HOLLY LEHMBERG

Over a decade of nursing leadership within Piedmont Columbus Regional, advancing workforce stability, safety excellence, and operational performance across multi-campus operations.

• Registered Nurse – Georgia
• Lean Six Sigma Green Belt – Georgia Hospital Association | 2017
• Black Belt Certification – Mercer University | 2019
• Piedmont Leadership Academy – Executive Leadership Development Program | 2024

Workforce Stability & Culture

• Nursing turnover outperforming target of 18%
• 90-day employee turnover outperforming target of 6.25%
• Eliminated external travel RN utilization to support workforce stabilization strategy
• Improved Great Place to Work engagement scores

Quality & Patient Experience

• Exceeded fiscal-year nursing communication goal of 90.5%
• Sustained Leapfrog “A” Safety Grade since 2019
• Strengthened culture of safety and clinical accountability through quality initiatives

Operational & Financial Performance

• Sustained 100% productivity performance across fiscal year for PCN
• Reduced premium labor reliance while maintaining quality outcomes
• Balanced high-volume emergency room volumes and inpatient services with workforce efficiency

Clinical Capacity & Crisis Leadership

• ICU | Intermediate Care Unit Development (2021) – Developed intermediate care unit and expanded ICU nursing competencies to manage higher-acuity critical care patients during COVID surge.
• RN Utilization Strategy (COVID-19) – Directed cross-campus RN deployment to support surge staffing needs.
• Extended Staffing Model Execution (2020) – Implemented enterprise staffing model supporting operational stability during pandemic response.

Quality & Patient Safety Transformation

• Wound VAC Processing Improvement (2026) – Strengthened documentation workflow and processing accuracy.
• Team Smile Cross-Campus Initiative (2025) – Created and facilitated patient experience and recognition program strengthening service culture across campuses.
• Patient Armband Standardization (2023) – Improved identification accuracy and compliance across campuses.
• Good Catch Safety Program (2022) – Recognition program encouraging reporting and prevention of potential patient safety events.
• Mass Blood Transfusion Process (2021) – Implemented standardized “Red Box” emergency kits improving reliability during critical transfusion events.
• Blood Culture Escalation Initiative (2019) – Reduced inappropriate blood culture utilization through escalation protocols and cultural influence.

Workforce Stability & Nursing Engagement

• Behavioral Health Sitter Staffing Model (2024) – Created dedicated sitter roles supporting patient safety.
• PCT & RN Onboarding Program (2023) – Standardized onboarding packets improving orientation and competency development.
• Staff Recognition Locker Magnet Program (2021) – Peer recognition initiative supporting workplace culture.
• Great Place to Work Culture Initiatives (Ongoing) – Supported year-over-year improvement in engagement outcomes.
• Annual Nursing Strategic Plan (Ongoing) – Strategic workforce planning aligned with nursing priorities.

Operational Excellence & Clinical Workflow

• PICC Access Vendor Contract (2023) – Improved procedural access and reduced delays in care delivery.
• #3333 Escalation Workflow (2021) – PCN STEMI Rapid clinical escalation communication process improving response to patient care needs.
• In-Room Computer Implementation Northside (2023) – Enhanced bedside documentation efficiency.
• Perfect Room Initiative (2021) – Systems-thinking initiative improving room readiness and workflow efficiency.
• Administrator on Duty Shift Report Standardization (Ongoing) – Strengthened operational awareness and leadership communication.

Program Development & Operational Readiness

• Rehabilitation Unit Closure & 3N Surgical Unit Opening (2023) – Directed staff transition planning, competency validation, and operational readiness.
• Bariatric Program Launch (2022) – Participated in nurse readiness planning and operational preparation.
• Emergency Department Grand Opening (2018) – Participated in hospital readiness planning including policy review, scope alignment, equipment evaluation, workflow development, and competency workshops supporting successful ED launch.

Financial Stewardship & Resource Optimization

• Dialysis Multi-Treatment Room Implementation (2024) – Generated annual savings through improved treatment model.

Emergency Preparedness & System Readiness

• CAPR Emergency Management Process (2025) – Implemented cross-campus corrective action planning strengthening emergency preparedness.
• Mass Blood Transfusion Protocol Enhancement (2021) – Standardized response readiness for critical transfusion events.
• GE Tele Bed Upgrade with Strip Integration (2020) – Enhanced monitoring technology and patient safety capability.

• I believe exceptional patient outcomes begin with empowered nursing teams, clear accountability, and a culture rooted in safety and trust. My leadership approach focuses on strengthening professional nursing practice, developing leaders at every level, and aligning workforce strategy with organizational priorities.
• As a multi-campus leader, I prioritize collaboration, transparency, and consistency to ensure sustainable performance while supporting nurses in delivering high-reliability care.

These leaders provide a setting where compassion is valued, and staff, in turn, treat patients and their families with deep humanity.