ALL IN: Using Healthcare Collaboratives to Save Lives and Improve Care


Ken Alexander, MS, RRT, VP Louisiana Hospital Association (Chapter 7) Mr. Alexander is responsible for leading Louisiana Hospital Association’s quality and patient safety initiatives, assisting member hospitals statewide with issues relative to regulatory and hospital licensing standards and activities.

Gail Amundson, M.D. Healthcare Transformation Consultant (Chapter 11) Dr. Amundson is an advisor to The Alliance on QualityPath™ initiative for high-value orthopedic and cardiac care; and consultant to business, government and healthcare clients on healthcare policy, quality improvement and healthcare system redesign.

Pierre M. Barker, MD. Institute for Healthcare Improvement (IHI) (Chapter 2) Dr. Barker is the Senior Vice President responsible IHI’s large-scale health systems improvement initiatives outside the USA.

James B. Battles, Ph.D. Social Science Analyst, AHRQ/CQuiPS (Chapter 9) Dr. Battles leads AHRQ’s efforts in the assessment of patient safety culture, and improving teamwork (TeamSTEPPS®) in collaboration with the Department of Defense.

Donald M. Berwick, M.D. President Emeritus and Senior Fellow, Institute for Healthcare Improvement (Chapter 2) Dr. Berwick has published more than 110 scientific articles in numerous professional journals on subjects relating to healthcare policy, decision analysis, technology assessment, and healthcare quality management.

Bruce Block, M.D. Chief Medical Informatics Officer and Chief Learning Officer, Jewish Healthcare Foundation (Chapter 10) Dr. Block supports healthcare innovations designed to effectively use evidence, improve processes and influence behavior.

Jane Brock, M.D., MSPH Medical Director, Telligen (Chapter 6) Dr. Brock currently serves as the clinical director of the Quality Innovation Network (QIN)-Quality Improvement Organization (QIO) National Coordinating Center (NCC), funded by CMS.

Daniel Buffington, Pharm.D., MBA Clinical Pharmacology Services, Inc. (Chapter 4) Dr. Buffington has served as a leader in interdisciplinary efforts to improve practice models, clinical documentation, and electronic health records systems to ensure the accuracy and effectiveness of collaborative medication management.

Jason Byrd, J.D. Assistant Vice President, Regional Group, for Carolinas HealthCare System (Chapters 1, 11) Mr. Byrd’s prior work includes developing and leading the D2B (Door-to-Balloon): An Alliance for Quality campaign, which focused on reducing D2B times for STEMI patients through implementation of evidence-based strategies in 1,100 hospitals worldwide.

Jim Chase President, MNCommunity Measurement (Chapter 11) Mr. Chase has more than 25 years of experience in healthcare management; he’s a nationally recognized expert on performance measurement and healthcare transparency.

John B. Chessare M.D., MPH (Chapter 10) Dr. Chessare has been actively involved in designing and managing systems of care in academic medical centers and in community hospitals.

Jim Conway, MS, LFACHE Adjunct Faculty, Harvard T.H. Chan School of Public Health (Chapter 12) Mr. Conway’s areas of expertise and interest include governance and executive leadership, patient safety, change management, crisis management and patient-/family-centered care.

Andrew Cooper Interim Director of Communications, Public Health Wales (Chapter 13) Mr. Cooper has over twenty years communications experience, working across the public, private and third sectors. He served as the head of communications for the 1000 Lives Improvement service in NHS Wales, developing the role of communications in the field of quality improvement.

Mary Cooper, M.D., J.D. Chief Quality Officer and VP, Quality and Safety, Connecticut Hospital Association (Chapter 7) Dr. Cooper oversees the implementation of High Reliability Science Connecticut hospitals, CHA’s Partnership for Patients (with AHA/HRET), hospital value creation with their quality and safety strategy, and working closely with the state government and quality organizations.

Susan Elster, Ph.D. Research Director, JHF and PRHI (Chapter 14) Dr. Elster is a consultant to the Jewish Healthcare Foundation and its supporting organizations; she has expertise in project development and research design, with an emphasis on survey and focus group methodology and strategic planning.

Jo Ann Endo, MSW Content Development Manager, Institute for Healthcare Improvement (Chapter 13) Ms. Endo specializes in creating original content for the IHI website, including writing blog posts and conducting video interviews.

Karen Wolk Feinstein, Ph.D. President and CEO, Jewish Healthcare Foundation and Pittsburgh Regional Health Initiative (Chapters 10, 12, 14) Dr. Feinstein is regarded as a national leader in healthcare quality improvement and frequently presents at national and international conferences.

Brianna Gass, MPH Lead Program Evaluator, Telligen (Chapter 6) Ms. Gass is experienced in program evaluation, facilitates evaluation activities of Quality Improvement Organizations (QIOs), and conducts evaluation of other national and community-based healthcare quality improvement efforts.

Stephen Hines, Ph.D. Chief Research Officer, Health Research and Educational Trust (Chapter 9) Dr. Hines helps to lead and plan large-scale improvement initiatives and oversees HRET analytic work that examines why some participants in these projects make great progress while others do not.

Alison L. Hong, M.D. Director, Quality and Patient Safety, Connecticut Hospital Association (Chapter 7) Dr. Hong has been the project lead on numerous collaboratives at the state and national level including On the CUSP: Stop BSI and the Partnership for Patients.

Libby Hoy Founder/CEO, PFCCpartners (Chapter 12) Libby Hoy has 20+ years of raising three boys with Mitochondrial disease as well as years of experience in bringing together all healthcare stakeholders in partnership to create sustainable improvement in healthcare.

Andrea Kabcenell, RN, MPH VP, Institute for Healthcare Improvement (Chapter 9) Ms. Kabcenell serves as a lead on the IHI’s Innovation Team, driving and developing projects from innovative ideas to practice implementation; her role also assures that new knowledge is used in IHI and other programs.

Jenny Kowalczuk Writer/Researcher,, Hyderus (Chapter 13) Ms. Kowalczuk is a writer and researcher specializing in public and global health; she has an MA in human science and works independently with NGOs, government and commercial clients.

Elizabeth (Betsy) A. Lee, MSPH, BSN, RN President, BL Enterprises, LLC, Patient Safety/Quality Improvement Consultant (Chapter 7) Ms. Lee is a consultant to New Hope of Indiana and to Indiana University School of Nursing for interprofessional collaborative practice; her prior role included providing leadership, education and strategic direction for the Indiana Patient Safety Center (IPSC).

Deneil LoGiudice Consultant, Continuous Improvement (Chapter 11) Ms. LoGiudice is a quality improvement consultant currently working with multiple nonprofit organizations; she has a background in quality engineering and holds a Lean Six Sigma Black Belt certification from American Society for Quality (ASQ).

Virginia A. McBride, RN, MPH Organ Transplantation Regulatory and Performance Improvement Consultant (Chapter 13) Ms. McBride provides transplantation performance improvement, regulatory compliance, and interim staffing services, such as interim transplant administrator to transplant hospitals.

Joe McCannon Co-founder and Principal, The Billions Institute (Chapter 1) Mr. McCannon leads international nonprofits that serve movements, foundations and organizations—across social sectors—to expand impact to massive scale.

Paul McGann, M.D. Chief Medical Officer for Quality Improvement, Co-Director, Partnership for Patients Co-Director, Transforming Clinical Practices Initiative, Centers for Medicare & Medicaid Services (Chapter 4) Dr. McGann’s first projects at CMS were to lead the introduction of quality improvement work in nursing homes and home health agencies into the Quality Improvement Organization contracts (published in the Annals of Internal Medicine in September 2006).

Kevin O’Connor President and CEO, LifeCenter Northwest (Chapter 7) Mr. O’Connor has served as President and CEO of LifeCenter Northwest (LCNW), the OPO serving Washington, Montana, Alaska and Northern Idaho. Under his leadership organ donation at LCNW has increased by 65 percent, and tissue donation has more than quadrupled.

Christopher Queram, MA President/CEO, Wisconsin Collaborative for Healthcare Quality (WCHQ) (Chapter 7) Mr. Queram has been the president and CEO of the Wisconsin Collaborative for Healthcare Quality—a voluntary consortium of organizations working to improve the quality and affordability of healthcare in Wisconsin.

Lucy A. Savitz, Ph.D., MBA Assistant VP, Delivery System Science, Institute for Healthcare Leadership, Intermountain Healthcare; Research Professor, Epidemiology, University of Utah; Discovery & Dissemination Board Committee Chair, High Value Healthcare Collaborative (Chapter 5) Dr. Savitz leads the Intermountain-based ACTION III network, directs the CMMI Innovation Challenge award, and serves on the Board representing Discovery and Dissemination for the High Value Health Care Collaborative.

John Scanlon, Ph.D. Partner, Financial Transformations, Inc. (Chapter 4) Dr. Scanlon designs leadership campaigns that enable executive teams to take their organizations through strategic transformation.

Marybeth Sharpe, Ph.D. Program Director, Gordon and Betty Moore Foundation (Chapter 9) Dr. Sharpe directs the Gordon and Betty Moore Foundation’s regional healthcare improvement initiatives, including a 10+ years effort to improve hospital patient safety and care transitions in Northern California; in this role, she collaborates with local partners and national stakeholders to advance the role of frontline RNs in measurably improving patient care outcomes.

Michael P. Silver, MPH SVP, Improvement Science and Consulting Services, HealthInsight (Chapter 6) Mr. Silver has been engaged in the design, conduct, and analysis of healthcare quality improvement and patient safety initiatives for more than 20 years; he provides technical assistance to healthcare innovations projects in all settings, with a broad range of targets, across the country.

Bruce W. Spurlock, M.D. President and CEO of Cynosure Health (Chapter 14) Dr. Spurlock is the co-editor for this book as well as the President and CEO of Cynosure Health; his primary responsibility is to direct and facilitate large, multi-participant healthcare quality collaboratives designed to accelerate the dissemination of evidence-based clinical practices.

Diane Stewart, MBA Senior Director, Pacific Business Group on Health (Chapter 5) Ms. Stewart was a founding member, and now Board member, for the Network for Regional Health Improvement, a national organization of multi-stakeholder regional health initiatives to promote transparency and system improvement across local healthcare systems.

Sarah M. Stout, MPAff Managing Consultant, The Lewin Group (Chapter 8) Ms. Stout brings more than 10 years’ experience in project management, collaborative design and implementation, strategic planning, stakeholder engagement, and qualitative and quantitative research.

Patricia A. Teske, RN, MHA Implementation Officer, Cynosure Health (Introduction, Chapter 3) Ms. Teske is the co-editor for this book and is working to implement Cynosure’s vision through strategic planning and execution of projects on time and within budget that yield success.

Jeff Thompson, M.D. Executive Advisor and Chief Executive Officer Emeritus, Gunderson Health System (Chapter 3) Dr. Thompson has served on Gundersen’s boards beginning in 1992 and played a key role in the organization’s negotiations and governance design.

Dennis Wagner, MPA Director, Quality Improvement and Innovation Group, Centers for Medicare and Medicaid Services (Chapter 4) Mr. Wagner is a national and international leader in the fields of healthcare quality improvement, the environment and social marketing; he’s a thoughtful and strategic person who believes in committing to and delivering on bold aims in work and life.

Sam R. Watson, MSA, CPPS Senior VP Patient Safety and Quality, Michigan Health & Hospital Association (Chapter 5) Mr. Watson oversaw the national launch of the core measures clinical data collection system; led the inauguration of statewide quality initiatives, and achieved the Eisenberg Innovation in Patient Safety and Quality Award and the Dick Davidson Quality Milestone Award for healthcare improvement.

Alan Willson, Ph.D. Improvement Consultant, Aneurin Bevan Health Board, South Wales (Chapter 13) Dr. Willson is a senior research officer in the Improvement Science Research Group at the College of Human and Health Sciences, Swansea University.

Nancy D. Zionts, MBA Chief Operating Officer/Chief Program Officer, Jewish Healthcare Foundation (Chapter 12) Ms. Zionts is responsible for the grant agenda for the Foundation and its operating arms, the Pittsburgh Regional Health Initiative and Health Careers Futures as the COO/Chief Program Officer for the Jewish Healthcare Foundation.

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Donald Berwick MD, MPP, FRCP Keynote Speaker Address, Healthcare Learning Collaboratives First National Conference

5th in the "ALL IN" Webinar Series: Accelerating Improvement

Participants comment on the best part of the Healthcare Learning Collaboratives Conference

Highlights from Cynosure's Healthcare Collaboratives 1st National Conference

 See additional videos on our YouTube Channel by clicking here.


"In the face of ever-accelerating rates of health reform, the ability to quickly learn and adapt is an increasingly essential survival skill. Collaborative learning, as this book illustrates, is a powerful method to rapidly spread knowledge. Yet knowledge comes in two flavors – “knowledge that” and “knowledge how.” Knowing that a bicycle has two wheels, a seat, handlebars and a foot-pedal crank, for example, stands in sharp contrast to the practical knowledge of how to ride a bike. 

This book assembles the world’s leading experts around healthcare collaborative learning, where “all teach, all learn” to massively accelerate learning and effective change. They share both the theory (knowledge that) and principles of practical application (knowledge how). Their complementary viewpoints and varied practical examples illuminate the central issues and core principles from every angle. That’s what makes it possible to apply these methods to the unique circumstances of any actual healthcare organization."

Brent James, M.D., MStat

Chief Quality Officer, Intermountain Health Care 


"All In: Using Healthcare Collaboratives to Save Lives and Improve Care provides a unified vision and approach for developing and implementing internal and large-scale collaboratives. In each chapter, the authors provide valuable insights and practical steps that can be adopted and that are immediately actionable. This book is a reference tool that both the novice and expert improvement leader will come back to again and again. I know that I will.”

Kathleen Ciccone, DrPH, RN

Executive Director, HANYS Quality Institute


"The book is full of countless tactics to be utilized to improve the skills sets of leaders of collaboratives and to further improve the work of collaboratives. I plan to use my notes to reflect on what actions I can take now and in the future for improvement of myself and the work being done."   

Cyndy Dunlap, RN, MPA, NEA-BC, FACHE

Vice President, QualityTexas Hospital Association


"The book contains numerous ideas. The mantra ‘Aims create systems, systems create change’ was primary for me".

Kimberly Cahill, MBA, BSN, RN

Quality Insights Project Coordinator, West Virginia Medical Institute