Michele Patton

Responsible for the clinical practice and operations of all of Charleston MUSC outpatient clinics which currently consists of 170 clinics spanning 22 counties. There are currently 1200 clinical care team members in our outpatient clinics. Ensure nursing standards of care are in alignment with the SC Board of Nursing Practice Act. Ensure all clinical care team members are practicing within their scope of practice. Develop strategies to promote growth and improve patient access to care. Ensure successful implementation of new programs, clinics and business initiatives. Serve as a change agent and implement process improvement while coaching ambulatory leaders. Create standardization across ambulatory sites to ensure compliance with TJC and other regulatory agencies.

Director of Clinical Operations for the Emerging Care Model Division. I have 7 Clinical Supervisors reporting directly to me and have close to 100 indirect reports. Responsible for the clinical operations and clinical leadership at 10 practices. Provide clinical support to 2 other practices within the division. I have responsibility for the financial performance from a clinical perspective, patient experience and clinical turnover for the division. Mentoring and providing leadership to the clinical supervisors reporting directly to me for their personal and professional growth. Have identified areas of opportunity to improve processes in the clinics. TJC prep and rounding for the provider-based clinics in my division. Collaborate with operations leadership. Pilot work at several clinics working with Care Management Department to embed Care Managers and redesign the work. Diabetes pilot work to improve patient outcomes. Magnet chair for Ambulatory Nurse Manager Council.

Nurse Manager for two outpatient procedural areas specializing in Pain Management. Department Head with 28 direct reports. Responsible for the day-to-day operations, both clinical and business, of the department. Responsible for all HR functions including, hiring, and training of staff, coaching, disciplinary action as necessary, yearly evaluations, and merit increases. Responsible for daily productivity, the monthly budget, tracking revenue and expenses. I was active on several hospital committees. I was responsible for all quality measures, process improvements and patient experience goals. As the manager, I create and implement any necessary policies or procedures. I maintain appropriate documentation within the department to meet all compliance and TJC requirements. Served as a mentor to for new nursing leaders within the organization. Both my offices were a Tier I on the Employee Engagement Survey. Chair for the Ambulatory Nurse Manager Council. Provide direct patient care as needed. Prior to this role was the Nurse Manager in various Clinics with Atrium Health including adult primary care and numerous specially clinics. Prior to taking on leadership roles in Sept of 2011, I worked as a staff nurse in the Pre-post Anesthesia Care Unit as well as the Medical ICU.

Worked as an RN at the Center for Health, LLC. In March 2007 I became part of the new joint venture between the hospital and surgeons at the out-patient surgery center, working in the chart office. My role was to obtain the necessary information for a patient to go to surgery including H&P, orders and pre-testing. This was a new department and my role was to develop policies and protocols specific to our organization and to determine the best ways to implement them. I was also cross-trained in the pre/post-surgical area. I served as a Green Belt on a 6-Sigma team and helped to implement process change throughout the organization. Prior to this role, I was working in the Emergency Department, a Level I Trauma Center. I was the charge nurse on night shift. I took care of a variety of different patients who were experiencing emergencies. I cared for patients of all ages with minor injuries to complex trauma patients, newborn to geriatric. I also monitored cardiac patients throughout the night and prepared them for cardiac testing in the morning. I continued work in the Emergency Department PRN (2 12 hr shifts a week) while working in outpatient surgery.

From June 2005 to July 2006 I was the Nurse Manager of both 4 Medical and the House Wide Registry staff. I was responsible for scheduling, staffing, audits, QA data, Core measure data, maintaining operating, capital and FTE budgets. I was responsible for the day-to-day operations of the floor. I was active on several different committees’ at the Department Head Level throughout the organization. I had approximately 60 staff members who reported to me. From Jan 2002 to June 2005 I was the second shift Clinical Manager. I was responsible for the staffing of all nursing units in the hospital. I was the administrative representative for the hospital on off hours. I acted as a clinical resource for all nursing staff. I acted a Case Manager as well, organizing nursing home and discharge needs. Prior to becoming the Clinical Manager I was an Emergency room charge nurse on second shift. While working in all rolls of the hospital, I continued to work PRN in the Emergency Department.

Worked in a 45 bed Emergency Department of a Level I Trauma Center. Was responsible for emergency care of patients ranging from patients with minor injuries to complex trauma patients, newborn to geriatric. Was also responsible for mentoring new staff residents, student nurses, and EMT students.

Fulltime - Worked in a 20 bed Coronary Care Unit. Skills utilized included but were
not limited to: generalized care of the intensive care patient, advanced hemodynamic monitoring, Svo2 monitoring, ventilation management, post-op recovery, and IABP. Was the team leader for the code blue team. Acted as relief charge nurse. Frequently float to ER, NICU, PICU, CVICU, MICU, and Cardiac Step Down.