U.S. Army Medical Department journal
-
To understand the complexity of the medical task force mission in support of Operation Iraqi Freedom, we must first understand the operational environment and its impact on the military healthcare system and the medical task force charged with its execution in theater. Historically the medical task force has focused almost exclusively on delivering a robust and accessible set of level II and III care and force health protection support since operations began in Iraq. ⋯ Whereas our predecessors rightly focused on delivering combat health support during their tenure, we focused on the future, laying the foundation for the eventual transition to an environment similar to that in the Republic of Korea as the security situation improves. The foundation laid during Operation Iraqi Freedom 07-09 can be the foundation for the Army and the military healthcare system's vision in creating and modifying the delivery of US standard healthcare in a combat theater.
-
Medical regulating operations and the theater medical rules of eligibility are inextricably linked in the delivery of combat health service support in the Iraq theater of operations. The link between medical regulating operations and the medical rules of eligibility is more than the medical regulating operations officer (MRO). In an operational environment as vast as Iraq involving host nation civilians, Iraqi military personnel, Iraqi dignitaries, and a host of other potential patients, the complex mission of executing medical regulating operations while adhering to medical rules of eligibility is an extremely dynamic undertaking. The theater MRO is always expecting-but never knows-what to expect in that next call or that next email.
-
An organization's mission, vision, and values are just words-intangible concepts, unactionable directives, and inconsequential thoughts. Without the emphasis, energy, and a defined process and framework, the words have little meaning to the organization. Task Force 62 created this organizational vision and communications strategy through a tested model based on Kaplan and Norton's continuing studies on organizational strategy. ⋯ We also saw the value added to our unit and task force growth and development and, in the process, learning and development as individuals. Future medical task forces will have the ability to gain ground and develop this model for conclusion. As the Army Medical Department (AMEDD) continues to develop and refine lessons learned, the CHSS model presented here can be the foundation for the AMEDD and DoD's vision in the creation and modification of schoolhouse programs of instructions and doctrine to be relevant to the maturing combat theater of operations.
-
During Operation Iraqi Freedom 07-09, Task Force 261 Multifunctional Medical Battalion managed an extensive dental care system stretching throughout the Iraq theater of operations. We illustrate several of the unique challenges faced by Task Force 261's headquarters and its dental and area support companies, and describe the remedies emplaced by the Task Force. Personnel structure, the evacuation chain, supply and facility management, dental civil-military operations, detainee care, information technology applications, and public health initiatives are discussed in detail.
-
The Army Medical Department (AMEDD) will play a key role in the transition of detainee healthcare operations from US control to a designated authority, whether it is Iraq or a third party. Although the AMEDD has garnered significant experience in the provision of detainee healthcare over the past 5 years, it would be prudent to implement an interagency approach to transitioning detainee healthcare. That transition must start with leveraging of the subject matter expertise of the US Bureau of Prisons and National Commission on Correctional Healthcare. Curriculum development of detainee healthcare in the program of instruction at the AMEDD Center and School is critical.