Mario Škugor, M.D. FACE

Clinical Assistant Professor of Medicine CCLCM of CWRU and Director of Education, Cleveland Clinic 

I graduated from the Zagreb Medical School in 1986 and then spent two years as a research associate at the Institute for Nuclear Medicine in Zagreb. During 1991-1992 I was in the Croatian army. In 1993, I finished my nuclear medicine residency and moved to Ohio State University as a researcher in the Bone and Mineral Metabolism Laboratory. I completed my internal medicine residency at St. Luke’s Medical Center in Cleveland in 2000. In my final year, I served as a chief resident. My career was followed by an endocrinology fellowship at the Cleveland Clinic from 2000-2002. Since then, I have been on the staff at Cleveland Clinic focusing on diabetes, obesity, thyroid disorders, and disorders of calcium metabolism.

Currently, I hold the title of Clinical Associate Professor of Medicine at the Cleveland Clinic Lerner College of Medicine of CWRU and also the Catherine and Edward Lozick Chair in Endocrinology and Metabolism. I also serve as director of education at the Endocrine and Metabolic institute.

Presentation title: Patient experience in Cleveland Clinic

Cleveland clinic was truly clinical quality centric institution for most of its existence. But, in 2008 we started to focus on giving an amazing patient experience and adopted a comprehensive patient experience vision. The Cleveland Clinic uses patient feedback to improve the patient experience. Negative feedback was collected in 2008. Once the negative feedback was collected and analysed, the organization immediately and very carefully designed “patient centric” strategy to convert this negative feedback into positive feedback in the long run. This strategy was implemented all across the organization. This helped in increasing the customer experience up to 20% within months, with the installation of several programs as a result. At Cleveland Clinic, employees were given special, half day classes on patient experience, to enhance the staff’s dealings with the patients. To motivate the staff to be stringent in providing a great patient experience, the Clinic organized employee bonus and reward programs. Within months of this program underway, the patient experience spurred.

It took 4 years for the clinic to scrutinize its mistakes and loopholes in the patient experience and come up with carefully made strategies to address these loopholes and mistakes. With these strategies deployed in their daily tasks the Cleveland Clinic escalated from standing at 55th percentile to 92nd percentile in patient experience. This made the Clinic a “model to follow” that reconstructed the entire culture of the organization and made it more “patient centric” from being truly “clinical quality centric”.