This video introduces the ready
reliable care safety communication
bundle six standardized practices that
support high reliability in the
military health system . The military
health system is on a journey to become
a high reliability organization , or H .
R . O . N . H . R . O . Achieves
successful outcomes while operating in
complex high risk environments such as
aviation and nuclear power . To achieve
these outcomes , H . R . O . S .
Increased standardization and reduce
variability , mitigate errors to
achieve zero preventable harm ,
maintain transparency and
accountability and value the
contributions of all individuals
regardless of rank .
Following the 2014 MSs Review . Each
military service took action to improve
health care , access , quality , safety ,
transparency and patient engagement .
Now the D . H . A . Is working to
standardize and expand these efforts in
a coordinated approach to high
reliability for the entire military
health system . Ready reliable care .
Ready reliable care is based on seven
guiding principles . Preoccupation with
failure sensitivity to operations ,
deference to expertise , respect for
people , commitment to resilience ,
constancy of purpose and reluctance to
simplify The guiding principles provide
the foundation for four domains of
change leadership , commitment , a
culture of safety , continuous process
improvement and patient centeredness .
The domains of change worked together
to bring the MHS closer to its goal of
zero preventable harm .
Ready reliable care supports the MHS
quadruple aim through its foundation in
high reliability , ready reliable cares ,
high reliability practices , support
consistently great outcomes , improve
patient satisfaction and enhance staff
fulfillment , maintaining high
reliability will demonstrate the
military health systems , reliable
value health facilities , recruit top
talent and sustain patient loyalty and
congressional support . Ready ,
reliable care promotes the DHS goal of
a ready medical force and a medically
ready force . Ready reliable care
fosters continuous process improvement ,
innovation and evidence based team work
practices , all of which helps staff
respond effectively in the
unpredictable deployed environment . By
promoting standardization . Ready
reliable care minimizes training time ,
increasing deploy ability ,
integrating ready , reliable care into
everyday work will protect patients and
sustain the military health systems .
Financial viability . Ready reliable
care , promote standardization and
eliminates unneeded variation , helping
facilities streamline their operations
and lower costs , eliminating variation
also supports safer care , which
reduces avoidable health care costs
from follow up care to malpractice
payouts . To reduce preventable
harm . The military health system must
review past performance and institute
continuous process improvement . A
review of data shows three significant
patient safety vulnerabilities within
the system . D . O . D . Reportable
events from the past five years
indicate high rates of patient safety
events based in communication breakdown
and a lack of leadership emphasis on
standardized safety policies and
procedures . Results of the 2019
Military Health System Patient Safety
Culture Survey show high rates of staff
burnout across the workforce . 33%
overall , with some groups as high as
48% clinician burnout is nationally
recognized as a threat to patient
safety , improved teamwork and
communication are effective strategies
for targeting burnout drivers based on
this information as well as
leadership's commitment to a culture of
safety D . H . A . Will implement the
ready reliable care safety
communication bundle . The ready
reliable care safety communication
bundle standardizes six measurable
communication practices to improve
patient safety . Leader daily safety
brief safety leadership rounds . Unit
based tuttle I pass surgical brief and
debrief and Universal Protocol . The
practices are designed to increase
leadership , engagement , improve
communication and teamwork and reduce
the stress that causes staff burnout .
The goal is to reduce preventable
patient harm and promote staff well
being . Dhe adapted the practices from
the Army's top six H . R . O .
Communication practices . Not
everyone participates in every bundle .
Practice participants in the leader
daily safety brief include command
suite . Senior leaders , clinical
department and unit leaders and patient
safety and other clinical quality
management leaders . Command suite .
Senior leaders also conduct safety
leadership rounds where they discuss
key issues with frontline staff unit
based tuttle's incorporate core team
members essential to plans of care .
All individual care providers and
nurses use the I pass communication
tool . Whenever a transition and care
occurs , surgical and procedure teams
use the surgical brief before every
surgery and invasive procedure and the
debrief after every surgery in an
operating room , surgical and procedure
teams follow the universal protocol for
all surgical and other invasive
procedures . Regardless of whether they
are performed in an operating room or
other procedural area . When facility
staff members implement communication
bundle practices , they live out the
seven guiding principles that are the
foundation of ready reliable care .
They also operationalize the four
domains of change . Teamwork is
essential for operational . Izing the
domains of change and implementing the
practices results from the
Army's top six H . R . O .
Communication practices program . Show
that implementation of the
communication bundle will reduce
preventable patient harm . Moving the
military health system closer to its
goal of zero preventable harm to
patients . To implement the safety
communication bundle . Military medical
and dental facilities will implement
the six safety communication bundle
practices , distribute job aids ,
measure practice compliance , submit
data quarterly and participate in
quarterly safety forums . Marcus and
headquarter leads of their own set of
responsibilities , mitigate barriers to
implementation of the safety
communication bundle , support data
collection and submission review data
and identify trends in quarterly
reports . Develop improvement
strategies to address patient safety
issues and participate in quarterly
safety forums . Safety Communication
Bundle implementation begins in fiscal
year 2022 Quarter one . Military
medical and dental treatment facilities
will implement safety communication
practices throughout the facility ,
monitor compliance , gather data and
report on SharePoint and use helpful
resources and tools . The D . H . A
patient safety program will continue
its actions from fiscal year 2021
finalized plans for evaluation and
sustainment , share and recognize
success stories and shape and pilot
learning resources . The D . H . A
patient safety program offers numerous
learning resources and tools to support
implementation of the communication
bundle . Most resources are available
through a dedicated SharePoint page
accessible through the patient safety
learning center . Here are some of the
learning resources you'll find on the
dedicated SharePoint page , procedural
instructions for the communication
bundle and surgical and procedural
safety practices , an implementation
guide for the communication bundle and
the D . H . Ready reliable care
communication toolkit , archived
webinars including a webinar
introducing the communication bundle ,
6 to 7 minute micro learning modules
that describe how to implement a
specific practice . These videos are
accessible through smartphone tablet
and computer brief to page information
sheets for each practice that can be
used as job aids or distributed during
group viewings of micro learning
modules , articles and power point
presentations for use and individual
study or with groups , Batch cards
featuring the I pass pneumonic and the
six communication bundle practices ,
posters with detailed steps for
implementing specific practices ,
checklists , trackers and tracers
online and printable forms to support
practice implementation schedules for
office hours and safety forums and a
list of frequently asked questions .
You hold the key to successful
implementation of the safety
communication bundle in your facility .
Review the D . H . A procedural
instructions for the communication
bundle and surgical and procedural
safety practices . The implementation
guide and other learning resources .
Talk about bundle practices with other
leaders and staff members ensure that
people in your facility understand what
is changing what is staying the same
and where to find the answers . Be a
champion for change . Stay positive
when things get difficult and encourage
others to do the same . Take note of
things that are not working and
escalate the information . Make these
practices part of your daily work and
your organizational DNA . Thank you for
viewing the ready , reliable care
safety communication bundle video . To
access additional resources related to
the communication bundle , including
the corresponding procedural
instruction and an implementation guide ,
visit the patient safety learning
center .