Good morning, Victor Gonzalez. It is my pleasure to welcome you to this presentation by Safe and Reliable, our partners in the exquisite contract work. It is my pleasure to welcome the S&R team, we welcomed today by Jeff Dunaway, Donald Kennerly and I'll be turning it over to Amelia Brooks, for the presentation. Good morning Amelia, welcome to the call. Good morning, everyone. Thank you for having us. OK, so the goal today, is to share with you an outline of the framework that we use and that we've developed a safe and reliable, for visualizing and driving high reliability in health care. And the framework itself is the culmination of standing on the shoulders of lots of giants and geniuses around the world. So, as we go through some of the concepts, you'll recognize that we'll be talking about improving methodology, we'll be talking about continuous learning, we'll be talking about culture. It links very closely back to the framework that Safe and Reliable developed in partnership with IHI a few years ago, called The framework for Safe and Reliable health care. And it also links to many other high reliability frameworks around the world. And what we're trying to do essentially, is to give everybody a shared lens, some common language and an approach that makes it easy for people to understand what we mean by HRO and how that applies in health care and to use a health care metaphor. One of the ways we typically describe that is that, when we talk of health care, we talk about the human bodies and how physiology functions. And that includes cells who make up organs, which make up organ systems, which make up an entire functioning human body. And you can apply that same metaphor to health care organizations, where we have individuals who function as parts of disciplinary teams and multidisciplinary teams. Those teams make up departments and service lines and units. And all of those come together to form the entire organization. So we're trying to create a healthy organization. And in order to do that, every single individual has to have line of sight in the same framework and the same language in mind. And so that's the sort of metaphor that we'll come back to at the end of this presentation. But over the next 40 minutes or so, Don, my colleague and myself, we'll be just walking you through on some of the concepts that underpin the framework. There's an awful lot there, so we'll try not to go too fast and we'll try to stick to the real highlights. And any questions, comments that you have along the way and just put them in the chat, it would be lovely to get time to sort of reflect on those together at the end. And one of the phrases that we would always apply in this work, is this is always all teach, all learn. So, anything that we hear from you, helps us to continue to improve and add new concepts and ideas to the work that we do this. There's never an end in sight with these kinds of journeys. It's always a continuous improvement endeavor. And so hearing your reflections, would be a wonderful thing as we move through. The next slide please, Victor. Page 2 of 3 So this is the framework itself and you're one of the first groups in the world to be seeing this new framework. We recently did a lot of work to update it, to add in some new concepts and sort of really bring it into the 21st century. And a couple of things that you'll notice, one is that around the outside of this framework is a gear mechanism. And that's really designed to demonstrate what I said earlier, that this is a continuous improvement journey. This never ends, there's not a place where you get to where you say, we're now in HRO we can sit back, there's nothing else to do. We've checked all those boxes and HRO's are continually looking for what's the next system that's going to degrade, what's the next signal of a potential culture failure that we need to be paying attention to, what's the next thing that might go wrong. All systems naturally degrade over time, so the continuous effort and momentum is pretty crucial there. And then you'll also notice that the framework contains four major domains and then 12 components that make up those domains. We'll get to this in a second, but what's really important to just call out, is that the care that exists at the center of the framework, speaks to both the care of our patients and families and doing that in partnership with them. So there's real poverty there in terms of experience and also the care of our staff. So healthy happy teams provide better care and there's plenty of evidence out there in the world to support that. So, creating a shared dual goals that are improving experiences for patients as well as the improving experiences for staff, is really what unites the framework and the outcomes of this framework together in people's minds. And next slide, please, Victor. And so on this next slide, these are really just the highlights of the individual domain. So there are four major domains that exist within the framework. Those are leadership, culture, knowledge, and learning system. As we work through those domains in a second, what we'll do is describe each of the individual components that make up each of the domains, as we kind of meander through this morning. But just to give you an idea of the highlights within each of those areas, and what you'll see is that when we talk about leadership, we're talking about concepts of leadership that are characterized by non-negotiable, mutual respectable, every single person every day. So the consistency, the continuity of those kinds of behaviors, are really, really important to highlight. And then you'll see we've called out them as leaders leadership, being guardians of the learning system. And what that means, is that they contribute not only by learning the skills of the learning system, but also by removing the barriers to learning. That might also entail them being examples of the culture. So for example, one of the biggest barriers to good learning, is a lack of psychological safety. So by creating better psychological safety in organization, leaders help to support the learning system and help that to function. And then there's the commitment to visible action. So one of the phrases you'll hear is that a couple of times is HRO. In leadership of the HRO is a contact spot, is not something you give permission to and sit back and let it happen. We've all got to be in the game playing and getting