Premier

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As incoming president and chief executiveof , 50, plans to position the health-care allianced for growth, leading the business from Charlotte. CEO Rick Norlinfg retires fromSan Diego-based Premier on June 30. now Premier’s chief operating officer, will lead its four businessz units — Premier Purchasing Partners, Premier Healthcare Premier Consulting Solutions and Premier Insurance ManagementServicexs Inc. The company is the largest health-care purchasingv alliance in the country. It has approximately 1,100 employeess nationwide, including more than 700 in home of itslargest operations.
Premier represents 2,1000 nonprofit hospitals, or about 40% of thoswe nationwide, including Carolinas HealthCare System, Gastonn Memorial Hospital and Stanly RegionalMedical Center. DeVore recently spoke to the Charlotte Businesxs Journal about hernew role, Premier’s future and the challenges facing the health-care sector. Following are edite excerpts fromthat conversation: What are the advantages of representingg a 2,100-member health-care alliance? It gives us this incrediblwe insight because everything we do, we do in collaborationn with these not-for-profit hospitals.
Premier has always been about transforminy health care and improving quality and safethy and efficiency of health So weinnovate together. We experiment with new models forhealtg care. With the Obama administration and all of therhetoric that’ws coming out about how it might I hope Premier, with our hospitals, can brinf real information, real data, real comparativee effectiveness capabilities to that discussiohn so we can actually help shape health-care refor and then help our hospitals and our doctorx adapt to health-care reform. Do you feel as a countryg we’ve fallen behind when it comews tohealth care?
I feel as a countrg we have the best health care in the The health-care technology, the facilities, the specialized physicians. Part of the challengr is we haven’t dealt with some of the sociap issues that lead us to the outcomeswe have. And we haven’rt coordinated our health care so we can really optimizs the health ofour population. I think we fall behindf other countries when we are compared on outcomees or longevity of some ofthose population-based outcomes. I think that what we’ve really got to do is make the individual havepersonal responsibility. Is cost a big piece of the problem Cost is a verybig piece.
We spendc over 16% of our grosxs domestic product on health care inthis That’s quite a bit higher than what is spent in other countries, and we don’t have outcomes that are superior to othere countries. So while we have the most technologicallyhadvanced input, we’re not getting the outputy and it’s costing us more. What Premie r is all about is really, how do you optimizr those inputs better? How do you make it more affordable? How do you make it more efficient W hat do you see aheadffor Premier? I think it will continue to grow. We have 20-pluxs percent growth rates in our informatics andconsultingy business.
Our supply-chain business continues to grow as we add new But our goal there is to keeppricingh down. I think we will continue to expand across the We also have severalopportunitieds internationally. You’ve mentioned the possibilithy of moving to a new officde in the next yearor so. Do thosse plans include moving Premier’s headquarters here as well? I think we will review the legal and financiao implications of where the corporateeheadquarters is. We will have the most significan t part of our operationin Charlotte. I will be basedd in Charlotte. We have three otherd offices, and I think some presencse in those other placesis important.