Grace Sotomayor

Grace Sotomayor



Care Delivery Redesign

Has redesigned care delivery models in 3 hospitals to meet challenges posed by : nursing shortages, economic challenges and clinical demands.

Shared Governance

Developed and strengthened Shared Governance nursing structures and processes in a community hospital and a Level 1 Trauma Academic Center

Leadership Development

Skilled at coaching and developing high performing healthcare teams


CIVIC ACTIVITIESMember –    Advisory Board, Queens University of Charlotte, NC                  Advisory Board, UNCC Charlotte, School of Nursing, NC                  Advisory Board, Carolinas School of Health Sciences, NC


  •  " The Future of Nursing Leadership". Panel Presentation,  Premier National Conference, San Antonio Texas, June 11-14, 2013
  •  “Improving Quality of Hospital Care using CNLs.”  Podium Presentation,  Premier Regional CNO Conference, Charlotte NC,  November 1-2, 2012
  •  “Nurses Advocating, Leading, Caring.” Keynote speaker, Mecklenburg Council of Nursing Organizations (MCONO) , Charlotte, NC, 2012
  •  “A Service and Academic Partnership to Design and Sustain a CNL Program”, presented at CNL Summit, Marriott Biscayne Bay, Miami, FL, 2011
  •   “Performance Improvement from Theory to Practice,” presented at 6th Annual Nurse Executive Leadership Conference, The Friday Center, Chapel Hill, NC, 2009
  •   “Responding to Change: Reality for Nurses and Healthcare Practitioners,” presented at North Carolina Summit for Nurses and Healthcare Providers, Queens University of Charlotte, Charlotte, NC, 2008
  •   “Recruiting, Retaining and Developing Your New Graduate Workforce for Today and Tomorrow,” presented at the AONE National Conference, Phoenix, AZ, 2004.
  •  “Enhancing Patient Care Delivery Systems for Nurse Recruitment and Retention,” Health Resources Services Administration Grant award, 2003.


  •  Levine, A.; Sotomayor, G.; “Bedside Glucose Monitoring:  In Compliance with Regulatory Standards,” Diabetes Educator, July – August 1991.


Lifelong learning, methods of achieving high reliability in safety and quality in patient care

Work History

Work History
Mar 2007 - Present

Chief Nurse Executive

Carolinas Healthcare System


 Jan 2013 – PresentVice President, Administration /Chief Nurse Executive (CNE) Central DivisionCarolinas Healthcare System is the 3rd largest public system in the United States.Carolinas Medical Center (CMC) is its flagship hospital, and is an 893 bed, level I academic teaching center. Mercy hospital is a 162 bed community hospital. The Central Division consists of CMC and Mercy.

  •  Responsible for restructuring administrative responsibilities across the Central Division in order to provide support at each campus in the Central Division while improving efficiency.
  • Coached and supported the aggregation of 2 ICU’s at Mercy yielding the reduction of 1 FTE.
  •  Supported the combination of 2 dialysis units (one at Mercy and the other at CMC) yielding better administrative support and the reduction of 1 FTE.
  • Facilitated load balancing of volume from the CMC ED to Mercy inpatient beds thereby improving Mercy staff productivity and reducing ALOS and LWBS (Left Without Being Seen )  in the CMC ED.
  •  Successfully submitted a Magnet application for CMC resulting in a May 2013 site visit.
  •  Supported the submission of a separate Magnet document for Mercy – awaiting result.

2007 – 2012

Vice President, Administration/Chief Nurse Executive (CNE)

Leader of the Nursing Division and Accountable for Capacity Management and the Performance of Inpatient Adult Cost Centers.

  •  Successfully implemented Cerner EMR for nursing documentation on time and on budget.  Led key processes to support CPOE implementation completed May 2012.
  • Strengthened the CMC Float Pool and daily diligence in nursing unit flexing to volume enabling CMC to achieve its financial goals since 2007.
  •  Leader of the CMC Service Excellence Steering Team.  Service Excellence is a key strategic goal for the organization.
  • Increased physician satisfaction with adult nursing care from the 46th to the 66th %ile from 2009 to 2010.
  •  Increased inpatient satisfaction annually, earned the JD Power award for Inpatient, ED, and Women’s Services.

Chief Nurse Accountable for Nursing Practice and for Safe Quality Care

  •  Using a structure of Shared Governance, improved core measures compliance, performance in several nurse sensitive indicators and achieved TJC accreditation with no nursing deficiencies.
  •  Developed and implemented Code Care process to enable patients and families to have a means of getting clinical assistance if they feel they are not being listened to.
  •  Implemented a Clinical Nurse Leader Program with grant funding from the Duke Foundation in collaboration with Queens University of Charlotte.

 Member of the Carolinas Healthcare System Chief Nurse Executive Council.  In collaboration with System CNE’s:

  •  Developed and implemented standards for nurse staffing, span of control and educational preparation to ensure consistency across all facilities in the obligated group in 2010.
  •   Led the refinement of the Annual Nursing Strategic Plan and Management Action Plan (MAP) in 2010.
  •  Completed an analysis for senior leadership on the Role of Nursing in Quality at CHS in 2011.
  •  Reports on nursing to the CHS Quality Care and Comfort Committee of the Board as requested.
1993 - 2006

Vice President/Chief Nurse Executive

SSM Healthcare

SSM HEALTHCARE – De Paul Health Center, St. Louis, MO    1993 – 2006Vice President, Patient Care Services/Chief Nurse Executive (CNE)

SSM is one of the largest Catholic systems in the country and the first healthcare winner of the Malcolm Baldridge award.Regional accountability for nursing leadership of 7 hospitals in SSM St. Louis as Chair of the SSM St. Louis Chief Nurse Executive Council.Responsible for specific hospital operations and patient care services in a 472 bed community hospital reporting directly to the President.

 Leader of the SSM St. Louis Chief Nurse Executive Council.

  • Developed and implemented clinical and administrative structures and processes to ensure consistent standards of professional nursing practice across all sites.
  •  Led efforts to reduce cost associated with product use and patient management practices in nursing across the region.
  •   Conceptualized the quarterly SSM Nurse as a vehicle for RN communication and branding.
  •   Created SSM Staffing Service as an internal agency for SSM St. Louis to reduce reliance on external supplemental RN staffing
  • .Completed annual regional nursing strategic plan to support the mission and goals of SSM St. Louis and ensure the input of nursing at the senior leadership level.
  • Collaborated with system CNE’s to share best practices and optimize nursing resources.

Hospital Operations Leader Accountable for Demand Management and for Performance of Cost Centers constituting 40% of the Organization’s Labor Budget.

  • Developed and implemented telemetry and medical – surgical bed capacity to manage annual volume growth at De Paul without the use of external Registered Nurse (RN) agency.  This enabled the organization to move from a $6 million loss to an $8 million positive bottom line from 1999-2005.
  •  Implemented a daily Worked Hours per Unit of Service (WHPUOS) review process, achieving annual cost per unit performance >3% below budget over the last 3 years.

  Leader of the Exceptional Customer Satisfaction Council at De Paul.  This is one of the four strategic councils directing the organization’s work.

  •  Increased physician satisfaction with nursing care by 6% annually over the past 3 years through collaboration, communication, and inclusion.
  •  Increased patient satisfaction annually.  In 2005, the Women’s Services department reached the 99th percentile in loyalty.

 Hospital CNE Responsible for Visionary and Transformational Patient Care Practice.

  • Reduced the prevalence of hospital acquired pressure ulcers from 9% to 1.5% in 2006 by redesigning the nursing structure to better promote staff nurse responsibility and accountability for the professional practice of nursing.
  •  Adopted the Magnet Recognition program forces as the best evidence-based tool for rapid improvement in patient care and the professional practice environment.

 Developed successful strategy for the Baldridge site visit at SSM De Paul Health Center in 2002.

  •  Collaborative Leader Promoting Excellence in Patient Care.
  •  Improved care of patients with heart failure and pneumonia through leadership of the medication reconciliation and pneumovax multidisciplinary teams.  This enabled De Paul to perform at the top decile level for Centers for Medicare Services (CMS) core measures in 2005.
  •  Supported the development of a rapid Medical Emergency Team (MET) designed to proactively manage clinical deterioration.  This led to a 25% reduction in cardiac arrests in 2005.
1987 - 1993

Director Medical Services

Montefiore Medical Center

Montefiore is the University Hospital and Academic Medical Center for the Albert Einstein College of Medicine and is renowned for clinical research and innovation.

Performed a variety of leadership roles in this 1003 bed tertiary care center.

Director of Nursing – Medical Services    1987 – 1993Administrative Nursing Supervisor – Orthopedics    1983 – 1987Care Team Coordinator – Surgical Services    1980 – 1983Staff Nurse – Critical Care    1977 – 1980Staff Nurse – Medicine    1975 – 1977


Aug 2011 - Present

DNP Student

University of Alabama, Capstone College of Nursing

Expected graduation August 2013

1998 - 2004


University of Missouri

Master of Business Administration



Hunter College


Herbert H Lehman College


Jan 2011

Clinical Nurse Leader ( CNL)

American Association of Colleges of Nursing (AACN)


American College of Healthcare Executives (FACHE)

Nurse Executive- Board Certified Advanced ( NEA-BC)

American Nurses Credentialing Center ( ANCC)

Nurse Executive Fellow

Wharton School of Business

6 Sigma Green Belt

Central Piedmont Community College