DOCSLIB.ORG

PDOCC (Physician's & Dentists' Organization of Contra Costa)

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
PDOCC (Physician's & Dentists' Organization of Contra Costa) MEMORANDUM OF UNDERSTANDING BETWEEN CONTRA COSTA COUNTY AND PHYSICIANS’ AND DENTISTS’ ORGANIZATION OF CONTRA COSTA NOVEMBER 1, 2019 – OCTOBER 31, 2022 PHYSICIANS’ & DENTISTS’ ORGANIZATION OF CONTRA COSTA TABLE OF CONTENTS SECTION 1 ORGANIZATION RECOGNITION ................................................. 3 SECTION 2 ORGANIZATION SECURITY 2.1 Dues Deduction .............................................................................. 3 2.2 Communicating With Employees .................................................... 3 2.3 Use of County Buildings .................................................................. 4 2.4 Advance Notice ............................................................................... 4 2.5 Written Statement for New Employees ........................................... 5 2.6 Notification of Dues Deduction Changes ........................................ 5 2.7 Assignment of Classes to Bargaining Units .................................... 6 2.8 Release Time for Training .............................................................. 6 2.9 Physicians and Dentists as Employees or Contractors ................... 6 SECTION 3 NO DISCRIMINATION .................................................................... 8 SECTION 4 SHOP STEWARDS AND OFFICIAL REPRESENTATIVES 4.1 Attendance at Meetings .................................................................. 8 4.2 PDOCC Representatives ................................................................ 9 SECTION 5 SALARIES 5.1 General Wage Increases ................................................................ 9 5.2 Appointment or Change of Assignment ........................................ 10 5.3 Step Advancement ........................................................................ 10 5.4 Payment ........................................................................................ 10 5.5 Part-Time Compensation .............................................................. 11 5.6 Compensation for Portion of Month .............................................. 11 5.7 Salary on Promotion – Residents .................................................. 11 5.8 Stipends ........................................................................................ 11 5.9 Electronic Health Records Incentive Program............................... 12 SECTION 6 DAYS AND HOURS OF WORK 6.1 Work Week Defined ..................................................................... 12 6.2 Employee Schedules .................................................................... 12 6.3 Additional Duty Pay ....................................................................... 13 6.4 Clinical On-Call Pay ..................................................................... 13 6.5 Nocturnist Pay ............................................................................... 13 6.6 Schedule Preparation ................................................................... 13 6.7 Operational Adjustments .............................................................. 13 6.8 Direct Patient Care and Administrative Time ................................ 14 Ambulatory Care Provider – Exempt ............................................. 14 Dentist – Exempt ........................................................................... 16 Emergency Medicine – Exempt .................................................... 17 Hospitalist – Exempt ..................................................................... 18 i Obstetrics & Gynecology (OBGYN) – Full Spectrum – Exempt .... 19 Obstet & Gyn (OBGYN)-Fam Med w/Focus in Adv Obs-Exempt .. 20 Optometrist – Exempt ................................................................... 21 Oral Surgeon – Exempt................................................................. 21 Pathologist – Exempt .................................................................... 22 Pediatrician – Ambulatory – Exempt ............................................. 22 Pediatrician – Hospital – Exempt .................................................. 23 Primary Care Provider – Exempt................................................... 24 Primary Care Provider–Limited (Hired before 11/1/19)–Exempt ... 26 Psychiatrist – Adult – Exempt ....................................................... 28 Psychiatrist – Pediatric – Exempt .................................................. 29 Psychiatrist – PES/Detention – Exempt ........................................ 29 Resident ........................................................................................ 29 6.9 Increase in Hours .......................................................................... 29 6.10 Time Stamping .............................................................................. 30 6.11 Time Reporting and Pay Practices Waiver ................................... 30 SECTION 7 HOLIDAYS 7.1 Holidays Observed ........................................................................ 30 7.2 Holiday is NOT Worked/Hol Falls on Scheduled Work Day .......... 31 7.3 Holiday is NOT Worked/Hol Falls on Scheduled Day Off ............. 31 7.4 Holiday is WORKED/Hol Falls on Scheduled Work Day ............... 32 7.5 Holiday is WORKED/Hol Falls on Scheduled Day Off .................. 32 7.6 Permanent Intermittent Employee ................................................ 33 SECTION 8 VACATION LEAVE 8.1 Vacation Allowance ....................................................................... 33 8.2 Accrual During Leave Without Pay ............................................... 34 8.3 Vacation Allowance for Separated Employees ............................. 34 8.4 Vacation Preference ..................................................................... 34 SECTION 9 SICK LEAVE 9.1 Purpose of Sick Leave .................................................................. 34 9.2 Credits To and Charges Against Sick Leave ................................ 35 9.3 Policies Governing the Use of Paid Sick Leave ............................ 35 9.4 Administration of Sick Leave ......................................................... 37 9.5 Disability ........................................................................................ 39 9.6 Workers’ Compensation ................................................................ 39 9.7 Accrual During Leave Without Pay ............................................... 41 9.8 State Disability Insurance .............................................................. 41 SECTION 10 LEAVE OF ABSENCE 10.1 Leave Without Pay ........................................................................ 41 10.2 General Administration-Leaves of Absence .................................. 42 10.3 Military Leave ................................................................................ 43 10.4 Family Care Leave or Medical Leave ............................................ 43 10.5 Pregnancy Disability Leave ........................................................... 45 10.6 Group Health Plan Coverage ........................................................ 45 10.7 Unauthorized Absence .................................................................. 45 ii 10.8 Leave Without Pay - Use of Accruals ........................................... 46 10.9 Leave Replacement & Reinstatement........................................... 46 10.10 Reinstatement from Family Medical Leave ................................... 46 10.11 Salary Review While on Leave of Absence .................................. 47 10.12 Furlough Days Without Pay .......................................................... 47 10.13 Unpaid Sabbatical Leave .............................................................. 47 SECTION 11 JURY DUTY AND WITNESS DUTY 11.1 Jury Duty ....................................................................................... 47 11.2 Witness Duty ................................................................................. 48 SECTION 12 MEDICAL, DENTAL & LIFE INSURANCE 12.1 Health Plan Coverages ................................................................. 49 12.2 County Health and Dental Plan Monthly Premium Subsidy .......... 49 12.3 Retirement Coverage .................................................................... 51 12.4 Family Member Eligibility Criteria .................................................. 54 12.5 Dual Coverage .............................................................................. 55 12.6 Medical Plan Cost-Sharing with Active Ees on and after 1/1/18 ... 55 12.7 Life Insurance Benefit Under Health and Dental Plans ................. 58 12.8 Supplemental Life Insurance ........................................................ 58 12.9 Health Care Spending Account ..................................................... 58 12.10 PERS Long Term Care ................................................................. 59 12.11 Voluntary Vision Plan .................................................................... 59 12.12 Health Savings Account with High Deductible Health Plan ........... 59 12.13 Dependent Care Assistance Program ........................................... 59 12.14 Premium Conversion Plan ............................................................ 60 12.15 Prevailing Section ......................................................................... 60 12.16 Rate Information ........................................................................... 60 12.17 Coverage Upon Separation ........................................................... 60 12.18 Partial
Load more

Recommended publications
  • Patient Referral Guidelines
    SULTANATE OF OMAN MINISTRY OF HEALTH MANUAL ON PATIENT REFERRAL GUIDELINES SECOND EDITION – 2004 DIRECTORATE GENERAL OF HEALTH AFFAIRS 1 PREFACE Patient Referral system is the back-bone of health services infrastructure, offering highest possible levels of health services to each and every member of the community through a network of Primary, Secondary, & Tertiary Health Care providing institutions. MOH assigns high priority to this essential component of health services, evidenced by a recent National Workshop and revision of the Manual on Patient Referral Guidelines within five years of publication of the previous edition of the manual. Manual on Patient Referral Guidelines has been revised in consideration with the changing needs of the community, rapid development of health services in Oman, and changing concepts in the medical profession. We have also attempted to make the referral system even more patient friendly, as well as making the manual user-friendlier. Following changes in the manual (and policies therein) make it simpler to read and understand, despite further elaboration of referral protocols and inclusion of beneficial and relevant information. 1. Permissibility of skipping service levels with certain explicit criteria applied. Thereby, offering referring clinicians a margin to select appropriate referral institution and save precious time of patients, making the referral system more patient friendly. 2. Necessary amendments in the Patient Referral Form, making it suitable to serve the purpose as an appointment request form and monitoring the referral system as well. 3. Revision of concepts and definitions for referral assessment criteria, and their incorporation in Monitoring & Reporting system. 4. Inclusion of scientific definitions for clinical categories of referrals i.e.
    [Show full text]
  • CAREER GUIDE for RESIDENTS
    Winter 2017 CAREER GUIDE for RESIDENTS Featuring: • Finding a job that fits • Fixing the system to fight burnout • Understanding nocturnists • A shift in hospital-physician affiliations • Taking communication skills seriously • Millennials, the same doctors in a changed environment • Negotiating an Employment Contract Create your legacy Hospitalists Legacy Health Portland, Oregon At Legacy Health, our legacy is doing what’s best for our patients, our people, our community and our world. Our fundamental responsibility is to improve the health of everyone and everything we touch–to create a legacy that truly lives on. Ours is a legacy of health and community. Of respect and responsibility. Of quality and innovation. It’s the legacy we create every day at Legacy Health. And, if you join our team, it’s yours. Located in the beautiful Pacific Northwest, Legacy is currently seeking experienced Hospitalists to join our dynamic and well established yet expanding Hospitalist Program. Enjoy unique staffing and flexible scheduling with easy access to a wide variety of specialists. You’ll have the opportunity to participate in inpatient care and teaching of medical residents and interns. Successful candidates will have the following education and experience: • Graduate of four-year U.S. Medical School or equivalent • Residency completed in IM or FP • Board Certified in IM or FP • Clinical experience in IM or FP • Board eligible or board certified in IM or FP The spectacular Columbia River Gorge and majestic Cascade Mountains surround Portland. The beautiful ocean beaches of the northwest and fantastic skiing at Mt. Hood are within a 90-minute drive. The temperate four-season climate, spectacular views and abundance of cultural and outdoor activities, along with five-star restaurants, sporting attractions, and outstanding schools, make Portland an ideal place to live.
    [Show full text]
  • The Provision of American Medical Services at Or Via Southampton During WWII
    The Provision of D-Day: American Medical Stories Services at or via from Southampton the Walls during WWII During the Maritime Archaeology Trust’s National Lottery Heritage Funded D-Day Stories from the Walls project, volunteers undertook online research into topics and themes linked to D-Day, Southampton, ships and people during the Second World War. Their findings were used to support project outreach and dissemination. This Research Article was undertaken by one of our volunteers and represents many hours of hard and diligent work. We would like to take this opportunity to thank all our amazing volunteers. Every effort has been made to trace the copyright hold-ers and obtain permission to reproduce this material. Please do get in touch with any enquiries or any information relating to any images or the rights holder. The Provision of American Medical Services at or via Southampton during WWII Contents Introduction ..................................................................................................................................... 2 Planning for D-Day and Subsequently ............................................................................................. 2 Royal Victoria Hospital, Netley near Southampton ......................................................................... 3 Hospital Trains .................................................................................................................................. 5 Medical Services associated with 14th Port ...................................................................................
    [Show full text]
  • Fleet Medicine Pocket Reference 2001
    Fleet Medicine Pocket Reference 2001 Surface Warfare Medicine Institute This booklet is designed to be useful to senior medical officers filling billets for CATF Surgeons and Officers-in-Charge of Fleet Surgical Teams. The information herein is derived from primary sources that are usually identified within the text. Non-referenced information is included in order to tap the experience of previous CATF Surgeons. Please send all correspondence concerning the content and style of this booklet to CDR Ralph Pene, MC, USN, at the address below. All feedback is useful, and updates are scheduled for release annually. This 2001 edition was updated by CDR Doug Kempf, MC, USNR. Surface Warfare Medicine Institute Building 500, Room 114 50 Rosecrans Street Naval Submarine Base San Diego CA 92106-4408 (619) 553-0097 email: [email protected] TABLE OF CONTENTS Acronyms and Abbreviations ................................................... 5 Bibliography............................................................................ 11 Blood Program ...................................................................... 14 BUMED-14 Message ............................................................. 23 Casualty Receiving and Treatment Ships .............................. 24 CATF Surgeon Tasks............................................................. 30 CLF Surgeon Tasks ............................................................... 32 Communications .................................................................... 33 Crisis Management
    [Show full text]
  • CAREER GUIDE for RESIDENTS
    CAREER GUIDE for RESIDENTS Featuring: • Peers offer welcome, ongoing support • Resident Response During Pandemic: • When the Dust Settles: Preventing a Mental This Is Our Time Health Crisis in COVID-19 Clinicians • Drive-in visits can fill the cracks of • Lessons learned from telemedicine telemedicine’s reach • Don’t put clinician burnout on the back burner • Nocturnists and residents Winter 2021 | careers.acponline.org AD0003 APage Template_Apage template 2/3/2021 10:57 AM Page 1 : 21 20 E ing eet C ne M edici N Internal M IE 21 20 R 1, V E ay IRT XP -M UAL E l 29 Apri Participate in the ACP Job Placement Center & ! $% & "!" "# " &#! # & virtually# $ For more information, send your name, email, additional contact information and specialty to: [email protected] 2021 Winter Career Guide for Residents Table of Contents Articles Peers offer welcome, ongoing support ..................................................................................2 By Charlotte Huff When the Dust Settles: Preventing a Mental Health Crisis in COVID-19 Clinicians ........5 By Stephanie B. Kiser, MD, MPH and Rachelle E. Bernacki, MD, MS Lessons learned from telemedicine ........................................................................................7 By Mollie Frost Don’t put clinician burnout on the back burner ................................................................. 11 By Disha Patel Resident Response During Pandemic: This Is Our Time ...................................................12 By Jesse E.
    [Show full text]
  • Review Style Sheet
    xxxxxxxxxx Canadian Military Hospitals at Sea 1914-1919 Jonathan C Johnson, OTB S there was an ocean between Canada and the fighting during WWI, the movement of casualties needing lengthy treatment required special arrangements. Many of the Acasualties returning home, especially in 1915 and 1916, came back to Canada on relatively empty troop ships (ex-passenger ships) and were accompanied by a small medical team. The more serious casualties came home on either hospital ships or ambulance transports, most of which were equipped as floating convalescent hospitals. Hospital ships and ambulance transports generally were identically equipped. The former were commissioned naval auxiliaries painted white with green stripe and large red crosses and protected by the Geneva Convention (Figure 1). The latter were normal naval auxiliaries painted troop ship colours that sailed in convoy and were not protected by the Geneva Figure 1. Colour postcard of HMHS LETITIA with the correct Convention. Like most military colour scheme for a commissioned hospital ship under the Geneva Convention. units each ship had an ‘Orderly Room’ where mail could be posted and, if lucky, picked up upon arrival at port. Military service personnel overseas could post mail unpaid. For much of the war, the Canada Post Office added postage upon arrival in Canada so postage due would not be applied. Canada had six hospital ships and ambulance transports during WWI. Of this number, two were lost while in service. A return trip from Liverpool to Canada and back took one month. HMCHS PRINCE GEORGE The HMCHS PRINCE GEORGE was Canada’s only naval hospital ship.
    [Show full text]
  • South Dakota Health and Educational Facilities Authority (The “Authority”) Will Issue Its $213,690,000* Revenue Bonds
    PRELIMINARY OFFICIAL STATEMENT DATED AUGUST 14, 2017 NEW ISSUE RATINGS: See “RATINGS” herein. BOOK-ENTRY ONLY Subject to compliance by the Authority and the Members of the Obligated Group with certain covenants, in the opinion of Bond Counsel, under present law, interest on the Series 2017 Bonds is excludable from gross income of the owners thereof for federal income tax purposes and is not included as an item of tax preference in computing the alternative minimum tax for individuals and corporations. See “TAX EXEMPTION” herein for a more complete discussion. $213,690,000* SOUTH DAKOTA HEALTH AND EDUCATIONAL FACILITIES AUTHORITY Revenue Bonds, Series 2017 (Regional Health) Dated: Date of Delivery Due: September 1, as shown on the inside front cover Maturities, Principal Amounts, Interest Rates, Yields/Prices and CUSIPs® as Shown on the Inside Front Cover The South Dakota Health and Educational Facilities Authority (the “Authority”) will issue its $213,690,000* Revenue Bonds, Series 2017 (Regional Health) (the “Series 2017 Bonds”) through a book-entry system under a Bond Trust Indenture dated as of September 1, 2017 (the “Bond Indenture”), between the Authority and The First National Bank in Sioux Falls, as bond trustee for the Series 2017 Bonds (the “Bond Trustee”), and loan the proceeds thereof to Regional Health, Inc., a South Dakota nonprofit corporation (the “Corporation”), for the purpose of financing the improvement of certain facilities of the Corporation and other Members of the Obligated Group (as defined herein) located in South Dakota and refunding all or a portion of certain outstanding bonds. See “PLAN OF FINANCE” herein.
    [Show full text]
  • Pdf (Accessed 2020 June 15)
    Research Impact of an internal medicine nocturnist service on care of patients with cancer at a large Canadian teaching hospital: a quality-improvement study Richard Dunbar-Yaffe MDCM MSc, Robert C. Wu MD MSc, Amit Oza MBBS, Victoria Lee-Kim BMSc, Peter Cram MD MBA Abstract Background: Nocturnists (overnight hospitalists) are commonly implemented in US teaching hospitals to adhere to per-resident patient caps and improve care but are rare in Canada, where patient caps and duty hours are comparatively flexible. Our objective was to assess the impact of a newly implemented nocturnist program on perceived quality of care, code status documentation and patient outcomes. Methods: Nocturnists were phased in between June 2018 and December 2019 at Toronto General Hospital, a large academic teaching hospital in Toronto, Ontario. We performed a quality-improvement study comparing rates of code status entry into the elec- tronic health record at admission, in-hospital mortality, the 30-day readmission rate and hospital length of stay for patients with cancer admitted by nocturnists and by residents. Surveys were administered in June 2019 to general internal medicine faculty and residents to assess their perceptions of the impact of the nocturnist program. Results: From July 2018 to June 2019, 30 nocturnists were on duty for 241/364 nights (66.5%), reducing the mean maximum over- night per-resident patient census from 40 (standard deviation [SD] 4) to 25 (SD 5) (p < 0.001). The rate of admission code sta- tus entry was 35.3% among patients admitted by residents (n = 133) and 54.9% among those admitted by nocturnists (n = 339) (p < 0.001).
    [Show full text]
  • Pediatric Hospitalist Nocturnist South Bend, Indiana
    Pediatric Hospitalist Nocturnist South Bend, Indiana Want to be awesome too? Beacon Children’s Hospital Critical Kids, a Beacon Medical Group practice, is seeking a BC/BE Pediatric Hospitalist Nocturnist to join an existing group of seven (7) awesome pediatric hospitalists providing evidence-based, high quality care. This hospitalist group has been practicing since 2007. Schedule is comprised of in-house 12-hour and 6-hour shifts and responsibilities include general and subspecialty pediatric care and moderate sedation. No NICU, nursery, or delivery coverage. Pediatric multi-specialty coverage consists of neurology, behavioral/developmental peds, gastroenterology, C/A psychiatry, pulmonology/sleep medicine, infectious disease, and hematology/oncology. In 2017, Beacon Health System opened Beacon Childrens’ Hospital, a NACHRI designated children’s hospital since 2004. This brand new $49 million dollar addition to Memorial Hospital of South Bend is the regions only Childrens’ Hospital that covers 15 counties and serves 31 hospitals. Beacon Childrens’ Hospital has a 39 bed Level III NICU including 9 NIC2 beds where post-partum moms can share a hospital room with their infant requiring NICU care (the first in the nation!), as well as a 12 bed PICU staffed by Pediatric Intensivists and a 23 bed general/subspecialty pediatric unit. Memorial Hospital South Bend is the only Trauma Center in the region. Affiliation with Indiana University School of Medicine and Memorial Hospital Family Medicine Residency allows for teaching of medical students and supervision of post-graduate trainees on rotations of the pediatric patients. Beacon Medical Group, a division of Beacon Health System, is the largest, most integrated medical group in the region, employing more than 250 physicians and 125 advanced practice clinicians and representing over 35 different specialties throughout northern Indiana and southwestern Michigan.
    [Show full text]
  • Fm 8-10-14 Employment of the Combat Support Hospital Tactics, Techniques, and Procedures
    FM 8-10-14 FIELD MANUAL HEADQUARTERS No. 8-10-14 DEPARTMENT OF THE ARMY Washington, DC, 29 December 1994 FM 8-10-14 EMPLOYMENT OF THE COMBAT SUPPORT HOSPITAL TACTICS, TECHNIQUES, AND PROCEDURES Table of Contents PREFACE CHAPTER 1 - HOSPITALIZATION SYSTEM IN A THEATER OF OPERATIONS 1-1. Combat Health Support in a Theater of Operations 1-2. Echelons of Combat Health Support 1-3. Theater Hospital System CHAPTER 2 - THE COMBAT SUPPORT HOSPITAL 2-1. Mission and Allocation 2-2. Assignment and Capabilities 2-3. Hospital Support Requirements 2-4. Hospital Organization and Functions 2-5. The Hospital Unit, Base 2-6. The Hospital Unit, Surgical CHAPTER 3 - COMMAND, CONTROL, AND COMMUNICATIONS OF THE COMBAT SUPPORT HOSPITAL DODDOA-004215 ACLU-RDI 320 p.1 3-1. Command and Control 3-2. Communications CHAPTER 4 - DEPLOYMENT AND EMPLOYMENT OF THE COMBAT SUPPORT HOSPITAL 4-1. Threat 4-2. Planning Combat Health Support Operations 4-3. Mobilization 4-4. Deployment 4-5. Employment 4-6. Hospital Displacement 4-7. Emergency Displacement 4-8. Nuclear, Biological, and Chemical Operations APPENDIX A - TACTICAL STANDING OPERATING PROCEDURE FOR HOSPITAL OPERATIONS A-1. Tactical Standing Operating Procedure A-2. Purpose of the Tactical Standing Operating Procedure A-3. Format for the Tactical Standing Operating Procedure A-4. Sample Tactical Standing Operating Procedure (Sections) A-5. Sample Tactical Standing Operating Procedure (Annexes) APPENDIX B - HOSPITAL PLANNING FACTORS B-1. General B-2. Personnel and Equipment Deployable Planning Factors B-3. Hospital Operational Space Requirements B-4. Logistics Planning Factors (Class 1, II, III, IV, VI, VIII) APPENDIX C - FIELD WASTE Section I - Overview DODDOA-004216 ACLU-RDI 320 p.2 • C-1.
    [Show full text]
  • Joint CAFM Comments on the FY 2022 IPPS Proposed Rule
    June 8, 2021 The Honorable Chiquita Brooks-LaSure Administrator Centers for Medicare & Medicaid Services Department of Health and Human Services 7500 Security Boulevard Baltimore, MD 21244 Re: CMS-172-P; Medicare Program; Hospital Inpatient Prospective Payment Systems for Acute Care Hospitals and the Long-Term Care Hospital Prospective Payment System and Proposed Policy Changes and Fiscal Year 2022 Rates Dear Administrator Brooks-LaSure: On behalf of the Council of Academic Family Medicine (CAFM), including the Society of Teachers of Family Medicine, Association of Departments of Family Medicine, Association of Family Medicine Residency Directors, and the North American Primary Care Research Group, as well as the American Academy of Family Physicians (AAFP) we write to provide comments on the FY 2022 Medicare Inpatient Prospective Payment System proposed rule. The Graduate Medical Education (GME) provisions included in the Consolidated Appropriations Act, 2021, will help strengthen the GME program and diversify training options for resident physicians. A recent report projects that the U.S. will face a shortage of between 54,100 and 139,000 physicians by 2033.1 Currently, most physicians are trained at large academic medical centers in urban areas. Evidence indicates physicians typically practice within 100 miles of their residency program, meaning that the current distribution of trainees also leads to physician shortages in medically underserved and rural areas.2 These shortages result in access barriers and disparities in health outcomes for Medicare beneficiaries and other patients living in rural communities.3 However, our organizations believe that the implementation of these GME provisions could help to correct the maldistribution of physicians and ultimately improve equitable access to high-quality care.
    [Show full text]
  • Medical Railroading During the Korean War 1950-1953
    Medical Railroading During the Korean War By Dr. Eric A. Sibul PhD Baltic Defence College, Tartu, Estonia 1950-1953 hile the role of rail transportation during the of the conflict were carefully studied in Prussia and other American Civil War, World War I, and World German states.3 In the Franco-Prussian War (1870-1871), WWar II has largely been acknowledged by historians, the the Prussians improved on American evacuation concepts, importance of railroads in the Korean War 1950-1953, devising an elaborate medical evacuation system based on like the conflict itself, has mostly been forgotten. Both railway transport. The relatively small number of deaths sides, the United Nations Command and the Communist from wounds of German forces attested to the success of forces, relied heavily on railroad transportation during this system. Casualties were evacuated from the front lines the hostilities. to the interior of Germany by special trains that were staffed Though described as a limited war, the Korean Conflict by surgeons, nurses, pharmacists, and cooks. The most was not a small war: Large quantities of men and materiel heavily wounded were removed from the train into hospitals moved up and down the Korean peninsula. Due to the situated in towns nearest the frontier, and their places were inherent efficiency of railways in large-scale movements filled with men whose wounds were healing; the process and the inadequacy of roads and air transport, railways held continued into the interior of Germany. Observers of the a paramount role in UNC-theater military transportation. German medical evacuation system noted the favorable Approximately 95 percent of all supplies that were cleared effect on the morale of soldiers.
    [Show full text]