Evaluation
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The activity presented balanced, evidence-based content free of commercial bias.
The presenter(s) used an effective teaching strategy.
The presentation slides / digital materials / resources and handouts were high quality.
The content was relevant to / useful for my professional practice.
The activity contributed to my knowledge, skills, and capacity to enhance the delivery of patient care.
The overall quality of the educational activity was excellent.
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Analyze Department of Defense (DOD) direction to Patient Safety (PS) programs from key DOD publications.
Evaluate PS programs, directives, concepts, “safe culture” and “just culture”.
Relate patient safety goals within all Military Treatment Facilities (MTFs) and understand why PS is essential when medical professionals deploy and deliver “operational clinical services” in “expeditionary” or “deployed MTFs”.
Distinguish findings/gaps of the Air Force Audit Agency Report (AFAA, Jan 2011), as they relate to Defense Health Agency (DHA) requirements for PS in deployed MTFs, in agreement with (IAW) DOD Instruction (DODI) 6025.13 and DHA Program Manual (PM) (DHA-PM) 6025.13.
Relate the foundations of PS to the Deployed Patient Safety Program (DPSP).
Evaluate the need to operationalize the role of the PS Manager (PSM) at any deployed location.
Distinguish the relationship of our DPSP with the Patient Movement System (PMS) and Aeromedical Evacuation (AE).
Identify Air Force Expeditionary Medical Systems (AF EMS), Unit Type Code (UTC) position descriptions and sample deployment instructions for completing Category III Training Requirements.
Understand the value of the “leadership” role to PS programs (emphasis on Chief Medical Officer [CMO] Army Director of Clinical Care Services [DCCS], AF Chief of Medical Staff [CMS], AF Chief Nurse [CN] or Deputy Commander for Nursing [DCN]) and oversight roles.
Outline resources, point of contacts (POCs) leadership reach back and relevance of Clinical Practice Guidance (CPG) and national patient safety goal (NPSG) items.
Establish PS team, brief to executive staff with oversight of SGH/SGN, and PS Event Review Team (PS ERT).
Provide overview of PS to entire staff using the PS team members.
Review PS criteria and tools, such as, “Team Strategy and Tools to Enhance Performance and PS” (TeamSTEPPS), High Reliable Organization (HRO) principles and Ready Reliable Care (RRC) concepts.
Analyze the systems approach.
Deconstruct the significance of human factors.
Compare and relate “proactive” systems thinking and human factors to PS (“Accident Causation” or “Swiss Cheese” Model and “Systems Engineering Initiative for Patient Safety”) (SEIPS) Model.
Further breakdown the “Accident Causation Model” to the operational view of the SEIPS Model.
Discriminate “reactive” application of these approaches to PS findings, investigations, corrective actions, and relation to “Continuous Process Improvement” (CPI) or “Clinical Quality Improvements” (CQI).
Evaluate the basics of reporting event taxonomies.
Deconstruct the “Causal Continuum Hypothesis” (CCH) and recent data analyses.
Compare reporting responsibilities and Joint Patient Safety Reporting (JPSR) system overview and “Human Factors Analysis Classification System” (HFACS).
Summarize investigation methodologies and review resources and tools.
Compare PSM and PS team role in Patient Advocacy Program (PAP), patient complaint processes and the relationship to PS reporting.
Distinguish PSM with Risk Management (RM) and credentials/privileging responsibilities of CMO, SGH and DCCS.
Describe the PSMs role as staff advocate and relate to staff burn-out and second victim program champions.
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