Becker's 9th Annual Meeting Speaker Series: 3 Questions with ProMedica President and CEO, Randy Oostra, DM, FACHE

Randy Oostra, DM, FACHE serves as President and Chief Executive Officer for ProMedica.

On April 11th, Randy Oostra will speak on a panel at Becker's Hospital Review 9th Annual Meeting. As part of an ongoing series, Becker's is talking to healthcare leaders who plan to speak at the conference, which will take place April 11-14, 2018 in Chicago.

To learn more about the conference and Randy's session, click here.

oostra Randy Headshot

 

Question: Please share a new consumer-centric capability your organization has built or tapped into within the past 18 months.

Randy Oostra: At ProMedica, we see value-based contracting as a very consumer-centric capability where we have significant expertise. With this in mind, we recently established a value-based contract with Owens Corning, a global building and remodeling company headquartered in Toledo, Ohio. Owens Corning had a number of goals, including increasing an organizational and cultural focus on prevention and wellness, providing convenient access to primary care, expediting referrals to specialists, lowering costs, reducing time away from work, and enhancing recruitment and retention. In 2016, we established a ProMedica clinic at the headquarters of Owens Corning, which has more than 1,000 employees. Services included an on-site physician clinic, occupational health services, wellness coaching and preventive health education, personalized nutrition and exercises plans, group fitness classes, physical therapy, convenient pharmacy delivery options, and laboratory and phlebotomy services. The results have been overwhelmingly positive, with nearly a 97 percent patient satisfaction score, cost savings to Owens Corning exceeding $500,000 in the first year, and significantly reduced costs to employees seeing physicians at the ProMedica clinic compared to those who chose to not use the clinic. Based on these positive outcomes, Owens Corning has expanded its collaboration with ProMedica to open two similar clinics and fitness centers at two other Ohio locations, scheduled to open in early 2018.

Q: Who or what are the disruptors that have your attention? Why?

RO:Technology and technology innovation like gene editing and sequencing, how big data is collected, analyzed and used, the increasing use of artificial intelligence, and the move to consumer-driven healthcare will continue to be disruptors now and into the foreseeable future. You will probably continue to see major retail companies, health insurers and pharmaceutical companies find ways to vertically integrate in the healthcare environment that could have a significant disruptive impact on healthcare. One of the biggest disruptors still flying a little under the radar is how we as a healthcare industry, and as a country, address the societal factors that have such a tremendous impact on health and well-being. Medical care just isn't sufficient to achieve total health and well-being. You have to address other factors like job creation and income, housing, hunger, safety, physical isolation and transportation. Until we do really get focused on these issues, we will continue as a country to address how we achieve improved health outcomes while significantly reducing costs.

Q: How do you see the barrier between competitors and collaborators changing?

RO:To truly achieve healthcare reform, traditional approaches and delivery models to improve health outcomes will need to change dramatically. At ProMedica that means evolving from being a traditional integrated delivery system to become an integrated health and wellness organization. In addition to providing services expected from a traditional health system, such as exceptional quality clinical care and patient experience, we are focused on economic and community development; education and job creation; inclusive business and equitable employment opportunities; hunger; housing; health issues like infant mortality, the arts and cultural development; and research. To move from an environment of clinical success to having significance in community and personal well-being means that in certain instances, competitors become collaborators. One example of that is how we are addressing infant mortality. The main health systems and hospitals, as anchor institutions in our community, have joined together along with the northwest Ohio Pathways HUB, which helps women navigate the healthcare system to reduce birth weight babies and infant mortality. We still have a ways to go in reducing infant mortality in our community, but we have made significant progress because of this community collaboration.

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