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Overview

“It [Chairs and Chiefs] was a real opportunity to create a social network
that supported the notion that performance improvement and patient safety
and quality are worthwhile endeavors and there are lots of people that you respect and know who are doing the same thing.”
 
 – Bill Greene, MD, Senior Vice President for Loss Prevention and Patient Safety
& Chief Medical Officer; MCIC Vermont, Inc.
 
Clinical leaders face often competing daily challenges, including overseeing patient care, budgetary responsibilities, and teaching requirements, all in a fluid setting filled with constant change. In the post-health care reform environment, there is renewed emphasis on the quality of care provided and producing zero harm events. One of the most important — yet often overlooked — roles of physician leaders is engaging colleagues and department-wide teams in quality improvement initiatives that foster learning and align with organizational goals.
 
In Quality Improvement for Chairs and Chiefs, a two-day program from the Institute for Healthcare Improvement (IHI), clinical chairs and chiefs of departments or services will be fully immersed in methods to improve quality throughout their department. From the basic metrics of measurement and assessing performance to leading a culture of quality to strategies for publishing improvement work, this program will provide clinical department heads with the essentials they need to lead a portfolio of department-wide improvement initiatives.

What You'll Learn​

At the conclusion of the program, participants have a better grasp on:

  • Leadership behaviors that build a culture of quality and safety

  • Using quality data for improvement

  • Setting audacious goals for your quality efforts

  • Developing ambulatory-focused improvement projects

  • Assessing readiness for ACGME Clinical Learning Environment Review (CLER)

  • Improvement science and academic advancement

  • Evaluating and addressing disparities

  • Building you team’s skills in recognizing and eliminating defects

  • Publishing your improvement work

  • Managing adverse events for transformation

  • Using existing structures to leverage quality efforts

  • Metrics for measuring improvement

  • Top lessons from patient safety

  • Designing reliable processes and assuring coverage and completeness