Matthew Lloyd Email & Phone Number

Chicago, Illinois, United States

• Directly oversee the following departments: Quality and Patient Safety, Infection Prevention, Pharmacy, Facilities/Plant, Food and Nutrition Services, Environmental Services (EVS), Security, and Emergency Management. Total Division FTE compliment greater than 130 staff.• Responsible for compliance with all Joint Commission, CMS, and Illinois Department of Public Health requirements to ensure clinical compliance and avoid financial penalties.

Hinsdale, Illinois

• Directly oversee the Rehab Therapy Department (PT, OT, and Speech), Wound Care Department, and the Quality and Patient Safety Department (compliance with CMS, Joint Commission, IDPH) for both the Hinsdale and the Chicago locations (approximately 85 staff reporting up via the managerial reporting structure.)• Served as Executive Sponsor for Lean/ DMAIC quality improvement projects in CLABSI, CAUTI, and HAPI (Hospital Acquired Pressure Injury) that lead to aggregate improvement in all three NHSN categories.• Oversaw development and implementation of dedicated COVID Unit for the majority of 2020, and worked with the appropriate clinical and non-clinical teams to ensure staffing, policies and procedures, visitation restrictions, and other logistics were in place during the multiple surges to ensure patient and staff safety.• Worked with RML team in partnership with Advocate Christ Medical Center to develop an acute rehab program specifically for the Christ Cardiac Surgery Left Ventricular Assist Device (LVAD) population in order to further their rehabilitation prior to being admitted to an acute rehab facility (Shirley Ryan Ability Lab, Marianjoy, etc.)

Greater Chicago Area

• Directly oversee Advocate Children’s Heart Institute (Pediatric Cardiology and Pediatric Cardiovascular Surgery). Partner with the Medical Director of Pediatric Cardiology and Surgical Director of Peds CV Services to set the strategic vision for the program, establish goals and objectives for the program, monitor performance metrics monthly, and continually work with the physicians, surgeons, and clinical team to grow the program based on the program’s quality outcomes. • Partner with Pediatric Cardiologists and Peds CV Surgeons, Cardiology Fellows, and approximately 80 clinical and administrative employees (APNs, RNs, Echo Techs, Administrative Support, and Management) to ensure that the Advocate Children’s Heart Institute (hospital and medical group) are run as efficiently as possible• Led initiative to become the first Cardiac Cath Lab in the country to receive accreditation from ACE (Accreditation for Cardiovascular Excellence) based on performance metrics, staff competencies and clinical protocol standardization• Serve as the Administrative Liaison on the Hearts for Hope Philanthropy Board, which is dedicated to raising and distributing money to programs and services within Advocate Children’s Hospital

Greater Chicago Area

• Lead multiple teams of ED physicians and staff through LEAN change process events related to the larger implementation of the Cerner CareConnection Emergency Department product within Advocate Christ Medical Center• Lead a LEAN/Six Sigma project with Outpatient CT team that resulted in a 20% improvement in patient satisfaction scores, a 10% increase in throughput efficiency metric, and an improvement in associate satisfaction compared to baseline results. Project was selected as a poster presentation for the Advocate Research and Innovation Forum 2012• Facilitated LEAN process within Sterile Processing Department that lead to improvements in multiple performance metrics. Project ultimately led to the construction of a new $2M SPD department built using the LEAN Flow Cell concepts integrated into the new departmental workflow• Partnered with Hope Children’s Hospital pediatric inpatient unit to identify and address patient safety concerns raised by nursing staff using the Comprehensive Unit-Based Safety Program (CUSP) model, created by Dr. Peter Pronovost of Johns Hopkins University. The positive results of the project lead to the inpatient leadership team being selected to present the project results at the 2012 Society of Pediatric Nurses National Conference

Greater Chicago Area

• Lead department that consisted of 17 Pediatric Cardiology Attending Physicians, 7 Cardiology Fellows, and had direct operational responsibility for 18 Cardiology support staff (practice manager, administrative staff, and research staff)• Directly managed physician pro-fee revenue budget, two hospital operating cost centers, and $2M in Cardiology philanthropy dollars• Lead Ambulatory Access initiative which focused on improving access to outpatient services and increasing front-end clinic efficiency. Project led to >5% increase in patient throughput while remaining budget neutral and improving patient satisfaction• Re-structured the Cardiology Call Center to address patient and physician satisfaction issues, and established quantifiable performance metrics that were shared with staff on a weekly basis (incoming calls, time to answer, abandoned calls, etc.)

Greater Chicago Area

- Responsible for non-clinical operations within the University of Chicago Comer Children’s Hospital, and Comer Pediatric Emergency Department. Areas of responsibility included Facilities, Environmental Service, Marketing, Telecom, and the “Get Well Network” Electronic Patient Education and Entertainment system• Project Manager responsible for the Transition Plan to the new Comer Pediatric Emergency Department. Specific responsibilities were training of ED staff on new equipment and facility lay-out, planning the movement of patients to new Comer ED on “go live” day, facilitated communication with City of Chicago, and verified that all equipment functioned correctly on opening day• Responsible for the $1.3 million renovation/ re-opening of a NICU “Room 5” Level II nursery, in order to increase revenue and improve patient access to step-down Level 1 NICU services

Greater Chicago Area

• Managed eight Organizational Effectiveness (OE) Consultants who specialized in the areas of financial analysis, decision support, strategic planning/ business development, clinical utilization analysis, organizational development/ corporate education, and Press Ganey patient satisfaction • Instituted a formalized performance improvement methodology within the organization, and served as project manager on several large scale projects using that methodology• Developed and implemented an organizational Executive Balanced Scorecard and Executive Summary used by the Board of Trustees and Executive Leadership on a quarterly basis to evaluate overall performance of the organization• Prepared the Performance Improvement (PI) chapter for the Joint Commission for the Accreditation of Healthcare Organization (JCAHO) survey that occurred in December 2003

Cincinnati, Ohio, United States

• Supported the Vice President of the Neuroscience Service Line develop a system for measuring clinical best practice using a data-driven evaluation process, created financial impact scenarios of clinical practice, and developed/ presented peer to peer physician profiles to administrative and physician audiences• Responsible for analyzing the Orthopedic Charge Compendium, and making recommendations to improve charge capture, renegotiate contracts with vendors, and improving utilization reporting• Lead performance improvement project focused on increasing efficiency and financial performance for the Mobile Mammography Van • Worked on Revenue Cycle performance improvement project focused on upfront workflow processes (insurance verification, pre-certification, and scheduling criteria for ambulatory visits)

Mha, Healthcare Administration

Activities and Societies: President- MHA Class of 1999 (1st Year)

Ba, Communications