Matthew Wolden's Email Addresses & Phone Numbers

Vice President, UCSF Health @ UCSF Medical Center San Francisco Bay AreaAdministrator-on-Call (AOC) @ Stanford Children's Health | Lucile Packard Children's Hospital Stanford • Serve as the house-wide Administrator-on-Call for patient flow and operational issues, as well as Incident Commander during emergencies. From April 2012 to June 2016 (4 years 3 months) Palo Alto, CaliforniaExecutive Administrator, Women's...

Vice President, UCSF Health @ UCSF Medical Center San Francisco Bay AreaAdministrator-on-Call (AOC) @ Stanford Children's Health | Lucile Packard Children's Hospital Stanford • Serve as the house-wide Administrator-on-Call for patient flow and operational issues, as well as Incident Commander during emergencies. From April 2012 to June 2016 (4 years 3 months) Palo Alto, CaliforniaExecutive Administrator, Women's Health Service Line @ NewYork-Presbyterian Hospital Key Responsibilities• Reporting to the Chief Operating Officers and Chief Medical Officer of NYP/Columbia & NYP/Cornell, this position is responsible for managing large, multi-campus tertiary & quaternary Women’s Health Service Line including: OB, MFM, Gynecology, Gyn Oncology, Reproductive Endocrinology, Perinatal Medicine, Prenatal Peds and Well-Baby Nursery.• Responsible for aligning medical schools with hospital to set strategic direction, planning & programmatic development, P&L management, and oversee and coordinate marketing, quality, patient safety and performance improvement, public relations and patient experience activities.• Accountable for performance of $250,000,000 budget performance.• Direct oversight of budgets and staff within NYP/Columbia & NYP/Cornell Regional Perinatal Centers.• Executive member of MCIC Obstetrics & Neonatal Risk Reduction Member Collaborative CommitteeKey Accomplishments • Developed business plans and successfully recruited six key physicians.• Improved P&L performance year over year through increasing market share, reducing variation, improving patient safety and collaborating with Clinical Documentation Improvement and physicians to improve accuracy of acuity and severity of illness.• Formed and led Obstetrics Patient Experience Committee that achieved and sustained 90th percentile results in key Press Ganey questions, up from 40th percentile.• Formed and facilitated cross-campus, joint Perinatal Practice Committee with both faculties and established alignment on >20 policies and procedures that reduced unnecessary clinical variation. From November 2009 to April 2012 (2 years 6 months) Columbia & Cornell UniversitiesOperations Improvement Manager @ NewYork-Presbyterian Hospital Key Responsibilities • Led four-campus engagement in HANYS/IHI Collaborative to implement Real Time Demand Capacity (RTDC) system to improve operational efficiency and reduce LOS.• Led and facilitated NYP/CUMC ED improvement projects including process redesign of Registration, Triage, Radiology Transport and Fast Track, as well as separate ED LOS reduction project.• Facilitated leadership sessions with Radiology and Laboratory Services to plan opening of NYP/CUMC Milstein Heart Center.• Participated in weekly clinical and environmental tracers throughout inpatient and outpatient areas.Key Accomplishments• Completed NYP 12 Week Training for Improvement including curriculum in DMAIC Six Sigma, Lean & Model for Improvement • Achieved 20% sustained reduction in Left Without Being Seen (LWBS) Rate across five Emergency Departments (ED) (lead author on IHI National Forum presentation).• Reduced and sustained ED Admitted Patient Length of Stay (LOS) by 14% across five sites. (lead author on IHI National Forum presentation). From September 2008 to November 2009 (1 year 3 months) New York, New YorkQuality & Patient Safety Analyst VI @ UCSF Medical Center • Coordinated the Clinical Performance Improvement (Medical Staff) Committee.• Managed and coordinated the Medical Center’s participation in CHART (California Hospital Assessment & Reporting Taskforce).• Managed and coordinated the Medical Center’s participation in IHI 5 Million Lives Campaign.• Facilitated change management and transition planning for restructuring of executive and medical staff quality committees and reporting requirements.• Assumed leadership role in Department of Quality Improvement upon resignation of Director.• Partnered with physician chairs, chiefs and QI representatives to identify key performance indicators and analyzed data for ongoing tracking and trending and for annual executive clinical service reports.• Planned, coordinated and participated in Annual Executive Quality and Safety Retreat.• Collaborated with Marketing to develop web content for the Medical Center’s public Quality & Safety web portal.• Facilitated participation in external reporting and benchmarking initiatives (e.g. UHC, Leapfrog, CHART, CMS, Joint Commission).• Implemented organizational performance improvement projects using evidence-based data sources and market research. From August 2006 to August 2007 (1 year 1 month) San Francisco Bay AreaAnalyst III, Patient Relations @ UCSF Medical Center • Reviewed and investigated complex patient grievances and inquiries in an effort to resolve and mitigate impact and risk to the Medical Center and patients.• Responded to complex grievances in writing and/or in person.• Participated in multidisciplinary case reviews.• Interviewed practitioners and reviewed patient records for evidence and validation of quality of care.• Developed reports using Press Ganey patient experience data and internal grievance data. • Participated in patient experience improvement projects.• Managed and maintained departmental inquiry and grievance databases.• Successfully developed job description and obtained approval for additional FTE to serve as Grievance Coordinator to address evolving staffing need.• Innovated and streamlined processes interdepartmentally and organizationally. From July 2005 to August 2006 (1 year 2 months) San Francisco Bay AreaEmergency Medicine Scribe @ Saint Mary's Regional Medical Center • Position is designed to serve as a rigorous preparatory clinical experience for pre-medicine undergraduates.• Directly assist emergency physicians by writing patient medical records in real-time, assisting with procedures, managing patient care and department flow, assisting with taking histories and physicals, ordering diagnostic exams, and directly interacting with diverse patient populations.• Member of Hospital Code Blue team.• Key facilitator of ED throughput and additional operational metrics.• Progressively responsible for management, coordination and training of new scribes.• Develop and maintain monthly staffing schedule.• Develop, deliver and evaluate training programs for new employees.• Develop and maintain administrative protocols.• Strong involvement with departmental and institutional quality improvement. From June 1999 to June 2005 (6 years 1 month) President, Associated Students of the University of Nevada @ University of Nevada Reno • Represented and advocated for undergraduate students to University Administration, Nevada Legislature and UCCSN Board of Regents.• Developed and managed multi-million dollar annual operating budget.• Corporate ownership and executive oversight of ASUN Bookstore. • 75+ administrative and student staff matrix reports.• Executive oversight of all university clubs & organizations, programming, and student-run publications, including Wolf Pack Radio, Sagebrush Student Newspaper, Artemisia Creative Writing and Undergraduate Yearbook.• Chaired Fiscal Allocations Board & Executive Board.• Partnered and collaborated with University Administration and UCCSN Board of Regents. • Led strategic planning for and expansion of student government infrastructure.• Testified to national and state legislative authorities. From 2001 to 2002 (1 year) Reno, Nevada AreaExecutive Director, Center for Quality & Clinical Effectiveness @ Stanford Children's Health | Lucile Packard Children's Hospital Stanford Key Responsibilities• The Executive Director role is responsible for overseeing the following Departments: Quality Improvement, Patient Safety, Infection Prevention & Control, Peer Review, Accreditation & Regulatory Compliance, Trauma, Research, and Analytics & Clinical Effectiveness.• Responsible for administrative, operational and strategic oversight of the Center for Quality & Clinical Effectiveness (CQCE).• Six director-level direct reports and 50 other staff members within table of organization.• Leadership member of the Board of Directors Quality, Safety & Service Committee.Key Accomplishments • Led reorganization of CQCE with successful recruitment of leadership team. • Significant year over year improvement in Employee Engagement results with CQCE exceeding 75th percentile in six of eight domains including: Manager Effectiveness, Teamwork, Communication & Input, Feedback & Recognition, Professional Growth and Baseline Satisfiers. • Achieved continuous readiness and sustainable improvements through leveraging the Packard Quality Management System (PQMS). PQMS is a management system that is designed using Lean, Model for Improvement and Microsystems Improvement principles.• Established and promoted integration and collaboration with clinical operations and providers.• Oversaw development and implementation of organization-wide cultural transformation branded as “Mission Zero: Eliminating Preventable Harm.”• 38% reduction in Hospital Acquired Conditions in FY13 with sustained performance in FY14.• 60% sustained reduction in Serious Safety Events in FY14 and FY15.• Improvement in 10 of 12 survey domains as measured by 2014 AHRQ Culture of Safety survey. • Led organization through triennial Joint Commission survey in 2013 with fewer than 15 findings and CMS validation survey with no findings requiring a plan of correction.• Oversaw development and implementation of Center of Excellence and unit-level electronic dashboards. From April 2012 to June 2016 (4 years 3 months) Stanford UniversityPerformance Improvement Specialist @ NewYork-Presbyterian Hospital Key Responsibilities • Participated in weekly clinical and environmental tracers throughout inpatient and outpatient areas.• Managed and coordinated tasks in preparation for re-accreditation and other regulatory activities as well as surveyor escort.• Led redesign of Children’s QPS infrastructure.• Facilitated all pediatric adverse event reviews, root cause analyses and improvement plans.• Prepared Children’s Service Line QPS Annual Report to the Board of Trustees.Key Accomplishments• Developed quarterly Children’s Patient Safety Scorecard to use aggregate adverse event data to identify trends and strategically align improvement teams across services, units and campuses. • Developed monthly Children’s Quality Scorecard to track and monitor key quality indicators.• Partnered with the Institute for Healthcare Improvement (IHI) to develop and innovate field of adverse event analysis and risk resilience modeling.• Facilitated improvement event leading to 80% sustained reduction in 10-fold medication dosing errors. From August 2007 to September 2008 (1 year 2 months) New York, New York