
It dramatically, seismically shifted.
How we all think about digital assets, digitization, and end tools on the whole understanding and having a comprehensive view to your digital strategy, thinking about how all of these things work together, that tapestry that I referenced before.
These things need to augment your human centered or human delivered care.
It's not meant to replace anything, but augment.
And I think that's a really key word for people to keep in mind.
Because if you understand how all of the pieces fit, it can help you not just respond to today's needs or recover from the pandemic or live in this post pandemic space, but it can allow you to really renew and re-imagine your business.
It can allow you to create new pathways that drive clinical value for your staff, for your patients and members.
And this will really drive a better positive number, provider and staff experience on the whole.
So, I would encourage us to lean into that digital augmentation of of what we call humans' delivered care because healthcare is first and foremost about people.
And we want to drive personalization.
We want to drive scalability, and we want to meet people where they are using technologies to drive what we know to do with population health, to drive and allow our analytics.
To help lead where we need to go and how we need to access people, and support them when they're the most vulnerable, because that really does achieve that quadruple aim, that focuses on better outcomes, lower costs, and improving the experience of your members, as well as your providers.
So I wanna thank you for today, and want to thank you for listening, and now we'll move into that Q&A session.
Fantastic, Angela, what a wonderful journey.
You have paint on, and, and, and the organization, and that's a really insightful to just see all these different parts off of the system, if you will. one of the questions and themes that has emerged from, as you're presenting, has to do with setting priorities and executing on those priorities. I mean, there is such a great amount of change that you have covered here for us. And we're curious a little bit about governance. How does the organization, you, and your team, or whoever in the organization is? Looking over these ideas for improvement and innovation in multiple aspects of the, of the interaction that you highlighted? How do you prioritize what you're going to execute on, what the governance may look like for a system like this.
That's a fantastic question.
So, prioritization is a challenge every single day, because there's multiple priorities across every area, your different lines of business, From a technology point of view, we're all trying to lean in on differentiation, and, and the innovation, and what that looks like. What I would say is the most important thing is hearing all the voices and keeping those multiple points of view in mind so that it's not just technology focused. It's not just clinically or a member focus, but it's all of it. Those things all have to work together.
And when you focus on on how people, process, and technology come together, those priorities start to surface themselves, and you can achieve alignment by connecting the dots on all of those things.
So, the governance model is, is really dependent on alignment between your line of business and what their priorities are, and then also what you want to do clinically and with your network.
And the way that the Earth system setup right now in this ideas come from anywhere that you have a funnel kind of system, where you have no ideas that are proposed as suggested, and then they're evaluated somehow.
Sure. We have, there's obviously different steering committees, you know, and in groups, across first the health plan. But we also work across with the health system, noxious UPMC, but non UPMC providers as well. And, yeah, we take inputs across the board. There's, there's a focus on what that experiences for everybody. But for the most part, I would say the differentiation comes from the different business areas, the lines of business, the operational areas, as well as technology and network.
But the lines of business or are forever trying to improve, there, their benefit designs to match and meet people where they are. That's where those digital first products are starting to come in.
Because we're seeing more and more, not everybody needs, or wants to physically go and access health care all the time.
There's different things that they can do virtually, and really only go to a brick and mortar facility for things that they specifically need.
So, that's starting to change how we think about benefit design, is starting to change how we think about family and families, and how they're accessing care on the whole.
So, the innovation is coming there, and it's also impacting value based care because now as the payment models have started to shift and there's greater allowances for telehealth and in other things. How we think about populations?
And the funding mechanisms for those have also started to shift to, again, meet people where they are.
So we're going to see a, I think, much more of a focus from a health delivery perspective in the government programs, and they tend to dictate a lot more of what we do.
But on the employer and in commercial side, there's greater flexibility there. because employers are looking for nuanced things that their employees want. that's going to enable them to stay at work.
And really access care differently for their families when they can do it, and, and when they need it. Not always on, on our time schedule. So, in digital, digitization, and automation in these ways, are facilitating that and much greater waste than we've ever seen.
That that's that you mention a few very important topics there. We can easily talk about them for our, is in there, but I want to address just one of them that I know several of our participants have brought up, as you're going through the journey. And it has to do with access. And especially in this digital age.
And you, and you mentioned briefly in your response just now, that how, how do you, how do you deal with death, friction of the need for even as a non-profit, You have a need for health care revenues to stay in business, right, to function as a, as an organization. And you have the revenue push. And at the same time, you want to provide as broad as excess as possible.
So, how do you, how do you get access to those, you know, individuals, neighborhoods, areas, who have even though economically, disadvantage, you know, many other, many different types of disadvantages that they may have. How do you address that in the big equation that you have to take into account?
Yeah, No, broadband access is, is enormous.
Personally, I'm looking forward to seeing what what the, the administration does around broadband, you know, an infrastructure bill because there are communities that are disadvantaged and not able to to access the internet or access digital tools in the ways that we would like.
But, that said, it's, It's rapidly changing.
Many communities are starting to lean in, and there's a recognition on the whole, usually, at most state levels, that in order to really drive that quadruple aim, you know, around experience around outcomes, quality of care and driving down costs.
People have to be able to access services and digitally enabled tools is, in many respects, a cheaper and easier way to do that, because you can do it on demand yourself. So, the coalition of businesses joining with health care joining with various communities to drive things like broadband on the whole.
It's win-win when, across the board. So, UPMC, we, we support Community Development, Community re-investment, wheeling, and across the State, here in Pennsylvania, particularly, to help not only drive policy changes, but to support that broadband access and access on the whole, however, weekend and, depending on what each community might need. So, it's not always a blanket, reaction or solution. There's usually other other things at play as well.
But we try to be very sensitive and let the community's drive and support what they think that they need, as well as, hopefully driving more towards not just automation, but access physically and digitally.
Farewell I think we have time for one more question here. And then I want to, I saw this theme coming up on different questions that were asked and I'm going to personalize it a little bit as well because my own customer experience and that is something that people have talked about. It's the the perception of the experience that's provided sometimes traditional technology and the reality of the experience can differ significantly, and I'll give you an example.
Recently, I Access has some very large, reputable healthcare organization, or without saying names, that I had a wonderful website, professionally, design, and the website. You know, you provide all your patient information, You're able to upload your insurance card, and the prescription cards, and all those things. It was wonderful, you did all that work before you ever went to the facility.
The only problem is that as the customer, in the inpatient, in this case, as I walk into the facility, and I do my check, can't guess what? They asked for my, I think, my card.
They asked for all this information that I had provided electronically. And not only once, when I went to a different department, they ask it again. And when I went to refer a doctor, they ask that again. So, there is this disconnect between the perception of the digital experience and the reality. So, my question to you, What's going on? Why there is so does anybody who programs, the websites ever walks the customer and see what they go through because it won't be a very simple catch. And I'm curious about that gap and maybe a watt and, and, and leaders like you, What are you doing to address some of those gaps between what it looks like, good on the screen, but the reality is, is not quite the same.
Yeah, now, we all experienced that on, on various levels. And usually that comes back to core electronic health records.
And so your, your electronic health records, capture everything, you know about you, and they tend to be a source of truth, but they'll have everything, even sometimes things that you've corrected, like, alright, you know, they'll ask you, were you, were you still taking XYZ medication? And you're like, No, I, I stop that three years ago, but it's still comes up on the chart.
That's because a lot of the charts and things that exist have a historical view, and have literally everything that's in there.
And we're, the core systems are things that are in the process of being enhanced.
So so even while at your health plan, in this case, we're updating things digitally and trying to create a better experience through the website and through our, you know, digital tools, through your earphones or your your watches or or other things now.
We're trying to align better for those kinds of other assets that, you know, we can integrate with.
Historically, most of those things were were one directional.
So the, the not everybody could make updates in those core electronic health records, so even if we knew more later information, we didn't have a mechanism to feed that back in necessarily it was information coming out.
But, but things are changing.
They are improving and we are connecting in ways that we haven't before. And that's the good part of this.
This digitization, this digital process focus and and one of the positives coming out of ... of the post pandemic error is a recognition that we have to do better that. We have to keep leaning in for the patients And for that experience that you just described. But it's equally as frustrating for our doctors and nurses and care management staff too. So, so, we have to catch all of it up. Not just the things that we control, but sometimes the things that we don't have to try to influence to improve too.
Farewell. Angela, thank you so much for sharing your expertise and insights on such an important topic related to digital process automation and in health care. On behalf of our global community, we would like to say to extend our deepest gratitude for that.
Thank you. Have a great day, everybody.
Thank you, Ladies and Gentlemen. That was Angela Perry, who is the Vice President of Strategic Alignment, Transformation and Consumer Innovation at UPMC Health Plan fascinating Journey into the world of health healthcare and digital process automation. Now, we're going to switch gears in the at the top of the hour. We're going to go from Pittsburgh, Pennsylvania to Germany where the leader, the head of strategy and the and the research, as CP is going to talk to us directly about the importance of performance measurement and the how.
So many metrics make so little sense and why classical KPIs don't work for most functions and what are the alternatives can be and and also how we can manage, minimize the anxiety of accountability by measuring the right things. So, The title of the session is Performance Anxiety: How to Define and Measure What Really Matters. And we're gonna, we're gonna hear directly from a global expert in this area. Doctor Shaw magnificent from, S A P will be with us at the top of the hour. So, I will see you back at the top of the hour, Take a short break for now. Thank you.
VP Strategic Alignment, Transformation & Consumer Innovation,
UMPC Health Plan.
Angela L. Perri oversees the Business Transformation Office leading business alignment and strategy initiatives, planning and prioritization for key business efforts, multidisciplinary approaches for development and growth. She is the executive responsible for Organizational Performance and Project Management Office, Innovation tools, apps, and strategies, Digital Development including telehealth and RxWell, Internal Proprietary Clinical Software including product development and management.
Angela has 25 years of experience in managed health care. Prior to joining UPMC Health Plan in 2018, she served in senior executive leadership roles for several Fortune 100 organizations including UnitedHealth Group (Optum), Centene Corporation, and Amerigroup (an Anthem Company). She has led product and program development, strategic planning, eHealth, business development and growth for Medicaid, Children’s Health Insurance Programs (CHIP), Medicare Advantage and Special Needs Plans including dually eligible individuals and commercial products designing and implementing population health management programs for these MCOs/MBHOs in numerous states.
She is recognized nationally as an expert on population health program designs such as models of care for Persons with Intellectual and Developmental Disabilities (IDD), Foster Care (children), Managed Long Term Services and Supports (LTSS) and integrated behavioral health including the technology solutions supporting these strategies for value-based care efforts.
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October 18-20, 2022
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