Accelerating and Sustaining Safety and Quality in Healthcare

Address challenges in healthcare, the Cleveland Clinic way

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Course Dates

STARTS ON

January 26, 2023

Course Duration

DURATION

6 weeks, online
4-6 hours per week

Course Fee
Course Fee

For Your Team

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$606 billion

The cost of lapses in patient safety is high: Treating patients who were harmed during their care accounts for nearly 13% of health spending in developed countries, or US$606 billion annually.

Source: OECD 2020 Economics of Patient Safety Report

11%

At the end of 2021, total hospital expenses had risen by 11%, compared to pre-pandemic levels in 2019.

Source: American Hospital Association

80%

Over the next five years, 80% of health systems are planning to invest in technologies like digital health, AI and machine learning and tools to support clinical staff and caregivers over the next five years.

Source: HIMSS Future of Healthcare Report

Overview

As healthcare grows more complex and costly, leaders must find solutions to both today's and tomorrow's challenges — without compromising patient safety or quality of care while encouraging innovation. The Accelerating and Sustaining Safety and Quality in Healthcare course from Cleveland Clinic is designed to help participants do just that. Throughout the six-week online course, you’ll learn approaches to high reliability that can accelerate and sustain improvement, develop strategies for goal alignment and performance management and use proven tools to address even the most complex healthcare problems.

The course is led exclusively by Cleveland Clinic faculty, including Anthony Warmuth, Executive Director for Clinical Transformation at Cleveland Clinic, who brings more than 25 years of healthcare experience in quality, administration and research to his lead faculty role, as well as additional supporting staff/guest speakers. Through videos, readings, activities and online discussions, you will learn to apply the Cleveland Clinic Improvement Model to various healthcare challenges — including many that you and your organization are likely facing today.

Cleveland Clinic is ranked as one of the nation’s top hospitals by
U.S. News & World Report (2021-2022)

Who Is This Course For?

Clinical contributors who want to:
  • Drive improvement in both costs of care and patient outcomes
  • Implement programs of continuous improvement to achieve the highest standards of care
  • Effect positive change by learning to turn patient data into actionable, transformable knowledge

Mid-level business/ functional managers who seek to:
  • Educate, coach or consult on quality and process improvement methodology
  • Apply efficiency-focused solutions to improve and design processes in hospital operations
  • Support cross-functional teams as key influencers and leaders in systemically improving quality outcomes

Senior leaders who aim to:
  • Create a culture and processes to apply quality and safety practices and policies
  • Establish continuous improvement best practices
  • Identify barriers to change within complex healthcare systems and solutions to overcome them

Key Takeaways

Upon completion of this course, participants will be able to:

  • Describe how a healthcare quality system is structured for optimal performance
  • Define high-reliability principles that help accelerate and sustain improvement
  • Identify strategies for goal alignment and performance management
  • Align continuous improvement tools to solve various healthcare challenges
  • Apply the Cleveland Clinic Improvement Model to healthcare challenges in your organization

Course Experience

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Interactive Try-It Activities

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Bite-Sized Learning

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Polls and Quizzes

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Workbook Activities

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Live Session With Faculty

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Case Studies Conducted by Cleveland Clinic Caregivers

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Insights From 14 Experts and Guest Speakers

Course Curriculum

Module 1:

Systemness and Alignment: The Cleveland Clinic Way

Learn to align your organization's quality initiatives with your priorities.

  • Create SMART goals.
  • Apply your organization's priorities to the dimensions of healthcare quality.
  • Identify metrics that support the achievement of a goal.

Module 2:

High Reliability: Committed to Zero Harm

Identify the five general principles of high-reliability organizations, and understand the impact that following these principles can have on achieving your organization’s care and operations goals.

  • Recognize how to promote high reliability in your organization.
  • Describe the three outcomes resulting from the application of a fair and just culture.
  • Discuss leaders' responsibility and behaviors that drive a high-reliability culture.

Module 3:

Managing and Improving Performance - Part I

Examine the interconnectivity between the four pillars of the Cleveland Clinic Improvement Model, and learn how caregivers at varying leadership levels within an organization can apply the model in their daily work.

  • Describe how visual management and tiered huddles optimize communication and create visibility to problems as opportunities.
  • Explain how to use data to inform decision making and prioritize problem solving.

Module 4:

Managing and Improving Performance - Part II

Learn to develop well-formed problem and goal statements, and discuss different approaches to engage caregivers in problem-solving work across leadership levels.

  • Complete a kaizen card for a given scenario.
  • Develop a standardized process based on problem-solving work to reduce variation and sustain results.
  • Describe the importance of emphasizing transparency and sharing results.

Module 5:

Using Quality Improvement Tools

Become familiar with the tools available for quality improvement, and learn to select the appropriate problem-solving tool for a specific situation.

  • Complete an A3 report to identify a problem solution.
  • Describe the output of a root cause analysis and key elements of an action plan.
  • Use failure modes and effects analysis to identify risks of a process and mitigation strategies.

Module 6:

Quality Improvement Case Studies and Course Recap

Explore ways the Cleveland Clinic Improvement Model can be applied in clinical and nonclinical environments.

  • Create a problem statement and goal statement for a given scenario.
  • Apply the Cleveland Clinic Improvement Model to a workplace scenario.
  • Differentiate between different levels of problem-solving approaches and when to utilize them.
  • Describe how an interdisciplinary team accelerates improvement.

Module 1:

Systemness and Alignment: The Cleveland Clinic Way

Learn to align your organization's quality initiatives with your priorities.

  • Create SMART goals.
  • Apply your organization's priorities to the dimensions of healthcare quality.
  • Identify metrics that support the achievement of a goal.

Module 4:

Managing and Improving Performance - Part II

Learn to develop well-formed problem and goal statements, and discuss different approaches to engage caregivers in problem-solving work across leadership levels.

  • Complete a kaizen card for a given scenario.
  • Develop a standardized process based on problem-solving work to reduce variation and sustain results.
  • Describe the importance of emphasizing transparency and sharing results.

Module 2:

High Reliability: Committed to Zero Harm

Identify the five general principles of high-reliability organizations, and understand the impact that following these principles can have on achieving your organization’s care and operations goals.

  • Recognize how to promote high reliability in your organization.
  • Describe the three outcomes resulting from the application of a fair and just culture.
  • Discuss leaders' responsibility and behaviors that drive a high-reliability culture.

Module 5:

Using Quality Improvement Tools

Become familiar with the tools available for quality improvement, and learn to select the appropriate problem-solving tool for a specific situation.

  • Complete an A3 report to identify a problem solution.
  • Describe the output of a root cause analysis and key elements of an action plan.
  • Use failure modes and effects analysis to identify risks of a process and mitigation strategies.

Module 3:

Managing and Improving Performance - Part I

Examine the interconnectivity between the four pillars of the Cleveland Clinic Improvement Model, and learn how caregivers at varying leadership levels within an organization can apply the model in their daily work.

  • Describe how visual management and tiered huddles optimize communication and create visibility to problems as opportunities.
  • Explain how to use data to inform decision making and prioritize problem solving.

Module 6:

Quality Improvement Case Studies and Course Recap

Explore ways the Cleveland Clinic Improvement Model can be applied in clinical and nonclinical environments.

  • Create a problem statement and goal statement for a given scenario.
  • Apply the Cleveland Clinic Improvement Model to a workplace scenario.
  • Differentiate between different levels of problem-solving approaches and when to utilize them.
  • Describe how an interdisciplinary team accelerates improvement.

Playbook

In each module, you’ll complete activities in a playbook that allow you to apply the specific concepts, knowledge and skills to your organization, facility or healthcare setting. Playbook activity examples include:

  • Setting SMART goals and quality improvement metrics
  • Examining the state of high-reliability organizations (HRO) in your organization
  • Working with quality improvement tools, including an A3 report, root cause analysis (RCA) and failure modes and effects analysis (FMEA)
  • Applying the Cleveland Clinic Improvement Model (CCIM) to a workplace scenario

Case Studies

In the final module, Cleveland Clinic faculty will present three case studies conducted by clinic caregivers and share outcomes and lessons learned.

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Prescribing opioids

Highlights the development of the Cleveland Clinic Opioid Stewardship Program

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Central line-associated bloodstream infections (CLABSIs)

Examines Cleveland Clinic’s systematic approach to reducing the rates of this challenging condition

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Improving patient demographic data accuracy

Explores how caregivers apply a problem-solving approach to ensure they obtain accurate data and improve the patient experience

Course Faculty

Profile picture of course faculty & description, Anthony Warmuth

Anthony Warmuth

Executive Director for Clinical Transformation, Cleveland Clinic

Anthony Warmuth, MPA, FACHE, CPHQ, CPPS, leads enterprise efforts across safety, quality, patient experience and continuous improvement. He has more than 25 years of experience in quality, administration and research roles in a variety of healthcare settings... More info

Guest Speakers and Supporting Faculty

Profile picture of course faculty & description, Matthew Miller

Matthew Miller

Associate Chief Quality Officer, Cleveland Clinic

Dr. Matthew Miller is board certified in Internal Medicine and Clinical Informatics and practices in the specialty of Hospital Medicine. He has held numerous leadership roles at Lehigh Valley Health Network, including Associate Chief Quality and Patient Safety Officer, as well as Senior Vice President and Chief Value Officer. Prior to joining Cleveland Clinic in November 2021, he was SVP, Chief Health Information Officer at LVHN. He serves on a number of national committees around quality and informatics.

Profile picture of course faculty & description, Stephen Mrozowski

Stephen Mrozowski

Senior Director of Safety & High Reliability, Cleveland Clinic

Stephen Mrozowski is a certified Professional in Patient Safety and a board-certified Fellow of the American College of Healthcare Executives. His clinical experience spans more than 20 years in prehospital medicine. Previously, he held positions as the Director of Patient Safety & Patient Safety Officer at the Penn State Health Milton S. Hershey Medical Center, a Clinical Quality & Patient Safety Manager at Penn State Health, and the Emergency Medical Services for Children Program Director for the Commonwealth of Pennsylvania.

Profile picture of course faculty & description, Lisa Miller

Lisa Miller

Director of Continuous Improvement, Cleveland Clinic

Lisa Miller, MPH, CPHQ, oversees quality improvement work for Enterprise Strategic Initiatives at Cleveland Clinic. She has a master’s in Public Health from the University of Southern California and a bachelor of science degree from The Ohio State University. Lisa enjoys applying her knowledge of project management, lean continuous improvement and quality management to help coach teams doing improvement work and propel them forward.

Profile picture of course faculty & description, Michelle Schill

Michelle Schill

Director of Quality Management, Cleveland Clinic

Michelle Schill oversees infection prevention, abstraction, accreditation, sepsis, ombudsman, patient safety and performance improvement at Cleveland Clinic Hillcrest Hospital. She also sponsors and coaches Solve/A3 teams, has achieved a 5.0 on the Hospital Engagement survey and has been a Tier I leader for 10 years. Previously, Michelle was a Quality Director at Cleveland Clinic’s Marymount Hospital, where she achieved a 74% reduction in hospital-acquired infections over two years.

Profile picture of course faculty & description, Sarah Sydlowski

Sarah Sydlowski

Audiology Director of the Hearing Implant Program and Associate Chief Improvement Officer, Cleveland Clinic

Sarah Sydlowski, AuD, PhD, MBA, is board certified in Audiology, with Specialty Certification in Cochlear Implants. Her clinical and research interests focus on implantable hearing devices, optimization of practice efficiency while maintaining strong outcomes and the development of innovative clinical delivery models.

In her role as Associate Chief Improvement Officer, Dr. Sydlowski works closely with CI specialists across the organization to develop a culture of improvement, where every caregiver is capable, expected and empowered to make improvements every day.

Profile picture of course faculty & description, Teresa Craighead

Teresa Craighead

Director of Quality, Cleveland Clinic Avon Hospital

Teresa Craighead is responsible for Cleveland Clinic Avon Hospital’s quality and safety management and monitoring, including the coordination and implementation of quality and patient safety initiatives. Her more than 20 years of experience in quality and safety span both the healthcare and commercial insurance industries.

Teresa has guest lectured at state and private universities on hospital inpatient quality and safety programs and public data reporting. She has also provided onsite assessment and consultative services for quality and safety processes, structure, outcomes and culture for one of the largest physician-owned healthcare facilities in the United States.

Profile picture of course faculty & description, Maureen Carr

Maureen Carr

Director of Regulatory Affairs, Cleveland Clinic

Maureen Carr has worked for Cleveland Clinic for 26 years and has served in a variety of roles. Although her background is in laboratory testing, she has worked in the field of Accreditation and Quality for over 20 years. In her current role as Director of Regulatory Affairs, she oversees Point of Care Testing (POCT) for the Cleveland Clinic Enterprise and manages any projects to ensure compliance with regulatory standards for various agencies.

Profile picture of guest speaker & description, Gina Cronin

Gina Cronin

Chief Talent Officer, Cleveland Clinic

Gina M. Cronin, FACHE, guides the strategy for talent acquisition, leadership development, performance management and succession for the 70,000 caregivers within Cleveland Clinic, as well as the selection, hiring and onboarding for 11,000 new caregivers annually.

Previously, Gina directed clinical service lines, including overall operations, finance and strategy, most recently as Administrator for the Heart & Vascular Institute at Cleveland Clinic, which is rated the No. 1 heart center in the nation by U.S. News & World Report for the past 25 years.

Profile picture of guest speaker & description, Leslie Jurecko

Leslie Jurecko

Chief Safety, Quality and Experience Officer, Cleveland Clinic

Leslie Jurecko, MD, MBA, is responsible for the development and implementation of Cleveland Clinic’s Enterprise Quality, Safety, and Experience strategy. She is also a pediatric hospitalist with Cleveland Clinic Children’s. In 2020, Becker’s Hospital Review named Dr. Jurecko one of the top 50 patient safety experts to know. She was also listed as an honoree for Crain’s Detroit Business 2020 Notable Women in Healthcare, and Modern Healthcare named her as an “up-and-comer” in 2018.

Profile picture of guest speaker & description, Lisa Yerian

Lisa Yerian

Chief Improvement Officer, Cleveland Clinic

Lisa Yerian, MD, is Chief Improvement Officer at Cleveland Clinic, where she leads a team of improvement professionals who build an improvement culture and drive strategic improvements for patients and caregivers across the organization. Dr. Yerian is also a Gastrointestinal and Hepatobiliary Pathologist at Cleveland Clinic. Since joining the organization in 2004, she has held several pathology and health system leadership positions.

Under her leadership, the Cleveland Clinic Improvement Model was developed, tested and refined as the roadmap for the organization to pursue a culture of improvement. The model is now used by other organizations within and beyond healthcare.

Profile picture of guest speaker & description, Melissa Johnson

Melissa Johnson

Program Manager, Revenue Cycle Management, Cleveland Clinic

Melissa Johnson is a Program Manager with Cleveland Clinic in Revenue Cycle Management. She has worked within Revenue Cycle Management for nearly 10 years at Cleveland Clinic and also has 15 years of previous experience in customer service and project management in the health insurance industry. Melissa holds a bachelor’s degree in Healthcare Administration.

Profile picture of guest speaker & description, Myra King

Myra King

Advanced Practice Registered Nurse Manager, Cleveland Clinic

Myra King, DNP, APRN-CNS, is an adult clinical nurse specialist in the Heart, Vascular & Thoracic Institute and an APRN Manager within the Office of Advanced Practice Nursing at Cleveland Clinic. Dr. King’s clinical expertise is critical care, with a focus on care of the cardiac and thoracic surgical patient populations. She has focused on initiatives to reduce hospital-acquired infections and improve quality outcomes, patient safety and patient experience.

Dr. King has completed three research studies as primary investigator on the topics of nursing time in chest tube management, child visitation in the ICU and ICU delirium recognition. She has received numerous honors and awards, which include the March of Dimes’ Ohio Nurse of the Year in Advanced Practice Award and the Nancy M Albert Excellence in Nursing Research Award.

Profile picture of guest speaker & description, Brendan Patterson

BRENDAN PATTERSON

Chairman, Department of Orthopaedic Surgery, Cleveland Clinic

Dr. Patterson recently joined the professional staff at Cleveland Clinic after more than 25 years of service at MetroHealth Medical Center. He served as Chairman of Orthopaedic Surgery in the MetroHealth System for over 10 years, was promoted to Professor of Orthopaedic Surgery at Case Western Reserve University School of Medicine in 2012 and was Executive Director of Surgical Services for the MetroHealth System for nearly five years.

His academic contributions are related to limb salvage and complex lower extremity fractures. Dr. Patterson was site principal investigator for the LEAP Study, funded by NIH. He is a fellow of the American Academy of Orthopaedic Surgery and an active member of the Orthopaedic Trauma Association.

Certificate

Example image of certificate that will be awarded upon successful completion of the course

Certificate

Upon successful completion of the Accelerating and Sustaining Safety and Quality in Healthcare course, participants will receive a verified digital certificate of completion from Cleveland Clinic. This is a training course, and it is not eligible for academic credit.

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