My name is Trisha Mims; I am veteran and served in the United States Navy. I have been in healthcare since my first job as a nurse’s aide at a local hospital working night shift in 1996. I graduated with my first degree in 2000 from Texas A&M University and I continued on from there to purse my Navy career and my nursing career. In 2003, with my BSN in hand I began my journey as a nurse on a med-surgery floor working with Naval Recruits. My first tour with the navy brought many different opportunities from joint commission preparation, GI lab, infection control, and eventually the operating room. The operating room is where I found my love in nursing. I decided though that I wanted to be able to understand the management part of nursing as well. In 2008, I graduated from University of Phoenix with my MSN/MBA/HCM degree and quickly transitioned from every day patient care to department head duties. I found that I was able to be an advocate for patients as well as my colleagues in the many roles that I have had since. Currently I work at ETSU CON, and I can truly say that I love my job. The mission of the CHCs aligns with my spirit of nursing and how I see healthcare reform, quality, and patient safety issues in the future. I take great pride in the clinic and the people that make the clinic so successful for the patients. I am excited that I am pursuing my DNP in Executive Leadership. I have 2 great sons that are my greatest fans and biggest encouragement. Every day in my current position, I experience quality management and change management that affect the patient and can affect patient safety. To date my most successful patient safety management experience I believe is from the ambulatory surgery center that I was the clinical leader at. I was brought into the position at a company where little quality management at the patient level had been done. The adopted plan was one that was fragmented and no one could explain the purpose in what was being tracked, what trends where found, or the follow up to outcomes of projects or incident reports. The overall QAPI program did not reflect well on the ASC as a whole. PDSA was the method I choose to revamp the full quality and safety program in place at the ASC. We used the method to be able to determine first what we needed to be tracking and to identify the benchmarks. At the end of a 6 month period the ASC had a robust quality and patient safety management technique that could be tracked in excel worksheets from topic selections, incident report to trending issues. The QAPI plan outlined a change or quality project that another clinic could duplicate to meet their needs or national benchmark goals. I believe that patient safety lessons and quality change lessons are very clear, and I am excited to become even a better patient safety advocate. Patients need champions that understand the patient arena and safety issues that occur.