Becker's Hospital Review

16 16 THOUGHT LEADERSHIP How UPMC builds strong service lines 7,531 miles across the globe By Charles Bogosta, Executive Vice President of UPMC and President of UPMC International, and Matthew Harinstein, MD, Senior Vice President, COO and Associate CMO of UPMC International T he COVID-19 pandemic has shone a spotlight on the health- care system like never before — including many of its short- comings, from health disparities to capacity strains to employ- ee turnover. But even before this crisis, it was clear that we needed a better model for sharing high-quality, cost-effective care in more places so patients can access these services close to home. At UPMC in Pittsburgh, we've been on this journey long before the pandemic — building strong and integrated clinical service lines not just in the U.S. but across our international facilities in Italy, Ire- land, and soon, Chengdu, China, which is 7,531 miles away from our headquarters. is unique focus on consistent quality standards, training and culturally competent services across facilities benefits all stakeholders. Most importantly, it means better care for patients with more opportunities for novel and effective therapies through- out the communities we serve. UPMC Hillman Cancer Center is one of the best examples of our in- ternational service line model. UPMC and University of Pittsburgh researchers developed and shared specialized cancer treatments and protocols first across our network in Pennsylvania, Ohio, Maryland and New York — and then with our physicians in Italy and Ireland, allowing patients to receive UPMC Hillman-style care worldwide. But creating this service line approach — whether in oncology, ortho- pedic care and sports medicine, or heart and vascular treatments — requires concerted effort and investment. Here are four key steps that have proven effective for us at UPMC: Centura Health CEO Peter Banko on his best advice for new leaders By Virginia Egizio P eter Banko serves as president and CEO at Centenni- al, Colo.-based Centura Health. Mr. Banko will be serving on the keynote panel "Change Management in the Era of Disruption: Strategies for Executives" at Becker's Hospital Review 12th Annual Meeting. As part of an ongoing series, Becker's is talking to healthcare leaders who plan to speak at the conference. Question: What are your top priorities for 2022? Peter Banko: Workforce. Workforce. Workforce. We are in the midst of the most fundamental transformation in the way we work (across all industries and especially health care). It is an absolute imperative that we re-think and innovate all aspects of our workplace strategies — from staffing and care models to compensation and benefits — to ensure what we offer and provide is meaningful to our current and potential workforce. For Centura, the next five years will mark the most prolific growth period in the 140-year history of our healing minis- try. We see opportunities accelerating out of the pandemic in physician partnerships, existing market and service line growth, and new market mergers, acquisitions, and inno- vative relationships. COVID-19 has forever changed our volumes, revenues, and expense structures, especially in workforce and sup- ply chain. During the next 18 months, we must figure out our effective long-term cost structures especially the low- est, efficient cost possible for all corporate, back office, and transactional functions. Q: How do you plan to pivot strategies this year to better serve patients? PB: We are actively in a sprint to give consumers what they truly want and need. Digital platforms, technology, and con- sumer-driven access and care coordination will allow us to create personalization, find new ways to deliver care, and, ulti- mately to flourish in a world where ideas and innovation rule. As a Christian ministry, we have the unique opportunity to also seek out greater expression of our Mission or, most broadly said, greater meaning and relevance in what we do. We see opportunities inside our organization and in our neighborhoods and communities to be a more so- cial-first business in the areas of diversity & inclusion, food security, and behavioral health. Q: What advice do you have for emerging healthcare leaders today? PB: Emerging healthcare leaders get enamored with pres- tigious titles, lucrative positions, and name brands. I know because I did. You can be successful in lots of places. You can also as easily fail in lots of places. First, always pick the right "boss". Across all industries, most people leave their job because of their boss and/or team members. Find the right person to work with – back- ground, management style, where they are today in their career, who they report to, and where they are heading with their career. Please make sure you have great chemis- try, you can learn from them, and they will actively support you in advancing your career. Then, pick the right organization. Follow the ancient Greek aphorism from the Temple of Apollo – know thy- self. Understanding yourself helps you find the organi- zation and culture that gives you energy and aligns with who you are at your core. Mission. Vision. Values. Strategic Thinking. Do your homework. Be certain you are working in an environment that allows you to be the same person at work and at home. n

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