Cleveland clinic advisory board

December 17, At Cleveland Clinic, laundry is a million-pound problem. More from today's Daily Briefing. Around the nation: CVS Health launches new oncology treatment program. FDA approves first fully disposable duodenoscope. Are legal THC products to blame for vaping-linked illnesses? The flu season so far, charted. The best hospitals, according to Leapfrog. Congress just unveiled a FY spending agreement to avoid a government shutdown.

Physician pay, medical mysteries, and … bees? Thirdly, when it comes to Covid epidemic, we put these principles into action and came to a conclusion that we serve the same community.

And we called one another, established a joint taskforce to open a first drive-thru testing center in Ohio. And we did it within 48 hours. Our teams got together, we identified the location that was best suited to serve the community, and for the first time, two teams from different hospitals, got together and established the testing center drive-thru.

And it was really a beginning of Covid testing on a larger scale in our home state. Megerian : And then we added to that by putting together a unified response to some areas of living circumstances such as nursing homes and prisons where people didn't have proper care, and we were able to team up with regard that testing.

We were able to team up and lead a major section together of Ohio in dealing with day-to-day feedback to the governor and his team. And so I think every step of the way we've had a team literally working together that takes off their team jerseys and works together as one team. Woods : And I think that in the abstract, this kind of collaboration might seem simple, but I'm betting that the practicalities are hard.

I'm even thinking about the decision, the very, very rapid decision about where to put drive-thru testing. And while you're in the same market, you're obviously not in the same place.

Were there any kind of barriers that you came up against in this path that you had to knock down that you'd like to give others advice on in order to avoid? The key is that when our teams know we are aligned, they're typically not going to come up with problems or barriers.

The barriers really start at a leadership level, but the leadership is aligned. There were no barriers whatsoever. That's the reason why we were able to do so much in such a short period of time without really any major hiccups. And there's not one that I would be aware of. Woods : Do you think that that would be true in the face of a different crisis? I'm thinking it can be easy to say we're almost at war, we have this common enemy, so everyone needs to get aligned really fast.

But would that kind of natural alignment exist for other types of collaboration? Megerian : Well I think that we both have plausible deniability because our decision to collaborate began well before the Covid crisis, before we even knew what Covid really was. But at the time we laid out a very quick concept that we're together fighting opioid and opioid issues, and de-escalation of opioid prescriptions and also management of addiction.

We realized that we have a combined need to help folks in impoverished parts of our joint community to get jobs and job training, and we put that on the list. We realized that we recruit people who are sometimes spouses and couples who each of us don't have the ability to hire both, and so we should jointly work on recruiting where there are trailing spouses, as they say. We even talked about issues such as supply chain, possibly working at areas such as central sterile supply, laundry, that perhaps we could look at even joint ventures that are non-competitive.

So we laid out a list before Covid of areas that we wanted to work. So I think that the Covid crisis accelerated it,. But at the end of the day we were on track to begin these conversations because we knew it was the right thing to do. Woods : And this list you're talking about as being the kind of initial conversation is now the future conversation, right? It's now how you plan on continuing the collaborate beyond just the Covid crisis, is that right?

Mihaljevic : Yeah, I think that is right. What is nice about the list that Cliff described and shared with you, is that both of us think that this is the list that every partnering health care organizations in different geographical areas can embrace without any hesitancy. Mihaljevic : Well because there is nothing to lose, there's only something to be gained by working together in the areas where we are really not competitive whatsoever. There are a lot of shared areas such as all of this that Cliff has described—the ability to jointly recruit in our geographical area, to share what we call back office resources, whether it's the supply chain, whether it's laundry, whether it's the sterilization.

Those are not parts of the hospital offerings that create any competitive advantage. Between two organizations, quite to the contrary, we should all partner together for two reasons. One is to address the needs of the community. Through a number of different ways, and the second one is to quite frankly decrease and optimize the cost base for our organizations that are consistently challenged. So we do believe that this is a matrix that could be extended and could be envisioned to be extended throughout the United States at a federal level when a nonprofit health care organization should collaborate for the benefit of broader society.

Megerian : Let me give you two quick examples, and this is an area that I failed to mention. In research and education there's what's called T32 grants, which are training grants offered by NIH to train the next generation of clinical scientists.

In one particular area such as gastroenterology, previously we did not have this type of grant. And we decided to work the two groups together where the leaders in GI mutually applying for T32 training. Now we get the grant, now what'll happen is post graduate trainees will train at both places, but the reason the NIH gave the grant is they saw that the combined resources were better than each of us alone. Woods : Oh, wow. So you're saying that by coming together, you actually were able to earn an advantage that neither of you would have had in isolation.

Megerian : We believe we were successful because we came together and had a better application. Woods : Running a health system doesn't need to be a zero-sum game. Especially when you think about the mission and being able to serve the community, that there are things that folks can come together on that aren't competitive at all. So why not get the benefits of economies of scale, cost reduction, etc. Practically speaking, how do some of these things actually operationalize between your two systems?

Are there more taskforces, like you've had with Covid? How does that work? Mihaljevic : Our executive teams meet with a regular cadence, once every several weeks, depending on what is the appropriate cadence given the things we need to work with jointly. But we actually meet, two executive teams from competing organizations meet together.

And so we have an agenda that we just outlined with you, the list, the topics that we follow through. Learn 4 ways to unlock cost reduction through effective integration. Q: What was it like to come to a new country and establish a new facility of this scale and scope?

Mihaljevic : When Marc and I went over there in , we had 35 people on the team, working in an office building in Abu Dhabi while overseeing more than 20, construction workers on-site every day. This was one of the biggest construction projects, so we were dealing with delays and challenges, all while recruiting 5, people from 80 different countries—doing everything from finding them places to stay, schools for their children—to come and work there.

Once we had a work force, we had to form many teams, move and orient them into a huge, digitally integrated facility that had 25, pieces of electronic equipment; and start providing Cleveland Clinic services right out of the gate.

Honestly, it was a wonderful experience. It was an intellectual challenge, with a pioneering aspect. No one had ever done something like this—there was no playbook, we had to think through how to put every aspect of hospital functionality together from scratch, all while implementing the culture and mission of the Cleveland Clinic. But now, eight years later, it's not just a functioning hospital, it's the best hospital in the region.

We have transformed the lives of tens of thousands of people by introducing services that never used to exist. For the first time, people actually fly to Abu Dhabi for health care—in fact, we have the same number of foreign patients traveling to Abu Dhabi for care as we have coming to Cleveland Clinic in Cleveland.

Q: That's fascinating. And I've heard about the name—Cleveland Clinic is one of very few internationally preeminent and "known" names in health care, but in Abu Dhabi, it's been abridged to "the Cleveland. Mihaljevic: It is a very interesting phenomenon.

We cannot be more proud that we're carrying the Cleveland name throughout the world. Your London hospital is due to open at 33 Grosvenor Place, right across the street from Buckingham Palace, in How is the project coming along? I know there were specific cultural norms and partnership requirements in U. New report: Overcome 5 major barriers to achieve outsized revenue growth. Mihaljevic: When we expand our global footprint, we make a commitment to bring world class health care to each location.

But for many reasons, each project is bit different. In the U. We are responsible for staffing, quality of care, and overall management of the enterprise, but the asset is not ours.

I believe Cleveland Clinic is bringing something unique to London. There are many excellent hospitals that are part of the National Health Service NHS , and our goal is not to duplicate what they already do well.

We will be a private provider offering care for patients with extremely complex illnesses using a physician-led, multidisciplinary approach, where all caregivers work together as a team—which is new to the UK market. In London, our clinical leaders will be predominantly British physicians who've embraced the Cleveland Clinic model of care, which is patient-centered, mission-driven, and based on almost years of rich heritage. This is going to boost our exposure to worldwide health care talent, increase opportunities for research, innovation, and educational collaboration.

When you work in places like London and Abu Dhabi, you realize how rich the world is with talented people. Mihaljevic : It's not a large portion. Q: Let's quickly touch upon China. What can you share about the nature of the relationship and your longer-term ambitions in China? And our relationship with them has been very good; it keeps them going in a really phenomenal and very rapid pace, and it gives us an opportunity to learn more about China, which is a very dynamic, entrepreneurial environment.

Q: Tom, was a remarkable year for the Clinic. In addition to your international expansion, you, you also built out existing operations in Ohio, Toronto, Las Vegas, and Florida. In total, the Clinic hosted two million patients and announced plans to more than double that number, to four million, in five years.

Would you elaborate on that plan? Mihaljevic : For any large organization, I think it's important for all employees to have a shared sense of direction, to understand what matters and how we measure what matters. At Cleveland Clinic, we want everyone in the world to have access to the best health care.

Our unique model of care and our clinical excellence provides a service that profoundly changes the lives of the people who experience it. This translates into an obligation to extend the type of care we provide to as many people as possible. So the measure of our success as an organization is the number of lives we touch and the amount of suffering we relieve.

I've always been perplexed by the fact that health care organizations do not have a mandate to grow. All Americans should have access to the best U. Q: This is a very intuitive way to think about growth when you explain it, but I haven't heard it articulated quite in that way before. You're describing growth for the Clinic as almost an ethical obligation. Mihaljevic : It's a must. It's an ethical responsibility. I don't have an investor call every quarter. We're not shelling out dividends.

The only imperative to grow is the people out there who need our help. I think it is indefensible to have a waiting list, that's why we are focusing on access. So when people ask, "Why do you grow? Aren't you concerned about the brand? Uncover the right strategies for service line growth. Q: That resonates. And it's interesting to observe how you have accelerated different kinds of growth. And then there's the plan to double the number of patients the Clinic sees, which is inextricably tied up with digital enablement and the virtual front.

How are you deconstructing your growth goals in terms of virtual access versus physical presence? Mihaljevic : We're always looking into the conventional, horizontal growth you described, such as creating partnerships or integrating other nonprofit organizations into our system.

Another venue is creating digital platforms that will allow us to share the Cleveland Clinic's knowledge exponentially, because digital platforms can grow much faster than horizontal growth. We are also looking into other forms of growth, including consulting partnerships. Q: Let's go a bit deeper into digital and virtual. Cleveland Clinic is unique in that you anticipated this run—the organization launched Cleveland Clinic Innovations in , and has launched at least 70 companies, including a couple of notable successes, like Explorys, since then.

So when you think about digital and virtual growth here in , how are you measuring progress? How are you separating signal from noise in this space? Mihaljevic : We're focusing on making sure that we as a Cleveland Clinic are one Cleveland Clinic, meaning we act as one health care system. We want to be one Cleveland Clinic, with the same experience and quality care for every patient in every location.

And to do that, the virtual platforms are really important. The DAC is required, under section Members include community partners with expertise or interest in maternal and child health issues, subgrantees, and the CFHS Project Director.

The Cleveland Area Restaurant Association CARA is a member local alliance of restaurants, purveyors, and associates who provide products, equipment and services to the hospitality industry. Its mission is to advance the interests and promote the well-being of the local Cleveland food service industry through advocacy, education, sponsorship and networking. Contact information Matty S. Lucarelli, Executive Director P.

Box Rocky River, OH Its focus is to improve the capacity in the County of Cuyahoga to effectively prepare for, respond to, and recover from major emergency incidents; and to make this improved capacity available to municipal corporations and townships, pursuant to Section This advisory board includes representation from the lodging, food service, and tourism industries.

The Child Fatality Review Committee focus is the causes of death of children less than 18 years of age. Circumstances surrounding these deaths are examined in order to identify risk factors and make recommendations for prevention.