LISA HOYLE
Severance,CO
Summary
Transformational executive with a rich background in leadership, dedicated to building high-performing teams. Focus on operational effectiveness and strategic partnerships has led to significant improvements in nursing practices and patient care outcomes, achieving 4th Magnet re-designation and notable reductions in patient harms and turnover.
Overview
29
29
years of professional experience
1
1
Certification
Work History
Interim CNO St Catherine’s Hospital Garden City and Bob Wilson Hospitals, Interim COO/CNO St Catherine’s Hospital Dodge City, KS
Common Spirit
Dodge City, USA
03.2025 - Current
- The contract focus initially was as a COO that did evolve into a dual leadership role.
- As the onsite administrator, the dual role provided the ability to rapidly assess operational needs, expand service line, partner with community leaders, and ensure the delivery of high quality compassionate patient care.
- Reporting to the CEO, matrixed to the Market CNO, the role had responsibility for all operational and nursing practice oversight for all areas of the hospital.
- Lead quality and patient experience efforts achieving 5 star internal rating and Leapfrog B.
- Lead expansion of capabilities for Mag Seed placement and TEE and PFT testing.
- Supported establishment of community outreach for clinic physicians.
- Board member for Ford County Community Coalition.
- St Catherine’s Hospital is a 99 bed community hospital located in Dodge City, Kansas.
Interim Executive Leadership
Independent Consultant/Interim Executive Leadership
09.2017 - Current
- Contracted in various sized facilities listed above.
- Developed tailored solutions to enhance operational efficiency for clients.
- Led strategic planning initiatives for various client organizations.
- Guided cross-functional teams in implementing change management strategies.
- Created reports summarizing progress against organizational goals and objectives.
Interim CNO
Jeff Davis Hospital
Hazelhurst, USA
09.2024 - 03.2025
- The contract focus was the conduct of a leadership assessment, expansion of the current swing bed program and the capture of lost revenue.
- Reporting to the CEO, the interim CNO role had responsibility for nursing practice oversight for all areas of patient care.
- Completed leadership assessment and reorganized leadership structure reducing costs by $235,000.
- Created streamlined referral process for potential swing bed patients and captured admissions of patients being transferred out of the ED with projected annualized revenue of $1.2 million dollars.
- Reinvigorated current quality improvement reporting methodology.
- Established expectations for national best practices related to BSSR, Hourly Rounding and nurse leader rounding Winning Georgia’s Small Hospital of the Year for quality and patient experience outcomes.
- Jeff Davis Hospital is a 32 bed critical access hospital in Hazelhurst, Georgia.
Interim CNO
Common Spirit St Francis Interquest Hospital
Colorado Springs, USA
11.2023 - 09.2024
- The contract focus was on establishing relationships with newly recruited workforce and growing provider-base.
- Reporting to the CEO, matrixed to Regional CNO had responsibility for nursing practice oversight for all areas of patient care.
- Achieved best practice initiative goals in the first 90 days.
- Maintained 0 harms to include falls, SSIs, HAPI and sustained 100% Likelihood to Recommend 3 months.
- Maintained retention rates below national average.
- Established a shared governance structure to align with the system model.
- Implemented Daisy Award program.
- Established nursing SharePoint site to incorporate improved access and communication for nursing staff.
- Increased nursing certification rates to 71%.
- Hardwired national best practices related to BSSR, hourly rounding, and nurse leader rounding.
- St Francis Interquest Hospital is a newly built 58 bed orthopedic hospital in Colorado Springs, Colorado.
Interim CEO/CNO/COO, Interim CNO/COO, Consultant/Interim CNO Health Linx
John C Fremont Healthcare District
Mariposa, USA
01.2023 - 11.2023
- The contract focused on the stabilization of operations and nursing practice in Acute, Emergency Department, Skilled Nursing Facility, Home Health and Hospice, Pharmacy, Respiratory Therapy, Radiology, Laboratory, Nutritional Services, Physical Therapy, Case Management, Social Work, Quality/Risk departments.
- Created leadership framework to support retention of employees and succession planning.
- Partnered with HR to recruit RN staff resulting in the reduction of agency staffing by 50%.
- Established care delivery model to support swing bed program expansion increasing census by 400%.
- Partnered with union leadership and HR to negotiate a new contract and establish collegial relationship.
- Secured contract with Cardinal Pharmacy for remote pharmacist oversight of medication administration and medication reconciliation achieving CMS compliance.
- Secured contract with financial consulting firm to assess current Revenue Cycle.
- Initiated partnership with College of Osteopathic Medicine for rural healthcare experience.
- Hired Director of Home Health and Hospice to stabilize and enhance volume and reimbursement strategies.
- Successfully resolved 5 CMS statements of deficiency to include IJ received for EMTALA violation.
- John C Fremont Healthcare district is a public healthcare district and critical access hospital in Mariposa, California.
Interim CNO
Alamance Regional Medical Center-Cone Health BE Smith
Burlington, USA
12.2021 - 05.2022
- Reporting to the CEO, matrixed to Regional CNO had responsibility for 12 direct reports and held nursing practice oversight for all areas of patient care with responsibility of approximately 850 FTEs.
- Partnered with organizational development and talent acquisition to provide leadership development and trusting relationships within the team.
- Reduced LOS by .86 days by leveraging teams to reduce barriers to discharge.
- Reduced LWCC (left without care completion) in emergency department leading teams in the creation of alternative care delivery zones.
- Reduced ED admission holding hours by 77% by engaging inpatient teams to transform to an “our patient” approach to throughput.
- Improved inpatient HCAPS scores by 10%.
- Alamance Regional Medical Center is a Magnet designated 238-bed medical surgical hospital in Burlington North Carolina and is part of the Cone Health Network.
Chief Nursing Officer
St Francis Hospital-Tenet
East Memphis, USA
04.2021 - 10.2021
- Reporting to the CEO, matrixed to Group CNO had responsibility for 8 direct reports and held nursing practice oversight for all areas of patient care with responsibility of approximately 875 FTEs.
- Created Nursing framework to support the creation of a healthy work environment and safe patient care resulting in significant reduction of patient harms; 0% CLABSI, CAUTI, Pressure Injuries, and Patient Falls with injuries for 2 consecutive months.
- Established alternate care delivery model to support COVID surge and high patient volumes.
- Partnered with HR to redesign a staffing model aimed to improve patient care.
- Partnered with nursing recruitment to redesign recruitment and onboarding of new nurses.
- Developed 3-year strategic plan for achievement of Pathways to Excellence designation.
- St Francis Hospital is a 479 licensed bed full service medical center serving the East Memphis community and part of the Tenet Healthcare System.
Chief Nursing Officer
ST LOUIS UNIVERSITY HOSPITAL SSM HEALTH
St Louis, USA
05.2020 - 11.2020
- Reporting to the CEO, matrixed to Regional CNO had responsibility for 12 direct reports and held nursing practice oversight for all areas of patient care with responsibility of approximately 1200 FTEs.
- Created Nursing framework to support care/management of COVID patients, reduction in HACs, nursing turnover (30% reduction in 4 months) and improvement in staff and patient engagement.
- Implemented Hospital Acquired Condition (HAC) Multidisciplinary Teams with strong medical staff participation.
- Partnered with HR to redesign a staffing model aimed to improve patient care.
- Established an unprecedented bonus program through partnership with HR and union leadership to reduce agency staffing.
- Partnered with nursing recruitment to redesign recruitment and onboarding of new nurses.
- Safely transitioned 300+ patients to a new state of the art $300M facility.
- Established leadership development program based on AONL self-assessment results.
- St Louis University Hospital is a nursing unionized, 327 bed Level I Trauma Academic Medical Center located in the heart of St Louis and part of the SSM Health System and affiliated with the Saint Louis University School of Medicine.
Chief Nursing Officer
MARQUETTE GENERAL, DUKE/LIFE POINT HOSPITAL
Marquette, USA
06.2018 - 04.2020
- Reporting to the CEO, matrixed to Group CNO, held responsibility for the oversight of 16 direct reports to include all nursing inpatient units, Behavioral Health, Trauma Services, Cath Lab, IR, Pharmacy, Quality/Risk, Respiratory Therapy, and Nutritional Wellness.
- Established a new leadership structure in the nursing department with responsibility of approximately 1000 FTEs.
- Achieved reduction of patient harms 50% in first year.
- Reduced nursing turnover below national mean from 22% to 12%.
- Led preparation of teams, equipment acquisition, and workflows for opening of new hospital in June 2019 and the safe transition of 130 patients to the new facility.
- Hardwired bedside shift report and collaborative care planning resulting in presentation at CNO organizational meeting for best practice and innovation.
- Established Partners in Change committee with MNA leadership and led collaborative practice model.
- Marquette General is a nursing unionized, 306 bed Level II Trauma hospital and part of an 18-hospital system recently transitioning to a 78-hospital system.
Interim Chief Nursing Officer
Elkhart General Hospital BE SMITH
Elkhart, USA
01.2018 - 06.2018
- The scope of responsibility was regulatory readiness and successful surveys by The Joint Commission, assessment of current leadership structure and building a patient first culture of accountability.
- Reduced Traveler usage $1.1M cost savings.
- Reduced LOS .25 days with interdisciplinary team rounding.
- Restructured nurse organization $1.2M cost savings.
- Reduced nursing turnover by 2% 90 days.
- Contracted for consultative interim leadership for a not-for-profit midsized level II hospital in a small newly developed system.
Market Vice President Nursing and Clinical Services
SANFORD USD MEDICAL CENTER
Sioux Falls, USA
04.2016 - 09.2017
- Reporting to the CEO, matrixed to the corporate CNO, had responsibility for horizontal oversight of nursing practice across the organizational footprint with 8 direct reports and approximately 1400 FTEs.
- Led successful achievement of status as 4th Magnet Designation Organization by reinvigorating the shared governance structure.
- Completed certificate in Fundamentals of Magnet through ANCC.
- Reduced nursing turnover by 9% in 1 year.
- Established care management team that drove the reduction of the 2016 LOS from 4.85 to 4.1 days.
- Sanford USD Medical Center, part of a 9-hospital system, is a 545-bed medical center that includes a 330+ bed Level II Trauma hospital, 53 bed Heart Hospital, 146 bed Children’s Hospital and Acute Care/Urgent Care /Family Practice/Specialty Clinics throughout the metropolitan area.
Chief Nursing Officer
KINGWOOD MEDICAL CENTER, HCA
Porter, USA
07.2013 - 02.2016
- Reporting to the CEO and matrixed to the regional VP Patient Care services, Responsible for the oversight of 14 direct reports, 1100 FTEs, an overall operating budget of over $60M, included all hospital nursing departments, including perioperative services, emergency department, free standing emergency center, pediatric emergency department, and women’s and children’s services.
- Reduced contract labor 65% saving over $2.8M.
- Improved staff engagement evidenced by a statistically significant 4-percentage point increase in Press Ganey Employee Survey.
- Reduced turnover 10%.
- Improved HCAPS scores in the emergency department from the 1st percentile rank to the 54th percentile rank and invited to present at Studer Conference.
- Opened a new tower with additional 85 beds and successfully increased ADC.
- Kingwood Medical Center is a for profit member of HCA, a 200+ hospital system, and a 411-bed Hospital Level II Trauma Center located outside of Houston Texas in a highly competitive market.
Chief Nursing Officer
NORTH COLORADO MEDICAL CENTER
Greeley, USA
02.2010 - 04.2013
- Reporting to the CEO and matrixed to the Regional CNO, responsible for the oversight of 14 direct reports, approximately 800 FTEs, an operating budget of over $40 million.
- Exceeded quality and patient experience goals winning BEST of the BEST Hospital out of 28 system facilities.
- Established a NICU air flight program and created a freestanding emergency department.
- Improved nurse engagement, increasing the NDNQI PES score from 2.87-3.05 above magnet mean.
- Adjunct faculty University of Northern Colorado.
- North Colorado Medical Center (NCMC) is a 316-bed facility and part of the Banner Health System. NCMC was a magnet designated facility from 2007-2010 and received numerous awards and recognitions for the outstanding quality outcomes and patient experience.
Deputy Director (ACNO)
UPSTATE MEDICAL CENTER
Syracuse, USA
06.2007 - 01.2010
- This newly created position was designed as an ACNO position reporting to the CNO and responsible for an operational budget of over $40M, six direct reports 400 FTEs, over all inpatient and outpatient psychiatric adult and pediatric services, trauma services, critical care units, open heart, neuro- critical care, emergency services, and pediatric hospital.
- Led cultural transformation through the implementation of a hospital wide response to reduce Emergency Department overcrowding entitled Condition Yellow: A Hospital Wide Response to ED Overcrowding.
- This resulted in: Net revenue $2.3M, Increased admissions 10%, Reduced ambulance diversion hours by 300/month.
- Engaged workforce.
- Received Team of the Year Award 2009.
- Co-lead for construction of children’s hospital and additional med-surg beds.
- SUNY Upstate is a 401-bed Academic Level 1 Trauma Center unionized organization in a highly competitive urban setting. In 2009 the addition of the Gollisano Children’s Hospital was established with the construction of an additional tower and the creation of an additional 65 Med Surg beds.
Vice President of Nursing, Assistant Vice President of Nursing
COMMUNITY MEMORIAL HOSPITAL
Hamilton, USA
03.2001 - 06.2007
- Responsibility for $20M operating budget, 6 direct reports, approximately 85 FTEs over oversight of all acute and non-acute clinical areas.
- Achieved 100% retention of all new graduate nurses hired for 3 consecutive years.
- Achieved 0% vacancy rate.
- Developed a program for regulatory compliance and the establishment of a team for root cause analysis with all state, federal, and JCAHO surveys compliance met.
- Community Memorial Hospital was a unionized 40-bed community hospital with an attached 40 bed skilled nursing facility located across from Colgate University in Central NY.
Director Quality Improvement/Utilization Review, Transitional Leader
CORTLAND MEMORIAL HOSPITAL
Cortland, USA
09.1996 - 03.2001
- Transitional Leader reporting to the CEO was an interim position to successfully lead the organization in resolution of 23 EMTALA/COBRA citations at the OIG level.
- Organizational lead for successful JCAHO surveys.
- This position had oversight of six director reports and was responsible for quality, utilization, case management, social work services with approximately 25 FTEs.
- Implemented Total Quality Management educational program and Quality Program.
- Created medi-tech core measure data abstraction for creation of a new physician peer review program.
- Cortland Memorial Hospital was an 85-bed community hospital with an attached skilled nursing facility in central New York.
Education
DNP -
Rush University
Chicago, ILMSN -
SUNY
Utica, New YorkBSN -
SUNY
Utica, New YorkSkills
- Operational management
- Nursing practice oversight
- Quality improvement
- Patient care delivery
- Budget management
- Healthcare compliance
- Stakeholder engagement
- Community outreach
- Strategic planning
- Team collaboration
- Leadership development
- Change management
- Workforce planning
- Operations management
- Data-driven decision making
- Executive leadership
Honors And Publications
- ANCC Honors, Nurse Executive Advanced, 2011-2012
- Condition Yellow: A Hospital Wide Response to Emergency Department Overcrowding, JEN, Oct 2011
- Selected for national poster presentation at AONE 43rd Annual Meeting, 2010
- Received Team of the Year Award for Patient Throughput Work, 2009
- Selected for presentation at UHC Quality & Safety Fall Forum, IHI 21st Annual National Forum on Quality, 2009
- Published in Profiles in Quality Improvement and Patient Safety, HANYS, 2009
- IOTA DELTA Chapter, Sigma Theta Tau International Honor Society of Nursing, 2004
Personal Information
Title: DNP, RN, NEA-BC, FACHE, CPPS, CPHQ
Certification
- Certified Professional In-Patient Safety (CPPS), #1776776, 10/2027
- Certified Professional in HealthCare Quality (CPHQ), #19674, 12/2027
- Fellow of American College of Healthcare Executives (FACHE), #821647, 12/2025
- Certification Nursing Administration Advanced (NEA-BC), #2004001307, 11/2028
- Fellow of American Board of Quality Assurance and Utilization Review Physicians, 2001
- BLS/ACLS, current
- CCRN CEN
Professional Affiliations And Board Memberships
- Ford County Community Coalition, Board Member, Current
- ANCC Nurse Executive Advance Readiness Test, Volunteer, Current
- ACHE, Member, Current
- AONL, Member, Current
- Nurses Credentialing Center, Vice Chair Nurse Executive, Advanced Content Expert, 05/2011-12/2012
- NYONE, Membership, 2006-2010
- NYONE, State Treasurer, 2007-2010
- NYONE, President CNYONE, 2007-2010
- ANA, Member
- Alliance Editorial Advisory Board, Member, 2007
- IOTA DELTA Chapter, Sigma Theta Tau International Honor Society of Nursing, 2004
- Rotary UP Michigan, Board Member
- Kiwanis UP Michigan, Board Member
- Domestic Violence Shelters, Kingwood, TX, Greeley, CO
Additional Work History
- CHENANGO MEMORIAL HOSPITAL, Norwich, NY, 1991, 1996
- COLGATE UNIVERSITY HEALTH SERVICES, Hamilton, NY, 1991, 1992
- COMMUNITY MEMORIAL HOSPITAL, Hamilton, NY, 1987, 1991
- ST JOHN’S RIVERSIDE HOSPITAL, Yonkers, NY, 1982, 1987
Timeline
Interim CNO St Catherine’s Hospital Garden City and Bob Wilson Hospitals, Interim COO/CNO St Catherine’s Hospital Dodge City, KS
Common Spirit
03.2025 - Current
Interim CNO
Jeff Davis Hospital
09.2024 - 03.2025
Interim CNO
Common Spirit St Francis Interquest Hospital
11.2023 - 09.2024
Interim CEO/CNO/COO, Interim CNO/COO, Consultant/Interim CNO Health Linx
John C Fremont Healthcare District
01.2023 - 11.2023
Interim CNO
Alamance Regional Medical Center-Cone Health BE Smith
12.2021 - 05.2022
Chief Nursing Officer
St Francis Hospital-Tenet
04.2021 - 10.2021
Chief Nursing Officer
ST LOUIS UNIVERSITY HOSPITAL SSM HEALTH
05.2020 - 11.2020
Chief Nursing Officer
MARQUETTE GENERAL, DUKE/LIFE POINT HOSPITAL
06.2018 - 04.2020
Interim Chief Nursing Officer
Elkhart General Hospital BE SMITH
01.2018 - 06.2018
Interim Executive Leadership
Independent Consultant/Interim Executive Leadership
09.2017 - Current
Market Vice President Nursing and Clinical Services
SANFORD USD MEDICAL CENTER
04.2016 - 09.2017
Chief Nursing Officer
KINGWOOD MEDICAL CENTER, HCA
07.2013 - 02.2016
Chief Nursing Officer
NORTH COLORADO MEDICAL CENTER
02.2010 - 04.2013
Deputy Director (ACNO)
UPSTATE MEDICAL CENTER
06.2007 - 01.2010
Vice President of Nursing, Assistant Vice President of Nursing
COMMUNITY MEMORIAL HOSPITAL
03.2001 - 06.2007
Director Quality Improvement/Utilization Review, Transitional Leader
CORTLAND MEMORIAL HOSPITAL
09.1996 - 03.2001
DNP -
Rush University
MSN -
SUNY
BSN -
SUNY