Robin L. Lovvorn-Goodson BS, RN, BSN1
Robin L. Lovvorn BS, RN, BSN
9483 166th Way North
Jupiter, Florida 33478
(281) 387-7900
EDUCATION
1992 CREIGHTON UNIVERSITY, Omaha, Nebraska
Bachelor of Science, Nursing
1990MIDLANDLUTHERNCOLLEGE, Fremont, Nebraska
Bachelor of Science, Biology and Natural Science, with concentration in Respiratory Therapy
2000UNIVERSITY OF NEBRASKA MEDICAL CENTER, Omaha, Nebraska
Master of Nursing (incomplete)
EXPERIENCE
7/7/2014-presentCOLQUITT REGIONAL MEDICAL CENTER
Colquitt Regional Medical Center, Moultrie, Georgia
Colquitt Regional Medical Center is a 99 bed critical access facility located in
Moultrie County Georgia
Consulting Director of Emergency Services
- Mentorship (1) ED Director, (1) ED Educator (4) Clinical Nurse Managers
- Direct Supervision of (15) Bed Adult ED,(2) Swing Beds, (9) Bed Results Waiting with 45 FTE’s with 32,000 annual visit and Multi-Million Budget
Major Accomplishments
- Implementation of Low Acuity/Vertical Strategy
- Reduction of LWOT 3.0% to 1.2%
- HCAPHS score increase from 55.5% to 75.5% top box scores
- New Construction Phase II Implementation
- 0% vacancy rate with no agency staff usage
2/17/2014-6/20/2014METHODIST HEALTHCARE SYSTEM
Metropolitan Methodist Hospital, San Antonio, Texas
Metropolitan Methodist Hospital is a 326-bed acute joint venture with Methodist
Healthcare and HCA serving downtown San Antonio and Bexter County.
Interim Administrative Director of Emergency Services
- Direct supervision of (23) Bed Acute ED annual census of 50,000
- Direct supervision of (20) Vertical Low Acuity Intake Area
- Direct supervision of 95 FTE’s to include (1) Assistant Nurse Managers, (1) ED Educator, (1) ED Quality Nurse and (1) Administrative Assistant
- Stroke and Chest Pain Accredited Center
Major Accomplishments
- Implementation of Low Acuity/Vertical Strategy
- Increased Patient Care Area by 50%
- Reduction of Physician Door to MSE times by 47%
- Reduction of AMA from 3.5% to 1.3%
- Reduction of LPMSE/LPT from 2.5% to 1.2%
- Patient Satisfaction in the 90% from 75%
- Increased Medication Reconciliation compliance from 43% to 72%
12/9/2013-1/17/2014PRESS GANEY
Houston Methodist Hospital, Houston Texas
Methodist Main Hospital is an 800-bed acute not-for-profit Magnet designated teaching facility
Press Ganey Consultant Methodist Hospital Patient Experience
- 1:1 Director, Manager and Staff education, observation and coaching of Methodist Experience : M4NW (39 bed) M5MW (33 bed) M6NW (17 bed) and Jones 10 (23 bed) units
- Education and Competencies Methodist Experience: AIDET, Bedside Report, and Patient Rounding
- Sustainability education and action planning
- Review and education Methodist HCAPS score related to “Nursing Communication”
- HCAHPS 21 % increase during project to 90%
7/28/2013-11/22/2013TENET HEALTH
Palmetto General Hospital, Hialeah, Florida
Palmetto General Hospital is a 360-bed acute care for profit hospital serving the
Miami-Dade and South Broward communities.
Interim Administrative Director of Emergency Services
- Direct supervision of (52) Bed Adult ED annual census of 76,000
- Direct supervision of (10) Bed Pediatric ED annual census of 35,000
- Direct supervision of 110 FTE’s to include (6) Assistant Nurse Managers, (1) Clinical Coordinator
- Comprehensive Stroke Center
- Unionized Environment
Major Accomplishments
- Implementation of ICU “Pull to Full” model
- “Door to Doc” MSE Process
- ED Assistant Nurse Manager Leadership Development
- Increased Patient Satisfaction scores Tenet “5-Star” ratings
2/19/2013-7/3/2013TENET HEALTH
Palmetto General Hospital, Hialeah, Florida
Palmetto General Hospital is a 360-bed acute care for profit hospital serving the
Miami-Dade and South Broward communities.
Interim Director of Critical Care Services
- Direct supervision of 11-bed Medical ICU, 9-bed Surgical ICU, 18-bed
Coronary Care Unit to include 9-bed Comprehensive Stroke Unit, 8-bed Critical Patient Overflow unit and 4-bed Critical Care Holding Unit
- Direct supervision of 129 FTE’s to include (1) Nurse Manager and (4) Assistant Nurse Managers
- Unionized Environment
Major Accomplishments
- Implementation of 9-Bed Comprehensive Stroke Unit
- Physician Satisfaction Scores in the 90%
- >1% Vacancy Rate
- ICU Manager and Assistant Nurse Manager Leadership Development
9/2012-2/10/2013INOVA HEALTH SYSTEM
FairfaxHospital, Falls Church, Virginia
INOVA Fairfax is an 883 bed not-for-profit Magnet designated Level 1 Trauma teaching facility for Adults and Children located in Northern Virginia.
Interim Director of Emergency Services
- Mentorship (1) Sr. ED Director, (4) Clinical Nurse Managers
- Direct Supervision of (43) Bed Adult ED,(20) Swing Beds, (6) Bed Streamline Care, (8) Bed Results Waiting with 135 FTE’s with 80,000 annual visit and Multi-Million Budget
- Implementation EPIC electronic medical record
Major Accomplishments
- Patient Capacity increase of 15%
- Development of Lobby “Minute Clinic”
- Conversion from PICIS to EPIC
- ED Director and Manager Leadership Development
6/2012-9/2012 WILSON HEALTH
WilsonMedicalCenter, Wilson, North Carolina
WilsonMedicalCenter is a not-for-profit community hospital located in Wilson,
North Carolina. A 296-bed licensed facility, WilsonMedicalCenter provides comprehensivepatient care to a 5 country area in North Carolina.
Wilson Medical offers women and children services, cardiovascular and orthopedic services, a cancer center, wound center, skilled nursing care center, radiation oncology, sleep center and other in-depth services to meet the needs of our patients
Interim Director of Emergency Services
- Directed a (20) Bed Adult ED,(5) Bed Behavioral Health ED, 6 Bed Urgent Care 60FTE’s and a Multi-Million Dollar Budget
- Implementation of Emergency Department statistical analysis of treatment indicators related to Emergency Medicine/Emergency Department, Joint Commission compliance related to Adult Department and Minor Care.
- JACHO ED readiness
- 24 hour Responsibility and Accountability for Work Environment for 45,000 ED patient census
Major Accomplishments
- Urgent Care resign and implementation of Banner Health “Door to Doc” model
1/2012-5/2012 TENET HEALTH
Palm BeachGardensMedicalCenter, Palm Beach Gardens, Florida
A 199 Bed Level III forProfitCommunityHospital
Interim Assistant Chief Nursing Officer
- 24/7 accountability for 199 Acute bed facility with 110 Telemetry beds, 33 bed Medical Surgical unit, 15 bed Orthopedic unit, 20 Bed Adult ED, 4 Bed Fast Track, 4 Bed Dialysis Unit , 22 Bed Adult ICU, 8 Bed Cardiovascular Unit and 8 Bed Surgical Step-down Unit
- Assist the CNO in maintaining necessary regulatory and compliance approval and quality accreditations
- Partnering with Physicians who use or will use, the hospital
- Assisting in planning new services that generate additional sources f profitable revenue
- Creating an environment that will encourage recruiting and retention of clinical staff
- Assisting the CNO in managing costs by continually seeking data that will identify opportunities and take action to eliminate non-value costs
- Assists the CNO in establishing standards of nursing practices and maintain authority, accountability and responsibility for nursing services
- Developing organizational patient care programs, policies and procedures that describe how nursing care is assessed, delivered and evaluated
- Assisting the CNO in developing and managing the nursing services budget and ensuring sufficient number of qualified staff to assess patient needs
- Planning and providing nursing care interventions and prevent complications, promote improvement and patient comfort and wellness
- Responsible for planning, organizing, directing, and evaluating nursing services
- Works to develop systems to monitor and maximize labor utilization.
- Performs diverse financial and administrative duties necessary to support the operations of the Nursing Department and the organization
- Assists in the planning, implementing and evaluation of Nursing Services in order to insure patient care and quality outcomes in collaboration with the Chief Nursing Officer
- Fulfills the duties and responsibilities of the Chief Nursing Officer in his/her absence
- Responsible for CMS Patient Indicators
Major Accomplishments
- Chest Pain Accreditation with Society of Chest Pain
- Implementation of Cerner Millennium Electronic Medical Record
- Implementation of Cerner Millennium Electronic Physician Order Entry
- Development of “Inpatient Monitor Tech EMT” Program
1/2011-12/2011TENET HEALTH
Palm BeachGardensMedicalCenter, Palm Beach Gardens, Florida
A 199 Bed Level II forProfitCommunityHospital
Interim Director of Emergency Services
- Directed a (20) Bed Adult ED,(4) Bed Fast Track 45 FTE’s and a Multi-Million Dollar Budget
- Implementation of Emergency Department statistical analysis of treatment indicators related to Emergency Medicine/Emergency Department, Joint Commission compliance related to Adult Department and Minor Care.
- JACHO ED readiness
- 24 hour Responsibility and Accountability for Work Environment for 25,000 ED patient census
Major Accomplishments
- Creation of ED Flex Seasonal Budget and Staffing Matrix to meet seasonal census demands related to staffing
- Creation of ED Flex Seasonal Position Control to meet seasonal staffing demands
- Chest Pain Accreditation and StrokeCenter Recertification
- Development of “Paramedic ” Triage Protocol and Paramedic Triage Process
- Increased Patient Satisfaction scores Tenet “5-Star” ratings
- Reduced RN turnover rate from 20% to 2%
- Elimination of “Agency RN’s” as Core ED Staff
- Reduction of “Door to EKG” times from > 20 minutes to <10 minutes
5/2010-12/2010DENVER HEALTH SYSTEM
DenverHealthMedicalCenter,Denver, Colorado
A 477 Bed Level 1 Trauma Center is a not-4-profit, teaching hospital. DHMC houses DenverHealthRockyMountainTraumaCenter, certified for both children and adults. DenverHealthRockyMountainTraumaCenter was recognized as having the best trauma survival rates in the U.S. in 2008
Interim Assistant Chief Nursing Officer: Emergency and Pediatric Trauma Services
- 24/7 accountability for (16) Bed Trauma ED, (16) Bed Medicine ED, (9) Bed Inpatient Holding Unit, (4) Bed Fast Track Unit, (19) Bed Pediatric ED and Central Evaluation Unit responsible for “Sorting” 350 patients daily
- Responsible for (2) Cost Centers with 48 million dollar budgets
- Responsible for145 FTE’s to include staffing, scheduling, retention, patient and staff satisfaction, physician relations and staff shared leadership
- 24/7 responsibility and accountability for work environment for 112,000 combined annual patient census
- ED Divert reduction from 12% to 3.3%
Major Accomplishments
- Implementation of (4) Bed ED Fast Track
- Implementation of ED Unit Specific Shared Governance model
- Creation of “Standard Work” for Central Evaluation Unit
- Development of “Telemetry” Protocol
METHODIST HEALTHCARE SYSTEM
09/2008-8/2009 MethodistWillowbrookHospital,Houston, Texas
A 125 Bed Faith Based, Not-4-Profit, Critical AccessHospital, with a Level IV
Trauma Designation
Interim Director of Emergency Services
- Directed a (12) Acute Beds, 24/7 Rapid Intake with 80% of all ED patient assessed by an ED Provider with 30 minutes or less
- Responsible for 58 FTE’s to include staffing, scheduling, retention, patient satisfaction, physician relations and nursing shared leadership
- 24 hour Responsibility and Accountability for Work Environment for 41,000 ED patient census
Major Accomplishments
- Implementation of Banner Health “Door to Doc” Model with reduction of the average length of stay on all discharged patients of 50 minutes
- Implementation of ED Unit Specific Shared Governance model and successful hand-off of ED Unit Self Scheduling and related policy and procedures
- Reduction of RN turnover from 27% to 1%
- Reduction of ED RN Agency/Contract usage from 15% to <1%
- Inpatient Hold staffing plan with implementation of 4-bed Inpatient Holding area within ED
- Reduction of RVU’s from 3.1 to 2.5
BETHESDA HEALTHCARE SYSTEM
06/2008-8/2008BethesdaMemorialHospital, Boynton Beach, Florida
A 400 Bed, not-4-profit, Level IV Critical Access Hospital
Interim Director of Emergency Services
- Directed a (9) Bed Pediatric ED, an (6) Bed Fast Track Unit, a (37) Bed Adult ED, 96 FTE’s and a Multi-Million Dollar Budget
- Implementation of Emergency Department statistical analysis of treatment indicators related to Emergency Medicine/Emergency Department, Joint Commission compliance related to Adult and Pediatric Emergency Department, Minor Care.
- JACHO ED readiness
- 24 hour Responsibility and Accountability for Work Environment for 55,000 ED patient census
Major Accomplishments
- Creation of ED Flex Seasonal Budget and Staffing Matrix to meet seasonal census demands related to staffing
- Creation of ED Flex Seasonal Position Control to meet seasonal staffing demands
BANNER HEALTHCARE SYSTEM
09/2007- 06/2008 Banner Good Samaritan Medical Center, Phoenix, Arizona
A 660 Bed Level 1 Trauma Center is not-4-profit, teaching hospital. This full service hospital is the largest facility in the state and the RegionalPoisonControlCenter. BGSMC is the first MagnetDesignatedHospital in Phoenix.
Interim Director of Emergency Services
- Directed a (34) Acute Beds, 24/7 Rapid Intake with 80% of all ED patient assessed by an ED Provider with 30 minutes or less
- Responsible for (3) Cost Centers with Multi-Million Budget
- Responsible for 110 FTE’s to include staffing, scheduling, retention, patient satisfaction, physician relations and nursing shared leadership
- 24 hour Responsibility and Accountability for Work Environment for 58,000 ED patient census
- Project leader for ED Through-Put Team
- Project Manager for IBEX Medications Services ED Physician Team
- Committee Responsibilities include: JCAHO Team, 14 Forces of Magnetism Team/Magnet Readiness Team, Stroke Certification Work Group, Regional ED Performance Improvement Team, Deployment Council, Neurological Operations Team, ED Improvement and Hospital Through-Put Team
- Phoenix International Raceway Medical Team Liaison with NASCAR
- Implemented ED Extern/Banner Fellowship to department
- Implemented and hired first class of ED Academy New RN Graduates to department
Major Accomplishemnts:
- A reduction of monthly diversion hours from >160 hours to less than 10 hours monthly
- 50% of all ED patients seen by ED provider within 30 minutes or less.
- Reduction of ED In-Patient Holds hours from >3000 hours monthly to <2300 hours monthly with 60% reduction in average daily In-patient Holding hours > 20 hours daily to <12 hours daily.
- Implementation of the ED Academy and hiring of first class of New Graduates to department.
03/2007-8/2007 BAPTIST HEALTH OF SOUTH FLORIDA HEALTHCARE SYSTEM
HOMESTEADHOSPITAL-Homestead, Florida
A 125 Bed Faith Based, Not-4-Profit, Critical AccessHospital, with a Level IV
Designation.
Interim Director of Emergency Services
- Directed a (9) Bed Pediatric ED, an (8) Bed Fast Track Unit, a (17) Bed Adult ED, and a (10) Bed Inpatient Holding Area. Total of (3) CostCenters, 113 FTE’s and a Multi-Million Dollar Budget
- A 26.5 million departmental budget and all other department operations
- Implementation of Emergency Department statistical analysis of treatment indicators related to Emergency Medicine/Emergency Department, Joint Commission compliance related to Adult and Pediatric Emergency Department, Minor Care and ER Hold Unit
- Responsible for Emergency Services Departmental and patient move from 22-bed ER to a new facility 5 miles from existing facility with bed expansion from 22 ER beds to 44-bed ER with a projected census increase from 40,000 patient visits annually to 55,000 patient visits annually.
- Development of ED Task/Treatment Room which lead to the average length of stay reduction from > 8 hours to 5.3 hours.
- JACHO ED readiness
- Major Accomplishments Included:
- Reduction of average length of stay by 35%
- Seamless transition from existing facility 25 Bed ED to new 44 Bed ED.
01/2004- 03/2007 CHRISTUS HEALTHCARE SYSTEM
ST.CATHERINEHOSPITAL, Houston, Texas
A 125 Bed, Faith Based, Not-4-Profit, Level IV Critical AccessHospital, An Accredited ChestCenter with Diagnostic Cath Labs.
Nursing Director
- Managed a (25) Bed Emergency Department, a (5) Inpatient 24 Hour Observation Unit. 2 CostCenters and 60 FTE’s
- Six Sigma Green Belt in Revenue Cycle
- CHRISTUS Gulf Coast Revenue Cycle Six Sigma Team Member responsible for development of Business Performance Excellence in CHRISTUS Health Gulf Coast Region. Development and Implementation of Revenue Cycle problem statements, purpose statements, metrics, process mapping, failure mode effects and analysis, data collection and analysis, and control charts: Six Sigma Green Belt in Toyota Production “Lean” Process. Member of Regional Six Sigma Revenue Cycle Project
- Directed and managed a multidisciplinary healthcare team in the development of plans, goals, objectives, policies, and procedures for CHRISTUS St. Catherine HRSA Grant fund allocation, equipment procurement, equipment and supply inventory.
- Responsible for Disaster and DECON Team education and drill compliance for HRSA Bioterrorism Grant for CHRISTUS St. Catherine Hospital.
- Responsible for HRSA Bioterrorism grant fund compliance with internal and external stakeholders serving as the GulfCoast principal point of contact for CHRISTUS Health System Emergency Preparedness Council.
- Responsible for Policy and Procedure development, clinical pathways, data /statistical analysis, application completion and accreditation process related to Chest Pain Center Society Accreditation for CHRISTUS St. Catherine Hospital
- HRSA WEB-EOC Project Member HRSA Bioterrorism Grant
- 2006 winner of Houston/Galveston Trauma Council Best Practice “ ED Patient Satisfaction”
- CHRISTUS HEALTH Touchstone Award Finalist: “Maximizing Through-Put in the Emergency Department”.
- An active member of Patient Safety, Bioterrorism, Integrity Council, Medication Error Task Force, Nurse Practice, and Emergency Preparedness team
- New ED Construction ED Design and ED move from existing 16 Bed Unit to New 25 Bed ED
- Team Leader ED Meditech Implementation and Build
Major Accomplishments Included:
- Maintained ED Patient Satisfaction Scores in the 90% per Press Ganey,
- Associate Satisfaction Scores in the 90%
- Design and implementation of Meditech Project for CHRISTUSGulfCoast
- ChestPainCenter Accreditation for CHRISTUS St.CatherineHospital
- Winner of 2006 Houston/Galveston Trauma Council Best Practice.
8/2002- 1/2004 METHODIST HEALTHCARE SYSTEM
JENNIEEDMUNSONHOSPITAL, Council Bluffs, Iowa
A 250 Bed Level III Trauma Center, For Profit, Unionized Hospital
Interim Director of Emergency Services /Clinical Manager
- Responsible for 65 FTE staff scheduling, retention and patient satisfaction, physician relations, budget and all other department operations on a 24/7 basis for 9-bed Level III Emergency Department
- Served as Southwest Iowa Chairperson of the Bioterrorism Task Force Region 4.
- Served as a member of the HRSA 2003-2004 Grant Writing Task Force for the Iowa Department of Public Health
- Chairperson for Jennie Edmundson DeCon/Bioterrorism Team
- Assisted Trauma Coordinator in chart review, data collection and entry in the Iowa Trauma Registry
- Developed and implemented Annual Nursing Competency Education for Emergency Department nursing staff.
- Responsible for data collection and analysis of Evidence Based Outcome related to Community Acquired Pneumonia, Acute Myocardial Infraction, Congestive Heart Failure and Chest Pain.
- Collected and trended data related to Myocardial Infraction “door to Cath Lab” treatment time and evidence based outcomes in Myocardial Infraction treatment indicators
- Maintained < 2% RN vacancy rate
Major Accomplishments Include:
- Southwest Iowa Chairperson for Bioterrorism Task Force
- <2% RN vacancy rate
- 100% compliance in Chest Pain, CHF and Pneumonia Core Measures.
8/1999- 9/2002 UNIVERSITY OF NEBRASKA MEDICAL CENTER, Omaha, Nebraska
(Currently called NebraskaMedicalCenter)
An 800 Bed Level 1 TraumaCenter Not-4-Profit Academic Teaching Hospital
Clinical Nurse Manager: SONA Clinic