Issue link: https://beckershealthcare.uberflip.com/i/1465061
17 17 PRACTICE MANAGEMENT THOUGHT LEADERSHIP The Difference Is In Our Craft. At NCH Heart Institute, expert craft is at the heart of what matters most. With nearly 25 years of experience, our innovative, renowned cardiac team is committed to delivering a positive patient experience and is the leading reason why NCH ranks among the top 5% in the nation for quality cardiac care. At the HEART of what matters most. NCHheart.com 1. e first step is to gain support from all stakeholders and devel- op a consistent process of sharing information and education. It is important to connect staff across all sites and provide opportunities to learn and collaborate through a variety of educational opportunities, exposing staff to best practices in their specialty and fostering a sense of community. 2. Next, once the education and camaraderie have been established, create clinical care practices that accommodate cultural differences. Physicians must collaborate to make sure any policies and procedures work for their local patients, while still delivering on the promise of world-class care close to home. e standard of care may differ based on the availability and cost of resources in each location, as well as the preferences of patients. For example, while round-the-clock cardi- ac catheterization labs are common in hospitals throughout western Pennsylvania, that's not the case in all global locations, meaning differ- ent treatment protocols are necessary. 3. Aer establishing the standards of care, create multidisciplinary committees from across all your locations to regularly measure the quality of care. is includes developing organizational structures focused on meeting accreditation criteria from trusted organizations. ese groups should also assess each site and establish general guide- lines to provide a consistent patient experience, with a focus on devel- oping programs to engage and empower staff. 4. It is key to establish regular leadership and physician meetings for each service line to build shared goals and values. e service line must have strong administrative and clinical leadership in each region or country, with an overarching leadership committee. For our international and U.S. teams, the sharing of ideas and best practices is a two-way street. In fact, since Europe oen approves new devices and medicines before the U.S., we've sometimes been able to get a head start on understanding and preparing for new technologies. When implementing a service line across your system, you will inev- itably run into challenges — whether regulatory barriers, insurance hurdles, staffing or culture. Clear communication and collaboration will help you overcome them. e result will be better care for pa- tients and higher satisfaction for physicians and staff — and a health- care system that is better prepared to serve our communities in the next pandemic. n "When implementing a service line across your system, you will inevitably run into challenges. ... Clear communication and collaboration will help you overcome them." Charles Bogosta and Dr. Matthew Harinstein, UPMC International