Fort Riley's Irwin Army Community Hospital reaches safety pinnacle

By IACH Public AffairsJuly 7, 2016

Fort Riley's Irwin Army Community Hospital reaches safety pinnacle
Staff members of Fort Riley's Irwin Army Community Hospital display the distinguished Army Safety and Occupational Health Star Strong flag. The flag was awarded during a ceremony June 22 by Maj. Gen. Thomas R. Tempel Jr., Commanding General, Regional... (Photo Credit: U.S. Army) VIEW ORIGINAL

FORT RILEY, Kan. -- Irwin Army Community Hospital earned the Army Safety and Occupational Health Star Strong flag award. A ceremony was held June 22 at the Fort Riley hospital to recognize the staffs' commitment to safety.

Maj. Gen. Thomas R. Tempel Jr., commanding general, Regional Health Command -- Central (Provisional) presented the award to IACH leaders and staff.

"To earn this recognition shows a commitment to safety," Tempel said. "Safety is not about checking a box or a monthly briefing; it's a culture change. This says you have a world-class health system and that safety is part of your culture."

Irwin Army Community Hospital is the second hospital in RHC-C, and one of 30 from 120 hospitals military-wide, to earn the Army Star Strong flag.

"To get certified and earn this star says a tremendous amount about the IACH leadership and how much they care about the people they serve," he said.

The Army Star Strong flag recognizes organizations that go beyond the standard set for patient and organizational safety. Attaining the certification involves a three-year journey of collaboration, commitment and change for every member of the organization. There are 243 task specific elements of performance that must be understood and modeled at every level.

"The key to earning star status is keeping safety at the forefront of everything we do," Ron Knight, IACH Safety and Occupational Health Manager said. "Staff must remain accountable to each other; leaders provide support and direction for safety performance and outcomes. Initial achievement momentum can be easily lost; leaders and staff must truly buy into the vision to continually energize it."

Getting everyone in the organization to recognize unsafe conditions and personally take action to correct the hazard is only part of changing the culture. "From top to bottom," Knight said, "the organization must continually renew its efforts to go beyond the minimum standard to maintain a culture of safety. We no longer accept the old adage of 'it's someone else's job.' IACH staff takes it upon themselves to provide a safe working environment, promote safety, reduce workplace injuries and hold each other accountable for safety performance."