Dr. Michele Kane, PhD, MSN, FAAN

• Developed and delivered engaging curriculum for nursing courses to enhance student learning.
• Facilitated hands-on clinical training sessions, improving students' practical nursing skills.
• Collaborated with faculty to evaluate program effectiveness and implement improvements in course content.
• Mentored nursing students, providing guidance on academic and professional development pathways.
• Conducted research on nursing education practices, presenting findings at academic conferences.
• Supervised student internships, ensuring adherence to clinical standards and protocols.
• Participated in departmental meetings to discuss strategic initiatives and program enhancements.
• Evaluated student performance through assessments, providing constructive feedback for improvement.
• Facilitated an inclusive classroom environment that respected diversity while fostering a sense of community among learners.
• Collaborated with colleagues to develop interdisciplinary courses, promoting a comprehensive understanding of nursing practice.
• Led departmental initiatives aimed at enhancing student retention and success rates within the nursing program.
• Assisted in the recruitment of prospective students by representing the nursing program at open houses, information sessions, and campus events.
• Mentored students through research projects, resulting in multiple publications and conference presentations.
• Developed curriculum for new nursing courses, ensuring alignment with accreditation standards and industry best practices.
• As a doctorally prepared nurse, I have demonstrated support by translating evidence-based research into practice, leading quality improvement (QI) initiatives, and mentoring students and staff to improve patient outcomes. I have mentored and “Chaired” many DNP and PhD projects. Because of this I am able to apply research findings to real-world clinical settings, optimizing protocols for better patient safety, and analyzing data to improve outcomes. My aptitude in research, QI, and innovation allows me the ability to identify gaps in care and conduct analysis that inform future best practices. This approach allows for System-Level Change to address cost and quality challenges, while fostering a culture of continuous improvement. Example of this was Joint Multi-Disciplinary Evidence-Based Practice Conceptual Guideline Development for Complex Wound Care I created.

• Self-motivated, with a strong sense of personal responsibility.
• Worked effectively in fast-paced environments.
• Skilled at working independently and collaboratively in a team environment.

Achieved enhanced nursing research coordination as specialty leader appointed by the Navy Surgeon General in 2020. Strengthened community support for nursing scientists and advanced educational opportunities for the nurse corps. Elevated contributions of 22 Navy nurse scientists and PhD students, reinforcing evidence-based nursing practices. Delivered expert guidance to Chief BUMED and corps leadership on critical initiatives. Contributed to the NAVMED high-reliability focus through advisory board participation. Formulated strategic recommendations for specialty programs and personnel to BUMED-M1. Improved NAVMED policies to align with mission requirements. Facilitated dissemination of policy guidance to community members, fostering engagement in NAVMED planning. Produced detailed reports and strategic documents for senior officials, highlighting progress in Navy Nurse Corps research. Led FY21 Navy Nurse Corps Resiliency Strategic Goal Group to identify and mitigate resiliency barriers. Analyzed resiliency metrics using qualitative and quantitative methods across 3000 active-duty nursing clinicians.

• Directed strategic initiatives to enhance operational efficiency and resource allocation across multiple departments.
• Developed and implemented training programs to improve team performance and leadership skills.
• Analyzed operational data to inform decision-making and optimize mission readiness.
• Collaborated with cross-functional teams to streamline processes and reduce redundancies in workflows.

• Developed strategic initiatives to improve logistics processes, increasing overall efficiency in operations.
• Implemented risk management strategies to ensure compliance with safety regulations and operational standards.

1. Leadership in Complex Healthcare Environments and Systemic Care Improvements: My military career offers comprehensive, longitudinal support to health by integrating operational experience with specialized expertise in high reliability and quality and safety. My career as a senior leader often involved moving from operational roles to strategic leadership, allowing for the application of lessons learned from direct service to the development of programs, policies, and health systems that improve the well-being of service, members, veterans, and their families. As the first Nurse Deputy Chief Medical Officer in Navy Medicine, I led the massive joint service transformation and health enterprise-wide effort at the Defense health Agency to create the new High Reliability Quality and Safety Infrastructure/Model to reduce cost, increase access to care, and transform policy in the 5th largest health system in the nation. Military Health System that serves 9.6 millionbeneficiaries. The Military Health System (MHS) began the HRO transformation in 2014 to propel improvements to access to care, quality of care, and patient safety. Model implementation in the National Capital Region laid the foundation for an enterprise cultural change across the MHS. The Model identified a new operating organizational structure (clinical communities) that targeted high-risk, high volume, high costs, and high-readiness issues within the Defense Health Agency. Clinical Communities are an MHS-wide network of multidisciplinary groups of health care personnel, working toward common goals in a particular care area at the point of care by identifying and resolving unwarranted variation, fostering a culture of safety and innovation, and policy development.

2. Leveraging Quality and Safety. As the Deputy CMO, BUMED, I led both the Joint Commission Accreditation and Quality and Safety departments. The Joint Commission Accreditation and Quality and Safety departments ensured compliance with standards, reducing errors and improving patient outcomes. I ensured the implementation of safety protocols, maintained staffing plans, and drove continuous quality improvement initiatives. These departments oversaw the operations of over four major medical centers, numerous naval hospitals, and over 30 major medical commands and ambulatory care clinics worldwide. Overall, there are roughly 80 total Navy Medical Treatment Facilities (MTFs) and Branch Health Clinics, including specialized training and research commands. In addition, I am a fellow from the Joint Commission Fellowship in-house program.

• Directed strategic, evidence-base and research initiatives to enhance operational readiness and effectiveness across multiple naval units.
• Streamlined processes, resulting in improved communication and collaboration among diverse teams.
• Led training programs to develop evidence-based skills and foster professional growth within the organization.
• In addition, I initiated the first-of-its-, Project Serve. I was the first Navy nurse researcher to develop a collaborative Inter-Professional Academic Practice Partnership Model comprised of Auburn University, Auburn University Montgomery Schools of Nursing from the State of Alabama, and the National Navy Military Medical Center to enhance the training programs at both organizations. The development of a collaborative inter-professional academic practice partnership model comprised of Auburn University and Auburn University Montgomery Schools of Nursing and Walter Reed National Military Medical Center to enhance the training programs at both organizations. Resulting in the expansion of a supportive community of nurses, institutions, and healthcare organizations through the development and provision of community educational opportunities via distance learning technology. Walter Reed National Military Medical Center and Auburn University are the first to develop the innovative Project SERVE model in response to the Joining Forces Campaign initiated by First Lady Michele Obama and Dr. Jill Biden. I was pivotal in the execution of the first joint educational wounded warrior effort, Project SERVE, in order to meet Michelle Obama's initiative of "Joining Forces". In the United States, one in every 15 persons is a Veteran. An estimated 27% of Veterans receive healthcare through the Veteran's Health Administration (VHA), leaving 73% to seek care in civilian hospitals. Realistically, most nurses in the United States will care for military members, Veterans or family members in a variety of healthcare systems and settings. Project SERVE, a three-year program, was created to teach state over 120 nursing students how to care for those wounded warriors returning from OIF, OEF and ONO back to their States and communities of care. This nurse-led model serves as a competency development resulting from an academic-practice partnership experience between two baccalaureate programs and a national military medical center. Project SERVE, Students' Education Related to the Veteran Experience, utilizes a didactic-experiential model consisting of activities designed to teach students core concepts, including understanding military culture, poly-trauma, traumatic brain injury (TBI), post-traumatic stress disorder (PTSD), and issues facing families and care-givers.