Combat & Casualty Care

Q1 2016

Military Magazines in the United States and Canada, Covering Combat and Casualty Care, first responders, rescue and medical products programs and news\Tactical Defense Media

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Page 11 of 35 10 | Combat & Casualty Care | Spring 2016 C&CC: From a mission-focus perspective, speak to EAMC objectives heading into 2016 and lessons learned from more than a decade of tactical combat casualty care. COL Weber: Our main, mission-focused objectives for 2016 are leveraging our competencies with Telehealth and Behavioral Health. EAMC is serving the Regional Health Command-Atlantic RHC-A as the Telehealth hub and center of excellence. EAMC Telehealth has routine operational reach to Rodriguez Army Health Clinic in Puerto Rico and the SOUTHCOM Clinic in Miami. EAMC serves as the treatment hub in a demonstration project for low acuity patients presenting at the Fort Campbell emergency department. Telehealth and Tele-behavioral health are enabling competencies that will become increasingly important in both garrison and deployed care. There are many lessons learned from the past 15 years of tactical combat casualty care. The majority of doctors, nurses, and medics at EAMC have deployed to the CENTCOM Theater. The lessons learned are a combination of "what to do" and "how to communicate." The principles of damage control and surgical resuscitation are routine elements of surgical and anesthesia training at EAMC. Transfusion ratios, hemostatic bandages, and the role of tranexamic acid in military and civilian trauma are common questions during teaching and ward rounds. One of our objectives is to sustain the lessons learned through simulation training that includes 68W combat medics. I am committed to 68W sustainment training and job rotation through clinical environments. Our communication objectives expand upon lessons learned from Team Strategies and Tools to Enhance Performance and Patient Safety (TeamSTEPPS) principles. EAMC leveraged AMEDD programs like the Patient Caring Touch System and Unit Practice Councils that adopt best clinical and communication practices. C&CC: From a joint global healthcare perspective, how is EAMC addressing the need for comprehensive streamlining of critical day-to-day and long-term patient/ member care? COL Weber: Fort Gordon is not a Joint Base, but it is a tri- service and interagency installation that serves as one of the Nation's power projection platforms for global cyber warfare. The cyber workforce is engaged 24/7 and their unique demands require f lexibility from their supporting activities. EAMC uses the Patient Centered Medical Home (PCMH) model for enrolling Tricare Prime beneficiaries and PCMH clinics have a combination of acute and non-acute appointments to provide for urgent and routine care that are focused on returning health and maintaining wellness. Urgent care needs are backed-up by the 'Today' Clinic that handles acute same-day appointments and the Emergency Department. Access for uniformed members is streamlined by the Troop Medical Clinic and Connelly Health Clinic. EAMC's wellness efforts are supported by the Army Wellness Center that provides state of the art fitness testing, training, and education for the military and civilian workforce and their dependents. The dental clinics offer the "Go First Class" program where the exam, cleaning, and restoration are done at one visit instead of three separate appointments. C&CC: Speak to ways EAMC is working to partner with civilian facilities to broaden and strengthen its reach and care network. COL Weber: EAMC partnered with the local civilian facility Trinity Hospital for delivering babies. The decision to partner with Trinity Hospital allows the doctors from EAMC to deliver babies Commander's Corner Main view of Eisenhower Army Medical Center. (Photograph by Wes Elliot, EAMC PAO)

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