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PATRICIA M. LAMB
5 Boyne Highland Court
Skillman, NJ 08558
MASTERS – Health and Hospital Services Administration, The George Washington University,
Washington, D.C. 1986
BS – Health Education, College of Mount Saint Vincent, Riverdale, NY. 1982
Honors: Academic Honor Roll, Who’s Who Among American College Students, The Margaret
Catherson McRee Award for Outstanding Volunteer Services.
LICENSED NURSING HOME ADMINISTRATOR – Received a letter of commendation from The
Nursing Home Administrators, Licensing Board in 1997 and 2001
FACHE – Fellow American College of Heath Care Executives
LEAN HEALTHCARE CERTIFICATE-University of Michigan
Mount Sinai Healthcare System Information Technology Dept. Business Partner Award-June 2014
Mount Sinai MPH Program-Provide teaching for Operational Management Course
Mount Sinai Health System, New York, NY
A non-profit multi-institutional system, academic medical center, a total of 3,571 in-patient beds
tertiary-and quaternary-care teaching facility with nearly 6600 attending physicians, 2000 residents and
fellows, and 1,800 registered nurses. It encompasses 7 member hospital campuses and the Mount Sinai
School of Medicine. The system has over 35,000 employees, 138 operating rooms, 12 ambulatory
surgery centers, and 12 affiliated community centers. The School of Medicine has more than 3400
faculty members in 32 departments and 13 research institutes, and ranks among the top 20 medical
schools both in NIH funding and US News and World Report and #14 in US News and World Report
Best Hospitals. Encompasses 177,000 inpatients admissions, and 323,000 patient days; 2.6 million
outpatient visits; and 500,000 ED visits.
Chief of Ancillary and Support Services Mount Sinai Healthcare System and Sr. VP Mount Sinai
Hospital- April 2016-Present
• Developed and implemented BI inpatient consolidation plan, participated in planning for
the relocation and integration of clinical services across the healthcare system.
• Developed and implemented enterprise master patient index (EMPI) into key functional
unit, throughout the system that will improve and maintain data integrity and reduced
duplicates to insure safe and quality of care.
• Centralized DRG denial process and the validation process across all campuses, which
enhanced revenue capture.
• Developed plan to centralize telecom across healthcare system and will reduce expenses by
• Developed plan to explore feasibility of sale of lab outreach business to commercial lab, the
projected sale will net $210m.
• Developed plan and implemented the enhancement of 340B Pharmacy program, which will
net the healthcare system 100m.
• Negotiated with commercial entity to provide Bio-Med services across healthcare system,
saving healthcare system 25m over 5 years.
Senior Vice President Corporate Services of Mount Sinai Healthcare System May 2014-April
Responsibilities: Seven acute inpatient hospital’s and the following departments: laboratory,
pharmacy, rehabilitation medicine, housekeeping, engineering, security, parking, telecom, linen
services, food and nutrition, clinical engineering, HIM, admissions, and emergency dept. Worked
closely with the President’s each of the 7 hospitals to inspire organizational and individual
excellence, create a shared vision, and successfully manage change to drive organizational
performance and attain strategic goals of the healthcare system. Total fiscal budget responsibility
is 720 million and annual capital infrastructure budget of 25 m,, 9m square feet, and over 4600
• Successfully outsourced support departments for all seven hospitals and outpatient
departments. Negotiated a multi-million cash infusion from vendor to improve patient
satisfaction and operational efficiency. Improved the quality metrics for support
department’s for the hospital’s in the system. Centralized the Kosher Kitchen to one
location and reduced operating costs. Completed the renovations of all kitchen’s and
restaurants at all the hospital and converted the operation. Implemented electronic
ordering for the dietary department to improve accuracy of meal requests.
• Successfully completed strategic plan for lab integration and to expanded outreach. Total
FTE reduction expected to achieve 33 FTE’s or 6m. Completed the construction and
implementation of newly installed automated lab system, increased capacity over 100%.
• Reduced operational expenses by 7m in Business Services, 10m Pharmacy, and 5m in Lab
for supply chain.
• Successfully achieve ICD 10 compliance for HIM. Successfully centralized the DRG Denial
Process across the system.
• Developed strategic plan for system-wide approach for eMPI to reduce duplicates.
• NYEE achieved 100% compliance for the Joint Commission Survey and a very successfully
survey visit for STLR.
• Ensure a successfully JC visit at BI and BIB with 100% compliance for LS and EOC.
• Reduced operating expenses for Security, Telecom and Transportation by 3m.
• Developed system-wide metrics and policy and procedures for the Healthcare System for
support services, lab, pharmacy, and PM&R.
• Developed and implemented operational plan for 340B for the healthcare system, will
achieve significant financial benefit.
• Completed redesign of every kitchen to move from cook-chilled to cook-served to improve
patient satisfaction metrics.
• Completed redesign and consolidation of telecom and linen services, system-wide,
reduction in expenses of 500 K for telecom services.
• Consolidated the process management of fines and violations across the healthcare system.
• Implemented a new automated line for the laboratory to consolidate services and change
all the acute care hospitals to rapid response labs.
VP Hospital Operations July 2012-
Responsibilities: Provide day-to-day leadership to improve operations in the execution of The
Mount Sinai’s strategic objectives, serving as the internal champion to coach and lead cultural
and clinical change throughout the organization. Provides leadership, direction and
administration to improve operations and to ensure the delivery of quality patient care at The
Mount Sinai Hospital and Medical School. This position works with individual departments to
influence volume growth, increase revenue and evaluate and improve expense management and
supply chain management. The VP of Hospital Operations reports to the EVP/CFO and President
and Chief Operating Officer of Hospital. Areas of operational responsibility include the following
departments: Laboratory Services; Emergency Department; Physical Medicine and
Rehabilitation; Environmental Services/Patient Transport; Engineering; Nutrition; Bio-Medical
Engineering; Security; Admitting; Pharmacy; Laundry; Mail Services/Print Shop and HIM.
Responsible for a staff of approximately 2500 FTE’s, a fiscal operational budget of 265 million,
and a capital budget of 30 million annually.
• Redesigned the Transfer Service to ensure an efficient and effective process.
• Assess HIM department to restructure and to create workflow processes to maximize the
revenue cycle and prepare for ICD 10. Senior Executive responsible for successfully
system-wide transition from ICD 9 to ICD 10 for coding and documentation.
• Successfully negotiated a new contract for support services.
• Ensure high scores for patient satisfaction for food and housekeeping services. Achieved
70% in US News Top Ten Hospitals for HCAHPS scores in 2012 and ranked third in the
NYC vicinity Large Hospitals Cleanliness Scores.
• Reduced operating expenses in 2012 by 2 million.
• Actively participate in Merger workgroups for Real Estate and Facilities and
HIM/Revenue Cycle for ICD 9-10.
• Active participation in Steering Committee for 20 bed Observation Unit for coding, billing,
MONTEFIORE MEDICAL CENTER, THE UNIVERSITY HOSPITAL FOR THE ALBERT
EINSTEIN COLLEGE OF MEDICINE, Bronx, NY
A non-profit multi-institutional system, academic medical center, a total of 1491 in-patients beds which
included 620 beds inpatient at Moses Division: 106 inpatient beds at the Children’s Hospital; 396
inpatient beds at Weiler Division’ 369 inpatient beds at North Division and 350 primary physicians
practicing medicine in 23 community based locations throughout the Bronx and Westchester, provides
more than 2.6 million ambulatory visits annually, and Home Care Division that provides 524,000 visits
annually. Provides over 30% of medical-surgical hospital care and over 33% of all testing care.
Montefiore total revenues 2.7 billion, employed physicians of 1,600, and 17,500 employees. The ED’s
have 290,000 visits a year and 140,000 enrollees under capitation.
Director of Environmental Health and Safety November 2009-
Responsibilities: Provide strategic direction, planning and oversight of an
integrated workplace safety and environmental safety program and related programs, strategies,
initiatives, policies and procedures. Provide project leadership, management and training within
academic medical center operations by building alignment across clinical/service departments to
enhance organizational alignment, change management, and project design. Chairperson of
EOC/EM committee at Montefiore and serves on the Albert Einstein School of Medicine
Institutional BioSafety Committee.
• Redesigned EOC/LS surveillance process, schedule, tools, monitoring, and reporting to ensure an
effective multidisciplinary process that improves organizational performance for environmental care.
All findings are aggregated and trended on a monthly basis and reported to EOC committee.
Automated monitoring tool to communicate efficiently to all parties to ensure evidence of resolution
of opportunities for improvement.
• Revised EOC/LS/EM management plans to reflect regulatory and accreditation standards.
• Redesigned hazardous waste and disposal management and sharp container replacement system-
wide to comply with regulatory and accreditation bodies.
• Worked in conjunction with Construction and Infection Control to redesign Interim Life Safety Plan
• Worked in conjunction with management in Infection Control and Prevention, Facilities, Education,
VP of Maintenance and Construction, to select a new vendor and develop new process for sharp
containers system-wide to ensure standardization of practice.
• Active participation in the Facility Strategic Planning committee and developed new Facility
• Worked in conjunction with VP of Maintenance and Construction to respond to EPA, Notice of
• Investigates and responds to OSHA/EPA/NYDEP/NYDEC/NY Attorney General concerns/
complaints system-wide to mitigate risks and implements opportunities for improvement.
• Provides oversight and monitoring of the structures and functions for the Engineering/Construction/
and Facilities management.
• Work in conjunction with Senior Executives, Engineering, Environmental Services to design and
implement Green Initiatives for the organization. Active participation on the newly formed strategic
planning committee for this Sustainability/Green Initiatives.
Assistant Director of Regulatory Affairs April 2009-
• Coordinate and facilitate all external regulatory agency visits and inquiries.
• Facilitate, develop, implement and review performance improvement identified as a result of
deficiencies by external agencies (may include development of written plans of correction).
• Review data submissions for disease specific certifications (currently VAS) and work in partnership
with NPG to ensure data submissions are reported promptly and accurately. When deviations are
identified prompt internal escalation to ensure appropriate responses are identified (may include
review of medical records, databases, and other documentation).
• Communicate activities regarding regulatory related activities.
• Coordinate internal mock survey processes.
• Provide interpretation regarding regulatory requirements to associates as requested, promptly and
• Provide written reports on areas of deficiency identified on mock surveys.
• Identify, prepare, review and submit NYPORTS short forms.
• Assist with case identification, summary and processing for peer review.
• Coordinates and works closely with Director Quality Management to conduct root cause analysis.
• Designed and executed the development of a Mock Tracer Methodology Process system wide. This
included over 300 sites with 15 different teams that included Senior Executive and Managers.
• Designed and executed an educational program for all employees on the Joint Commission Tracer
Methodology process. Have reached over 2,000 employees. Collect findings and disseminate to
Management and request corrective actions to ensure evidence of resolution.
• Complete on-going analysis for results of Tracer Methodology process for Senior Executives.
• Work in conjunction with Department of Education to develop e-learning models for the Tracer
• Work in conjunction with Safety Officer and DON of Heart Center to design and execute failure
mode effect analysis for alarm interventions during medical telemetry monitoring.
• Active participation and coordination of CMS and NYDOH surveys for the organization.
• Conducted an evaluation of the existing Tissue Safety Process and recommended changes at 4
different OR locations at 3 campuses to ensure compliance with regulatory and accreditation
• Revised existing regulatory educational website to reflect JC standards. This site has been used by
Managers and Associates for educational purposes to improve compliance.
• Actively participate in all Institutional-wide root causes analysis.
• Respond to JC complaints, including comments and analysis; conclusions; and follow-up actions.
Family Responsibilities 2005-2009
PRINCETON HEALTHCARE SYSTEM, Princeton, NJ 1987-2005
(A non-profit multi-institutional system, which includes a 308 licensed acute care beds; 93 inpatient
comprehensive Acute Rehabilitation, SNF, ICF; an 89 inpatient behavioral health facility. Total
revenues of $250 million and 1500 employee.)
Vice President, Ancillary and Support Services, Reporting to Senor Vice President/Finance and
2003 – 2005
• Radiology, Laboratory, Pharmacy, Engineering, Construction, Bioengineering; Environmental
Services; Laundry; Nutrition; Parking; Real estate Management; Safety Officer, Environment of
Care across the continuum of care.
• Total operating budget of $50m and 300 employees.
• Implemented new Laboratory computer system on time and on budget. Revised employee workflow
and gained operations efficiency.
• Implemented Teleradiology on time and on budget.
• Member of the organization-wide Strategic planning worked in conjunction with an architect to
update the Health System’s Master Site Plan.
• Worked in conjunction with Strategic Planning Steering Committee and ten (10) Clinical Service
Line Task Forces to develop the Strategic Plan for the organization.
• Developed and implemented Domestic Terrorism and Infant Abduction Plans. Worked in
conjunction with local police departments to conduct drills and critique results and implement
• Developed and implemented a parking plan to relocate 220 employees to offsite parking. This
included the implementation of an employee shuttle service and valet parking service for patients
• Successfully outsource Laundry and Security Departments and achieved financial savings of
• Total oversight of the Construction of 24,000 sq. Ft. freestanding physician office and physical and
cardiac rehabilitation facility in Jamesburg, NJ on budget and on time.
• Conducted an assessment of all facilities from a safety and security perspective and developed
recommendations for improvement and a capital financial budget.
• Conducted assessment of all real estate properties to review status of leases and corporate
compliance requirement in regard to physicians.
THE MEDICAL CENTER AT PRINCETON, Princeton, NJ
Vice President, Reporting to CEO
1998 – 2003
Responsibilities span the continuum of care at different physical locations:
• Hospital Unit and System-Wide – Engineering; Security; Nutrition; Chaplaincy; Environmental
Services; and Materials Management.
• Home Care Unit – Nursing Care; PM&R; Homemaker Service; Home Health Care; Hospice;
Lifeline; High Tech Infusion; Public Health Programs; Social Service; and Private Duty Agency that
includes RN’s, LPN’s, Aides and Live-Ins.
• Comprehensive Rehabilitation/Sub Acute/Long Term Care-Overall responsibility for a 93 bed
inpatient comprehensive rehabilitation, skilled nursing and long term care facility.
• Free Standing Outpatient PM&R Program – Provides PM&R services to over seven retirement
communities; seventeen School Districts; CCRC; Fitness Centers; and Acute Care Setting.
• Princeton Medical Equipment Company – Responsible for DME Company.
• Successful transition for PPS Acute Comprehensive Rehabilitation Reimbursement System.
• Successful transition to PPS Home Care Billing System.
• Deficiency free survey visits for Merwick and Home Care/Hospice.
• Worked in conjunction with outside consultants and Director of Materials Management, conducted
analysis of organization-wide supply chain, developed and implemented plan to achieve savings of
• Increase Home Healthcare visits from 58,000 in 1990 to 106,000in 2001. Completely restructured
the infrastructure to maintain high quality in a fiscally prudent manner.
• Restructured the Home Care Division to successfully position the Company for the transition to
P.P.S. The 2001 YTD net profit was $815,000.
• During 2001 achieved deficiency free NJDOG survey visits in the Home care Division
• Participated in the selection, development, and implementation of Electronic Record in Home Care
(laptops) for the entire professional staff. Redesigned workflow reduced clerical expenses by
$150,000 and improved communication among all health care providers.
• Redesigned Nutrition Services Department and reduced food expenses by 6% and labor expenses by
4% and realized and savings of $250,000.
• Assumed responsibility for the DME and restructured, relocated and redefined the scope of services;
installed a new computer system and turned the company from a significant loss to a net gain in
2001 of $52,000.
Vice President, Operations, Reporting to Executive Vice President
1990 – 1998
• Medical Records; Nutrition; Infection Control; Utilization Review; Clinic; Quality Improvement
System-Wide Activities; and Social Service.
• Responsible for 1995 and 1998 JCAHO Survey visits for the entire continuum of care. No Type 1
Recommendations in 2001 for all areas of continuum of care. The Medical Center received
accreditation with commendation on acute Care, LTC, Home Care, and Behavioral Health.
• Successfully implemented Medicaid Managed Care in the Clinic. Completely redesigned the
delivery system to improved access, reduce waiting times, avoid Emergency Room usage, and
maximize physician reimbursement.
MERWICK; HOME CARE; and PM& R
(Merwick is a 93 inpatient acute Comprehensive Rehabilitation and Nursing Home Facility)
Vice President, Reporting to CEO
1987 – 1990
• Successfully decentralized PM & R services at the Acute Care Hospital to improve productivity;
reduced expenses; and improved communication among health care providers. Opened outpatient
services at two local fitness centers and significantly increased volume and patient satisfaction.
• Successfully turned the nursing home P&L from a loss to a profit. Revised workflows and staffing
to improve satisfaction and quality of care.
EARLY PROFESSIONAL EXPERIENCE:
ST. JOSEPH’S HOSPITAL AND MEDICAL CENTER, Paterson, NJ
Administrative Fellowship, Reporting to Vice President of Clinical Services
1986 – 1987
THE MEDICAL CENTER AT PRINCETON, Princeton, NJ
Administrative Residency, Reporting to Executive Vice President
1985 - 1986
OFFICE OF THE ASSISTANT SECRETARY OF DEFENSE, Washington, D.C.
Graduate Level Internship
1984 – 1985
LINCOLN HIGH SCHOOL, Jersey City, NJ
High School Teacher, Certifications in Biological Sciences and Health Education
1982 – 1983
CHRIST HOSPITAL, Jersey City, NJ
Administrative Intern, Reporting to CEO
Recipient, American College of Healthcare Executives Early Career Healthcare, 1998
Executive Regent’s Award
• Chairperson of Safety/Environment of Care Committee – Hospital Committee
• Committee Member of Disaster Preparedness Committee – Medical Staff Committee
• Committee Member of Infection Control – Medical Staff Committee
• Committee member of Performance Improvement – Medical Staff Committee
• Committee Member of Pharmacy and Therapeutic Committee – Medical Staff Committee
• Committee Member of Combined Committee of Medical Staff-Medical Staff Executive Committee
and Departmental Chairman.
• Committee Member of Board PI Committee – Medical Staff Committee
• Committee Member of Cancer Committee – Medical Staff Committee
• Committee Member of Radiation Safety Committee – Medical Staff Committee
• American College of Healthcare Executive – FACHE
• Association of Healthcare Executives of New Jersey – Member Served as Chairman of the
Distinguished Service Award – 2 years
• ACHE – Served on the Regional Advisory Committee – Membership Committee; served as Co-
Chairperson of the Senior Level and Young Administrator Award – 2 years.
• GWU Alumnae Association
• Served as Chairperson of PT Recruitment/Retention Committee for NJHA
• Former Board Member Senior Resource Center, Princeton, NJ – Chairperson of Accreditation
• Appointed by Princeton Borough Mayor to the Princeton Commission on Aging, Princeton, NJ
• Mentor for college students at CMSV, Riverdale, NY.
Golf, Paddle Tennis, Tennis, Swimming and Running
Furnished upon request