Matthew J. Schreiber

• Lehigh Valley Hospital Cedar Crest [LVH CC] is an 877 bed acute care referral hospital located in Allentown, PA
• LVH CC is home to the Reilly Children’s Hospital, Topper Cancer Center, and all of the institutes and service lines which comprise the Lehigh Valley Health Network
• LVH CC went from Leapfrog B to A during my tenure and is rated as high performing in 6 adult specialties and 13 procedures and conditions by US News and World Reports
• LVH CC is responsible for approximately $2B in gross revenue per year and employs approximately 8,000 colleagues
• The LVH CMO is the responsible executive for clinical quality, safety, and patient experience for the campus
• The CMO is expected to lead the implementation of a culture of high reliability and to design and implement a modern model of care for the inpatient environment.

• Established in 1901, Newark Beth Israel Medical Center (NBIMC) has become New Jersey's largest non-profit community teaching hospital.
• Facility features 673 beds, including a 40-bed ICU.
• Collaborated with over 1,000 physicians and 3,600 employees to manage a medical center serving 300,000+ outpatient visits and 25,000 admissions annually.
• Hosted Children's Hospital of New Jersey, offering cutting-edge care in around 30 pediatric subspecialties.
• Facilitated over 200 residents and fellows in 18 specialized programs.
• NBIMC is an integral part of RWJBarnabas Health which consists of 11 acute care hospitals, 4 children’s hospitals, 750,000+ ER visits per year and 40,000+ employees.

MILESTONE ACCOMPLISHMENTS AS CHIEF OPERATING OFFICER:

• Directed regulatory response strategy for CMS Immediate Jeopardy Designation crisis.
• Initiated comprehensive week-plus onsite assessment conducted by NJ Dept of Health, NJ State Board of Medical Examiners, and CMS. DoJ, AIG, UNOS, and JC also conducted independent investigations.
• Collaborated with external law firms and crisis communication consultants like Arnold & Porter and Evergreen.
• Resolved four statements of deficiency for IJ, transplant program, hospital, CMS and DoH.
• NBIMC and transplant programs received full credentialing on 3/4/20.
• Chief architect for COVID-19 Pandemic response which required us to operate at 125% of total capacity for 2 months with peak COVID+ daily census of 275, 81 patients on ventilators and 30% of staff out due to illness.
• Responsible for $22M balanced operational improvement plan: 25% FTE reduction, 25% premium pay reductions, 25% non-salary cost reductions, and 25% revenue enhancements/growth.

• Reporting to the President and Chief Executive Officer of NBIMC and the Chief Medical Officer of RWJBarnabas Health, the Chief Clinical Officer (CCO) is a strategic thinker who leads quality and safety improvement efforts for NBIMC, with the goal of achieving world class clinical and patient-centered outcomes that set the standard in healthcare delivery in Newark and the surrounding communities.
• The CCO fosters an environment for effective clinical resource management and serves as a liaison for organized medical staff activities.

MILESTONE ACCOMPLISHMENTS AS CHIEF CLINICAL OFFICER:

• Revamped operational framework of pathology department through strategic partnership with Rutgers University.
• Collaborated with a team of five to execute and implement a three-year HRO plan impacting over 30,000 employees and 9,000 medical staff members.
• Personally delivered 100+ educational sessions to employee and medical staff audiences at NBI and invited speaker on safety/reliability across RWJBH system
• 80% improvement in NBIMC Serious Safety Event Rate during my tenure at NBI while systemwide improvement only 15%..
• Introduced comprehensive ICU model employing academic intensivists to enhance structure in an unrestricted environment.
• Delivered robust assessment of NBIMC Heart and Lung Transplant operations through collaboration with Guidry and East.
• Implemented structured PI methodology to enhance departmental processes.
• Led transformation that enhanced hospital's Leapfrog rating from C to A and remained at A throughout my tenure.
• Recognized by Newsweek as a World’s Top Hospital.

• The Acute Care Health Service Line is responsible for strategic vision, operational planning, and execution of unplanned health needs across the Spectrum Health Delivery System.
• Supported development of hospital quality and safety incentive programs to enhance clinical outcomes.
• Core services within the service line include, hospitalists, intensivists, surgicalists, infectious disease and the pre-operative clearance center.
• Approximately 115 Acute Health Physicians, 68 Advanced Practice Providers, and 45 staff FTEs contribute to the $76M+ direct revenue of the service line
• Service Line leaders are expected to integrate both employed and independent providers in their respective spaces.

MILESTONE ACCOMPLISHMENTS AS VP OPERATIONS ACUTE HEALTH SERVICE LINE:

• $6M recurring operational improvement in hospitalist division through model of care redesign.
• Executive EMCEE for System-wide events such as EPIC implementation kick-off and annual Synergy Quality Awards.
• Executive Sponsor for EPIC medication use/safety cycle process of care team.
• Executive support for INPATIENT EPIC module implementation.
• EPIC revenue cycle implementation team clinical liaison.
• Executive sponsor for Freeman-White Strategic Bed Planning team and the integration of such with master facility planning.

• Spectrum Health includes 12 hospitals, 2,075 licensed beds, more than 180 service sites and 23,000+ employees, 1,200 employed providers. Spectrum also operates a health plan with more than 650,000 covered lives.
• The VP directs broad teams to engineer a comprehensive design of quality process, culture, and informatics across the continuum of the health system, home, and the community at large.
• Oversaw accountability measures for employee and patient safety throughout the health network.

MILESTONE ACCOMPLISHMENTS AS VP HOSPITAL QUALITY:

• One of Truven’s top [15] health systems five times in years 2010 - 2015.
• One of first 5 organizations to recognize risk of occult Non-tuberculous mycobacteria infection in Sorin ECMO Heater/coolers. Collaborated with CDC, state health agencies, and Sorin to assess disinfection possibilities and implemented machine replacements with stringent testing protocols when infeasible. Established 24/7 call and care center to notify and coordinate care for more than 5,000 patients potentially impacted.
• Conducted comprehensive risk assessment for handling hazardous medication across organization the which led to significant operational changes within urology and the pharmacy.
• Crafted and implemented quality and safety resources into a corporate service platform.
• Reduced CAUTI standardized infection ratio from 2.65 to 0.76 over a rolling 12-month period, achieving above-median performance.
• Developed a model system facilitating shared large-scale improvement activities among safety, quality, process improvement, and risk management using hazardous medication handling as an initial test case.
• Industry leading work with supply chain and vendors to enhance accountability for device recalls and vendor quality/safety including site visits to plants, and a program of shared financial accountability for recalls.
• Implemented temporary operational pauses to communicate essential safety updates and process modifications in high-risk departments.
• Spearheaded integration of goal-oriented end-of-life care to shift physician culture toward palliative care.
• Initiated model service line improvements by serving as executive sponsor for emergency care operations (90,000+ Adult and 35,000+ peds visits annually).

• Developed and delivered strategic information packages to aid HEN hospitals in reducing readmissions.
• Developed package including pre-workshop webinar, all-day onsite workshop, and post-workshop teleconference office hours.
• Championed initiatives with a network of 1,600+ hospitals spanning 31 states to minimize unnecessary readmissions.
• Achieved nearly 20% decrease in hospital readmissions across the HEN.

• Led strategic planning for safety across 5 hospitals with over 1000 beds.
• Consolidated system net income of $1.6 billion.
• Executed board mandate to achieve an 80% reduction in serious safety events within the system by December 31, 2013.
• Introduced leadership behavior bundles and developed an essential safety curriculum for all employees and medical staff.

MILESTONE ACCOMPLISHMENTS AS VP SAFETY:

• Personally delivered 100+ 4 hr educational sessions to providers and employees. Oversaw network wide education of 12,500+.
• Approximately 40% improvement in the network serious safety event rate during my tenure and on-time goal attainment of 75% improvement during the 3 year implementation period.
• Completion of AHA-NPSF patient safety leadership fellowship in 2013.

• Streamlined complex care delivery for one of Atlanta's premier hospitals renowned for innovative cardiac and organ transplant services.
• Piedmont Hospital achieved annual net revenue of around $750M.
• Collaborated with over 1,000 board-certified physicians and 4,000 employees at Piedmont Hospital who performed more than 26,000 inpatient admissions and more than 345,000 outpatient visits each year.
• Piedmont hospital is historically in the top decile for risk-adjusted mortality HSMR FY’12 = 54] CMI = 1.9.
• Direct reports include the Pharmacy Dept, hospital-based employed physicians [intensivist, hospitalist and surgicalist programs], Medical Staff Office, Joint Commission Preparedness, Patient Safety, Emergency Facility Management, Process Improvement/Quality, Palliative Care, Infection Prevention, Sixty Plus Geriatic Outreach Program, and the Diabetes Resource Center
• Collaborated with Chief Operating Officer on restructuring Operating Room and Emergency Room.
• Entrusted with managing Case Management Discharge Planning operations in FY’12.

MILESTONE ACCOMPLISHMENTS AS CHIEF MEDICAL OFFICER PIEDMONT HOSPITAL:

• Collaborated with Healthcare Performance Improvement to design, deliver and implement leadership strategies promoting a culture of safety.
• Implemented tailored approaches for effectively disseminating cross-departmental learnings.
• Recognized expert in reducing hospital readmissions. Invited speaker to CMS, ACP, AGS and quoted in NY Times/Washington Post.
• Executive lead for $40M annual recurring cost reduction plan with successful implementation of 1100+ contributing ideas.
• In conjunction with COO, established the Carelink Transfer and Hospital Operations Center which vastly improved access to care, EMTALA compliance, and hospital throughput coordination.
• Shared responsibility for OR throughput project with Deloitte and Touche which improved prime time OR utilization across 22 rooms by 30%.
• Shared responsibility for ER provider group RFP resulting in new group arriving July 2010.
• Developed and participated in annual system-wide quality collaboratives resulting in better than DICON benchmark performance in CLABSI, VAP, Total Knee and sternal wound infections. Colon infections improved by 50% and sepsis mortality by 30%.
• Restructured the radiation safety program in FY'2011. New policies and procedures became model for multiple health systems in Southeast when managing chronic thrombotic occlusion in the cath lab.
• Created and implemented employed intensivist and acute care surgery programs.
• Restructured the quality management and reporting program and upgraded to real-time responsiveness to variance report submission.
• Stabilized pay for call programs across surgical specialties.

• Piedmont Atlanta and Piedmont Fayette are the only 2 Solucient “Top 100” Hospitals in the State of Georgia
• Directed administrative operations for a growing 43-physician and 8-midlevel group across four hospitals within a 100-mile radius of Atlanta.
• Approximately $19.5 million/yr in charges and $9 million/yr in collections.
• On average 50 – 60 10 hr clinical shifts per year

MILESTONE ACCOMPLISHMENTS AS MEDICAL DIRECTOR FOR HOSPITALIST SERVICES:

• Achieved decrease in hospitalist team's average length of stay from 7.08 to 5.25 days. During this same 2 year time period, the Case Mix index rose from 1.29 to 1.46, our average daily census increased by 25% and admitting volumes increased by approximately 20%.
• Our Charge – Cost per case improved by $3,200 per case giving an incremental marginal improvement of $12.8 million in DRG charges for the hospital
• Managed crisis of 50% labor shortage at Flagship Hospital while rebuilding program size, reputation, and morale
• Successfully recruited approximately 25 Full time and 15 part-time hospitalists, with only a single unplanned departure.
• Responsible for the development and roll out of 2 new programs [Piedmont Mountainside and Piedmont Newnan].
• Ensured group achieved greater than 90% compliance on all tracked quality metrics and documention opportunities system-wide.
• Created a novel “hospitalist unit” 9/08 – 2012 at Piedmont Hospital which has resulted in a 45% decline in variance between hospital LOS and GMLOS 9/08 – 1/09 compared to the same period the previous year on the same unit.
• There has been a concomitant major improvement in nursing retention, nursing/staff satisfaction, MD satisfaction, and patient satisfaction
• Piedmont Hospital is widely recognized for reducing hospital readmissions by 50% with successful implementation of the SHM’s BOOST program.
• Awarded a $35,000 Cardinal Health Grant 5/09 to support new approach to medication reconciliation
• Developed constructs for Hospitalist “core curriculum” designed to optimize/standardize care patterns and facilitate acquisition of new evidence based medicine guidelines and initiatives
• Created a “hospitalist dashboard” of important statistics which gets disseminated and reviewed one on one with every MD in the system quarterly
• Developed a custom electronic application to manage communication of sign-out information within the group and with referring PCPs/specialists.
• Implemented an electronic billing solution for the group systemwide.
• Championed Piedmont Healthcare's involvement in the Surviving Sepsis Campaign, decreasing all-cause mortality by 30%.
• Engineered and implemented successful LEAN ER admission process sequentially at each Piedmont facility
• Elected to Piedmont Clinic board [2008].
• Helped develop plan to move to clinical integration including nomination to the Clinical Quality Steering Committee
• Appointed Section Chief for Hospitalist Division of Piedmont Clinic [2008]