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Intel Health/care HIMSS Oregon

Intel Health/care HIMSS Oregon. November 15, 2011 Brian DeVore. Intel in Oregon. ~15,000 employees (~40k lives) $1.776B Payroll Average OR EE salary: $117k $17B in Washington County economic activity $17.3B in Oregon 21% of all personal income

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Intel Health/care HIMSS Oregon

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  1. Intel Health/careHIMSS Oregon

    November 15, 2011 Brian DeVore
  2. Intel in Oregon ~15,000 employees (~40k lives) $1.776B Payroll Average OR EE salary: $117k $17B in Washington County economic activity $17.3B in Oregon 21% of all personal income 20% of Washington County employment (4% statewide) 10:31 job creation ration ratio
  3. Healthcare Reform Challenges Delivery System Overload Competing Priorities Forgotten Cost? System Focused Lack of Standards Opportunities Coverage Delivery Innovation Prioritization Payment Personalization
  4. Our Bold Vision We have the healthiest workforce on the planet Healthcare is a strategic business and people advantage for Intel
  5. The Journey 1.0 & 2.0 Create a culture of health and consumer engagement 1.0: Consumer plans: ~70% enrollment; HDHP 30% lower cost 2.0: Health for Life, On-Site Clinics: ~70% participation; high satisfaction and positive health improvement 3.0 Vision We have the healthiest workforce on the planet and Healthcare is a strategic business and people advantage for Intel 3.0 Strategy: Expect Health A new deal among Intel, our employees and the system for better health a. Our highest-need members get highest-touch care ~800 members account for $100M cost; 9000 trending Q3-Q4 segmentation study (qualitative + quantitative) to understand needs and barriers b. Custom care delivery designed around on-site clinics, paying for patient-centered primary care, evidence-based medicine and efficiency (Health IT and LEAN) c. Plan design supports using all engagement levers
  6. Journey Objectives Not informed Not engaged No Action “I know, I care, I act” System-Centric Care New Care Models- Person-centric Pay for volume Aligned Incentives Waste, redundancy, waiting, defects Highly Efficient, Best Medicine
  7. A better understanding More about Our Employees Getting beyond what we believe More about Our Suppliers Analyzing their business processes More about the System Capital follows commitment First mover disadvantage More about our Data Reality Check Bad systems trump good people & intentions Complexity can create analysis/paralysis
  8. Leverage Executive knowledge grows A emphasis on wellness Utilize Onsite Clinics as living labs Fiscal crisis Public awareness of health reform Shift toward consumerism
  9. Putting it all together Innovative health offerings New supplier relationships Outcomes not process Focus on the sickest, relevant to all Emphasis on utilizing technology Go slow to go fast
  10. Getting started Data driven decisions Assessing our sites and states Identifying possible partners Identifying competing or conflicting programs Engaging other public and private employers Communicating & preparing our employees
  11. Way markers Employee time invested in health Positive changes in corporate culture Increase in value discussions and decisions Employees see 3.0 as “must have” Decrease in internal & community cost Pace of change accelerates Simplicity
  12. Way Markers Community shift toward primary care Reallocation of capacity & workforce New workforce skill sets Centers of excellence emerge Community standards Consumer buy-in Simplicity
  13. Thank you Questions OR suggestions?
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