DOCSLIB.ORG

Deployment and Employment of the Combat Support Hospital

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
Deployment and Employment of the Combat Support Hospital FM 8-10-14 CHAPTER 4 DEPLOYMENT AND EMPLOYMENT OF THE COMBAT SUPPORT HOSPITAL 4-1. Threat for the sustainment of forces. Planning CHS is a continuous and demanding process. The hospital a. The military threat facing the US commander and his staff must constantly assess Armed Forces is massive. For years, the Com- new information for its impact on current and munist military forces were considered to be our future support requirements. Hospital comman- major adversary. Now we must not only remain ders must understand how their actions should cognizant of the potential threat of major global complement their higher headquarters plan. powers, but we must also maintain an awareness Misinterpretations can lead to counterproductive of the various threats and trouble spots of Third actions and potentially disastrous results. Two World countries. Once considered not to be a primary factors hospital planners must be knowl- major threat, the Third World regional powers edgeable of are the higher commander’s intent pose a threat to US security and interests world- and the mission, enemy, terrain, troops, and wide. These countries now have the capability of time available (METT-T). The planning process conducting hostile activities, and during wartime for future missions should not be isolated from or periods of crisis, of supporting espionage, current support actions. The planning process subversion, and sabotage operations. Highly should be flexible and adaptive to the situation destructive regional wars remain a danger. and the hospitals’ mission. Combat health Potential aggressors will be well armed with support elements should be deployed in the modern aircraft and armored forces. They will appropriate mix, in a logical sequence, based on likely be equipped with highly sophisticated and the supported forces. state-of-the-art weaponry systems. The prolifera- tion and use of NBC weapons by developing nations will continue to pose a threat. They could attack using NBC weapons, powerful conven- 4-3. Mobilization tional weapons, or an assortment of both. The US Army will most likely face regional threats a. Concept of Operations. attempting to expand their sphere of influence by force. (1) In the event of contingencies in support of OOTW or war, the DOD initiates b. Another major threat to US forces appropriate action for the deployment of forces in deployed outside continental United States response to the scenario. Based on the situation, (OCONUS) is that of a medical threat. Elements selected Active Component (AC) and Reserve of the medical threat include naturally occurring Component (RC) CSHs and other units are infectious diseases (also referred to as endemic alerted through command channels. For those diseases), environmental extremes, and combat units located in CONUS, the United States Army stress. For a detailed discussion of medical threat Forces Command (FORSCOM) uses the appro- elements, see FM 8-10. priate CAPSTONE trace and programs, the Time- Phased Force Deployment Data List (TPFDDL) 4-2. Planning Combat Health Support based on the theater commander’s requirements, Operations and the air and sea resources available. For deployable AC hospitals, an increase in readiness Combat health support is an integral part of the posture (defense readiness conditions [DEFCON]) force structure and is vital to all contingencies is directed by the post or installation commander, 4-1 FM 8-10-14 or by higher headquarters. For RC hospitals, Appendix F can be used as a guide for developing mobilization notification constitutes an increase deployment operation procedures in support of in readiness posture. movement by air and surface modes, or a com- bination thereof. The checklists are applicable to (2) Deployment operations for hos- both AC and RC units. The checklists are pital readiness validation are controlled through detailed only as a guide for commanders. the post or installation emergency operations Installation mobilization stations and/or higher center (EOC) according to established plans and headquarters may prescribe different procedures regulations. The EOC plans and coordinates all for your unit. deployment preparation support for the deploying hospital and monitors and controls all facets of (2) Active Component hospitals the deployment operation, to include reporting to maintain the capability necessary to achieve a higher headquarters. deployment posture in the time required by any alert warning order or deployment instructions (3) The hospitals may deploy by received. For planning purposes, the readiness land, sea, or air (or a combination of these posture maintained is consistent with the shortest modes) from locations designated by higher notification period presented in the mobilization headquarters. Priority of effort is given to those plan. modes of movement outlined in current plans. (3) Reserve Component hospitals (4) Active Component hospitals maintain the readiness posture necessary to meet maintain the capability for emergency deploy- planned deployment dates contained in current ment on short notice to execute assigned missions. FORSCOM and mobilization documents. Upon arrival at the designated mobilization site, hos- (5) RC hospitals must attain and pitals are placed in an increased or advanced maintain the capability for mobilizing on short deployability posture based on the published notice and arriving at their designated mobili- priorities of plans for which the hospitals are zation site according to unit mobilization plans. listed. The hospitals are managed through the RC chain of command, with input by the (6) Once mobilization is validated, mobilization installation commander during the hospitals prepare for deployment on short notice premobilization period. (72 hours or less). During validation, appropriate status reports are submitted to higher head- (4) All hospitals are scheduled for quarters. deployment validation by unit line number based on the published validation schedule. Hospitals b. Conduct of Operations. can be expected to deploy within 72 hours fol- lowing validation. Actual deployment date and (1) Commanders of deploying hos- times are as directed by higher headquarters. pitals develop movement plans and TSOPs to accomplish the necessary preparations for deployment. Provisions for accomplishing all 4-4. Deployment required training and other requirements to be accomplished during all phases of the deploy- a. When directed by higher head- ment are identified. The checklists contained in quarters through the port call or airlift message, 4-2 FM 8-10-14 the CSH will move to the port of embarkation • Personnel replacements. (POE) for deployment. Deployment from the POE will be as directed by the United States • Uniform requirements. Transportation Command. Upon arrival at the theater point of entry, it is essential that con- • Emergency warning signals. tact with the assigned medical brigade or group be made immediately. Normally, the medical • Religious support. brigade or group has liaison personnel to meet and assist the hospital staff with coordination and movement to its AO. As equipment and supplies • Vehicle and unit movement are off-loaded, they are moved to a designated requirements. receiving area for consolidation and movement. An inventory for accountability and damage • Geneva Conventions (see assessment is conducted. Vehicles are serviced Appendix G). and necessary repairs are made, or coordination is made with the supporting maintenance element • Supply support activities and for the repairs. Documentation for replacement procedures (all classes). of unusable supplies or equipment damaged beyond repair is initiated through the medical b. In a force projection Army, METT-T brigade or group headquarters element. Vehicle will drive the amount of supplies required to loads are adjusted for convoy operations. For support the force. For planning purposes, the equipment that was transported separately from hospital normally deploys with 10 days of medical the hospital, coordination is made for receiving supplies; the medical assemblage for each work and transporting it upon arrival. Once the hos- area contains a basic load of 3 days of supply; and pital has moved to its AO, the medical brigade or the medical supply set maintained by the supply group staff elements conduct formal personnel and service division contains a 7-day basic load in-processing and an orientation on current for the entire hospital. In a maturing theater, operating policies and procedures. The orien- medical resupply is accomplished by pre- tation includes information on the following: configured resupply packages until the corps MEDLOG battalion (forward) has been estab- • Mission update, to include geo- lished. These “push packages” are throughput graphical support area. directly to the hospital via the transportation system. These packages may be pre-positioned • Combat health support issues. “mobilization stocks,” or may be built and shipped from the Defense Logistics Agency (DLA) depot • Host-nation (HN) support. system. Hospital logistics personnel coordinate with their next higher command headquarters for all logistical support to include resupply. • Local laws and customs. Early deploying hospitals that arrive prior to their higher medical C2 headquarters must coordinate • Threat update. with port transportation personnel for shipment and receipt of supplies and equipment. Once the • Security requirements. MEDLOG battalion (forward) has been estab- lished, hospital logistics personnel coordinate
Load more

Recommended publications
  • Operation Just Cause, the Joint Military Incursion in the Republic Of
    1990 - 1999 Students training on the new TAMMIS system (U.S. ArmyPhoto) peration Just Cause, the joint military incursion in the Republic of Panama, continued, although fighting throughout Othe country had subsided. Fort Sam Houston and San Antonio Joint Medical Command were alerted on 19 December to activate their contingency plans for support and prepare to receive large numbers of casualties. BAMC received 43 casualties during the conflict and, fortunately, all injuries were diagnosed as minor. All of FSH played a major role in ensuring soldiers in combat support readiness roles were prepared to respond in whatever capacity necessary. (“Panama: FSH Responds to Major Crisis,” News Leader, 5 Jan 1990) A new “tool” traveled with the 41st Combat Support Hospital during a week of training at Camp Bullis. The new tool was a computer program that became part of the Theater Army Medical Management Informa- tion System (TAMMIS). TAMMIS enhanced health care combat sup- port hospitals by assisting medical personnel in the management and On June 15, a proposal was authorized to commission all warrant offi- accountability of patients and logistics. It had an automated, on-line cers who served as active duty physicians assistants. Awaiting congres- interactive microcomputer system that assisted units by providing ac- sional approval, the legislative change allowed PAs to join the Army curate and timely medical information in blood management, patient Medical Service Corps and to apply constructive service credits when accounting and reporting, supply maintenance, and optical fabrication. converting to commissioning. The change was made in hopes of mak- ing the Army more competitive, and of recruiting and retaining quality (“Computer Program Provides Army with Pertinent Soldier Information,” News Leader, 9 Feb 1990) physician assistants.
    [Show full text]
  • New Equipping Strategies for Combat Support Hospitals
    ARROYO CENTER and RAND HEALTH Center for Military Health Policy Research THE ARTS This PDF document was made available from www.rand.org as CHILD POLICY a public service of the RAND Corporation. CIVIL JUSTICE EDUCATION Jump down to document ENERGY AND ENVIRONMENT 6 HEALTH AND HEALTH CARE INTERNATIONAL AFFAIRS The RAND Corporation is a nonprofit institution that NATIONAL SECURITY POPULATION AND AGING helps improve policy and decisionmaking through PUBLIC SAFETY research and analysis. SCIENCE AND TECHNOLOGY SUBSTANCE ABUSE TERRORISM AND HOMELAND SECURITY Support RAND TRANSPORTATION AND INFRASTRUCTURE Purchase this document WORKFORCE AND WORKPLACE Browse Books & Publications Make a charitable contribution For More Information Visit RAND at www.rand.org Explore the RAND Arroyo Center RAND Health View document details Limited Electronic Distribution Rights This document and trademark(s) contained herein are protected by law as indicated in a notice appearing later in this work. This electronic representation of RAND intellectual property is provided for non-commercial use only. Unauthorized posting of RAND PDFs to a non-RAND Web site is prohibited. RAND PDFs are protected under copyright law. Permission is required from RAND to reproduce, or reuse in another form, any of our research documents for commercial use. For information on reprint and linking permissions, please see RAND Permissions. This product is part of the RAND Corporation monograph series. RAND monographs present major research findings that address the challenges facing the public and private sectors. All RAND monographs undergo rigorous peer review to ensure high standards for research quality and objectivity. New Equipping Strategies for Combat Support Hospitals Matthew W.
    [Show full text]
  • S 0926 State of Rhode Island
    2021 -- S 0926 ======== LC002865 ======== STATE OF RHODE ISLAND IN GENERAL ASSEMBLY JANUARY SESSION, A.D. 2021 ____________ S E N A T E R E S O L U T I O N CONGRATULATING COLONEL KIMBERLEE AIELLO ON HER RETIREMENT FROM THE UNITED STATES ARMY AFTER TWENTY-NINE YEARS OF DEVOTED AND DISTINGUISHED SERVICE TO OUR NATION Introduced By: Senator Hanna M. Gallo Date Introduced: May 21, 2021 Referred To: Placed on the Senate Consent Calendar 1 WHEREAS, Colonel Kimberlee “Kim” Aiello is a native Rhode Islander who was 2 commissioned as a Second Lieutenant in the United States Army Medical Service Corps through 3 the Northeastern University ROTC program as a Distinguished Military Graduate. She is 4 currently working as the Public Market Director for Health Information Systems, 3M; and 5 WHEREAS, Colonel Aiello’s previous Army assignments have included serving as an 6 Adjutant for the 55th Medical Group, Treatment Platoon Leader, Ambulance Platoon Leader, and 7 Company Executive Officer for the 261st Multifunctional Medical Battalion, as an S1/Adjutant, 8 for the 28th Combat Support Hospital at Fort Bragg, and in other senior positions at Fort Hood, 9 Fort Lewis and the Office of the Surgeon General. She also served at Fort Bragg as the Secretary 10 to the General Staff, 44th Medical Command and as the G3 to the 44th Medical Command, and 11 as an Executive Officer with the 32nd Multifunctional Medical Battalion where she deployed in 12 support of Operation Iraqi Freedom (OIF); and 13 WHEREAS, Colonel Aiello has held numerous commands throughout her distinguished 14 military career including serving as the Commander of Bravo Company, 28th Combat support 15 Hospital at Fort Bragg, Commander of Echo Company, 704th Division Support Battalion, 4th 16 Infantry Division, Fort Hood, Commander of the 56th Multifunctional Medical Battalion, 62nd 17 Medical Brigade, Joint Base Lewis McChord, and of the 10th Combat Support Hospital at Fort 18 Carson, where she deployed in support of Operations Spartan Shield and Inherent Resolve 19 (OSS/OIR).
    [Show full text]
  • Wartime Burn Care in Iraq: 28Th Combat Support Hospital, 2003
    MILITARY MEDICINE, 172, 11:1148, 2007 Wartime Burn Care in Iraq: 28th Combat Support Hospital, 2003 Guarantor: COL Leopoldo C. Cancio, MC USA Contributors: LTC Louis R. Stout, AN USA*; COL James R. Jezior, MC USA†; LTC Lisette P. Melton, AN USA†; LTC Joy A. Walker, AN USA†; Matthew L. Brengman, MD†; LTC Sonia T. Neumeier, AN USA†; MAJ Robin L. Smith, AN USA†; CPT Christopher A. Vanfosson, AN USA†; COL Thomas E. Knuth, MC USA (Ret.)‡; COL John B. Holcomb, MC USA*; COL Leopoldo C. Cancio, MC USA* Introduction: The U.S. Army 28th Combat Support Hospital those soldiers in the CZ [combat zone] who fall within the corps (CSH), an echelon III facility, deployed to Iraq at the start of evacuation policy, or to stabilize patients for further evacua- Downloaded from https://academic.oup.com/milmed/article/172/11/1148/4578012 by guest on 25 September 2021 military operations in 2003. Shortly after arrival, it was desig- tion.”1 The evacuation policy, which determines how long casu- nated as the hospital primarily responsible for burn care for alties may remain in the combat zone once wounded, is tailored the U.S. military in Iraq. This report reviews the experience of to the situation on the ground. In 2003 in Iraq, this policy called the CSH with burn care during combat operations. Methods: An after-action review was conducted during a 2-day period for air evacuation within 72 hours after injury and provided the after the hospital’s redeployment. Results: Between April 11, CSH with a 7-day holding capacity.
    [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]
  • Employment of the Combat Support Hospital Tactics, Techniques, and Procedures
    FM 8-10-14 Table of Contents RDL Document Download Homepage Information Instructions 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 http://www.adtdl.army.mil/cgi-bin/atdl.dll/fm/8-10-14/toc.htm (1 of 9) [1/9/2002 10:43:35 AM] FM 8-10-14 Table of Contents 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 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 http://www.adtdl.army.mil/cgi-bin/atdl.dll/fm/8-10-14/toc.htm (2 of 9) [1/9/2002 10:43:35 AM] FM 8-10-14 Table of Contents 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.
    [Show full text]
  • Blood Products Advisory Committee Curriculum Vitae Jeremy Perkins
    Revised: 9/11/2019 CURRICULUM VITAE JEREMY G. PERKINS, MD FACP HEMATOLOGIST/ONCOLOGIST EDUCATION Fellowship: Hematology/Oncology, Walter Reed Army Medical Center, Washington, DC 2000- 2003 Residency: Internal Medicine, Walter Reed Army Medical Center, Washington, DC, 1998-2000 Internship: Internal Medicine, Walter Reed Army Medical Center, Washington, DC, 1997-1998 Medical School: Uniformed Services University of the Health Sciences, Bethesda, MD, 1993-1997 F. Edward Hebert School of Medicine Undergraduate: United States Military Academy, West Point, NY, 1989-1993 Bachelor of Science. Major: Life Sciences Minor: Nuclear Engineering CURRENT POSITION Staff Hematologist/Oncologist (Civilian GS-15) 2018–PRESENT John P. Murtha Cancer Center, WRNNMC, Bethesda, MD PROFESSIONAL EXPERIENCE (Medical) Deputy Director John P. Murtha Cancer Center, WRNNMC, Bethesda, MD 2016 – 2018 Chief, Hematology-Oncology Service (60 Personnel), 2013 – 2017 Walter Reed National Military Medical Center, Bethesda, MD Assistant Chief, Hematology-Oncology Service, 2013 Walter Reed National Military Medical Center, Bethesda, MD Deputy Director, Division of Military Casualty Research (60 Personnel), 2008 – 2010 Walter Reed Army Institute of Research, Silver Spring, MD Chief, Department of Blood Research (20 Personnel), 2008 – 2010 Walter Reed Army Institute of Research, Silver Spring, MD Director, Deployed Combat Casualty Research Team, 2006 – 2007 2 8 th Combat Support Hospital, Ibn Sina Hospital, Baghdad, Iraq Chief, Outpatient Clinic, Hematology-Oncology Service, 2006
    [Show full text]
  • ARMY MEDICAL Army Medicine Enabling Army Readiness Today & Tomorrow
    AUSA ILW HOT TOPICS ARMY MEDICAL Army Medicine Enabling Army Readiness Today & Tomorrow FINAL AGENDA 22 SEPTEMBER 2016 AUSA Conference & Event Center Arlington, VA The Association of the United States Army’s Institute of Land Warfare Hot Topic: Army Medical A Professional Development Forum “Army Medicine Enabling Army Readiness Today & Tomorrow” 22 September 2016 AUSA Conference and Event Center Arlington, VA NOTE: All participants/speakers are on an invited basis only and subject to change 0700 – 1610 REGISTRATION 0700 – 0800 COFFEE SERVICE 0800 – 0805 SYMPOSIUM ADMINISTRATION, SAFETY, SECURITY Mr. Alex Brody Assistant Director, Industry Affairs Association of the United States Army 0805 – 0815 INTRODUCTION GEN Carter F. Ham United States Army Retired President Association of the United States Army 0815 - 0830 OPENING REMARKS LTG Nadja Y. West Commanding General United States Army Medical Command The Surgeon General United States Army 0830 - 0945 PANEL DISCUSSION “Responsive Army Medicine Support to Global Operations” Panel Moderator: BG Peter “Pete” Palmer United States Army Retired Director EDGE Innovation Network General Dynamics Mission Systems Panel Chair: MG Joseph Caravalho,Jr., M.D. Joint Staff Surgeon The Joint Staff Panel Members: Frederick Gerber Senior Director of International Operations Artus Global Solutions, LLC 1 Agenda as of 9.20.16 and subject to change COL Jim Czarnik United States Medical Liaison to the United Kingdom Ministry of Defence United States Army Surgeon General Consultant for Operational Medicine United States Army COL Kirby Gross, M.D. Incoming Director Defense Medical Readiness Training Institute SFC Paul Loos NCOIC Surgery/Anesthesia - SFMS Course Special Warfare Medical Group (A) United States Army CSM Gerald C.
    [Show full text]
  • Personal Stories and Lessons Learned in a Combat Support Hospital in Baghdad LTC John Groves, RN, BSN, MSN, CEN
    LWW/AENJ LWWJ351-10 August 8, 2007 0:50 Char Count= 0 Advanced Emergency Nursing Journal Vol. 29, No. 3, pp. 265–283 Copyright c 2007 Wolters Kluwer Health | Lippincott Williams & Wilkins Personal Stories and Lessons Learned in a Combat Support Hospital in Baghdad LTC John Groves, RN, BSN, MSN, CEN Editor’s Note: The selections that follow are a col- constant concern about what we would face lection of impressions and memories from Army in terms of traumatic injuries. The Ibn Sina nurses, physicians, and medics deployed to Iraq in hospital, formerly the Bathist hospital, was 2005–2006. Many were written while the contrib- well known not only through the Army Med- utors were still deployed in Baghdad and, as such, ical Department, but throughout the world, represent very personal and real-time reflections as one of the busiest trauma centers in the on war-time trauma care, the intensity of which most of us will never experience. These are touch- world. A veteran of Baghdad told me, “It will ing and, in some cases, difficult stories to read; all be the best and worst time of your life.” She the more reason we need to read them. was right. The following is a compilation of —J.A.P. reflections on the professional challenges and personal stories of our experience and the im- The following manuscripts are a compila- pressions it left on each of us. The views con- tion of several of the 10th Combat Support tained herein are those of the authors and do Hospital (CSH) staff’s experiences in the com- not represent the opinions of the U.S.
    [Show full text]
  • RAO BULLETIN 15 May 2020
    RAO BULLETIN 15 May 2020 PDF Edition THIS RETIREE ACTIVITIES OFFICE BULLETIN CONTAINS THE FOLLOWING ARTICLES Pg Article Subject . * DOD * . 04 == DOD Watch ---- (Being Maintained Despite Pandemic) 05 == Coronavirus Disinformation ---- (China’s Exploitation of the Pandemic) 06 == PCS Moves [10] ---- (30,000 Military Families to Move during Stop-Movement Order) 06 == DOD Immigrant Soldier Citizenship ---- (Lawsuit | Promise Broken by U.S). 07 == Military Medicine [02] ---- (Congress Must Stop the Attempt to Dismantle) 09 == Marine Corps Readiness [04] ---- (Forming a First-of-its-Kind Regiment in Hawaii) 10 == MilSpouse Money Mission ---- (New DoD Website for Military Spouses) 11 == POW/MIA Recoveries & Burials ---- (Reported 01 thru 15 May 2020 | Ten) . * VA * . 13 == Memorial Day [01] ---- (VA National Cemeteries to Commemorate 22 MAY) 14 == VA Operations ---- (3-Part Plan to Resume Full Services) 15 == VA Coronavirus Preparations [05] ---- (Rising Capacity, Supplies, & Staffing 8 weeks In) 15 == VA COVID-19 National Summary [01] ---- (Reporting Summary Tool Enhanced) 16 == VA COVID-19 National Summary [02] ---- (More Than 5,000 Veterans Are in Recovery) 17 == VA Referrals ---- (Agency Probe Requested on COVID-19 Handling) 18 == Homeless Vets [100] ---- (CARES Act Funding Expands VA Support Services) 19 == Homeless Vets [101] ---- (COVID-19 Aid Bill Create Tent Cities in VA Parking Lots) 20 == VA Mobile Apps [02] ---- (COVID-19 Coach Available for Download) 21 == VA Veteran Homes [01] ---- (Senate Probe Sought After COVID-19 Deaths) 22 == Burn Pit Toxic Exposure [76] ---- (Airborne Hazards and Open Burn Pit Registry Update) 1 23 == VA COVID-19 Deaths [01] ---- (African American & Hispanic Warning) 24 == Agent Orange Exposure Locations [03] ---- (White Paper Identifies Guam 13 Year Exposure Period) 25 == VA Cemeteries [22] ---- (Gravestones Bearing Nazi Swastikas Removal Request Rejected) 25 == VA Fraud, Waste & Abuse ---- (Reported 01 thru 15 MAY 2020) .
    [Show full text]
  • American Association for the Surgery of Trauma 75Th Anniversary 1938 – 2013 American Association for the Surgery of Trauma 75Th Anniversary 1938 – 2013
    American Association for the Surgery of Trauma 75th Anniversary 1938 – 2013 American Association for the Surgery of Trauma 75th Anniversary 1938 – 2013 Edited by Martin A. Croce David H. Livingston Frederick A. Luchette Robert C. Mackersie Published by The American Association for the Surgery of Trauma 633 North Saint Clair Street, Suite 2600 Chicago, Illinois 60611 www.aast.org Copyright © 2013 American Association for the Surgery of Trauma Editing and interior design by J.L. Crebs Layout and cover design by Baran Mavzer All rights reserved. No part of this book may be reprinted, reproduced, or utilized in any form or by any electronic, mechanical, or other means, now known or hereafter invented, including photocopying and recording, or in any information storage or retrieval system, without permission in writing from the publisher. Library of Congress Control Number: 2013949405 ISBN10: 0-9898928-0-8 ISBN13: 978-0-9898928-0-3 First edition Printed in the United States of America Table of Contents Preface Robert C. Mackersie, MD..................................................................................................i Part I • The First 75 Years 1 History of the AAST Steven R. Shackford, MD..................................................................................................1 2 The AAST Gavels Robert C. Mackersie, MD................................................................................................20 3 Conception, Maturation, and Transmogrification of The Journal of Trauma Basil A. Pruitt, Jr, MD, and Ernest
    [Show full text]
  • (HCH/FH) Co-Applicant Board Meeting Fair Oaks Clinic| 2710 Middlefield Road, 1St Floor (Great Room) Redwood City September 8, 2016, 9:00 A.M - 11:00 A.M
    HEALTH CARE FOR THE HOMELESS/FARMWORKER HEALTH PROGRAM (HCH/FH) Co-Applicant Board Meeting Fair Oaks Clinic| 2710 Middlefield Road, 1st Floor (Great Room) Redwood City September 8, 2016, 9:00 A.M - 11:00 A.M. AGENDA A. CALL TO ORDER Robert Stebbins 9:00 AM B. CLOSED SESSION 1. No Closed Session this meeting C. PUBLIC COMMENT 9:02 AM Persons wishing to address items on and off the agenda D. CONSENT AGENDA 9:05 AM 1. Meeting minutes from August 11, 2016 TAB 1 2. Program Calendar TAB 2 E. BOARD ORIENTATION 1. No Board Orientation items this meeting. F. REGULAR AGENDA 1. Consumer Input TAB 3 9:10 AM 2. Board Ad Hoc Committee Reports Committee Members 9:15 AM i. Transportation ii. Board Composition 3. HCH/FH Program QI Report Frank Trinh 9:23 AM 4. HCH/FH Program Director’s Report Jim Beaumont TAB 4 9:31: AM 5. HCH/FH Program Budget/Finance Report Jim Beaumont TAB 5 9:37 AM 6. Discussion on Patient/Contractors problems 9:45 AM 7. New Board Member Approval Jim Beaumont TAB 6 9:55 AM i. Action Item- Request to Approve new board member 8. Request to Approve SAC application submission Jim Beaumont TAB 7 10:00 AM i. Action Item- Request to Approve Final SAC application- Use caution when printing 160 pages 9. Request to Approve Contracts Jim/Elli TAB 8 10:05 AM i. Action Item- Request to Approve Project WeHOPE contract ii. Action Item- Request to Approve Daly City Youth Health Center 10.
    [Show full text]