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Health Readiness, In a Complex World Brain at War Conference

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Presentation on theme: "Health Readiness, In a Complex World Brain at War Conference"— Presentation transcript:

1 Health Readiness, In a Complex World Brain at War Conference
On behalf of LTG Patty Horoho, the Army Surgeon General, thank you for the invitation to attend and address this esteemed group Intent to discuss 3 main things: 1. Overview of who is Army Medicine and how we are organized 2. Focus on excellence through our Soldiers and civilians 3. Key challenges to health and readiness and how Army Medicine is shaping our focus and efforts to address Endstate desired: Capabilities of Army Medicine available to their Commands; Importance of improving health readiness of the Army (and the nation); how we are getting after it. Brain at War Conference BG Scott Dingle 15 OCTOBER UNCLASSIFIED Strengthening the Health of our Nation, by Improving the Health of our Army

2 OUTLINE Mission & Organization
Global Commitment and Regional Alignment Our Strength, Our People Readiness Challenges / Responses System for Health Performance Triad (P3) Health Readiness Platforms Medical Research Closing thoughts and Questions

3 Army Medicine Mission: Army Medicine provides a high quality, safe and consistent patient experience, influences healthier lifestyle and behaviors, focuses on health readiness, injury and illness prevention, saves lives, and enables optimal health outcomes in support of the Total Army. Vision: Strengthening the Health of our Nation by improving the Health of our Army Focus areas to accomplish mission / strive toward vision and provide Health Readiness as foundational capability to support the Army: MHS Governance / MHS Review System for Health Transformation Performance Triad / Health Readiness MEDCOM Regional Health Commands High Reliability Organization Operating Company / Service Lines Consistent patient care experience Optimize health outcomes & costs Leader Dev / Executive Leadership Global Health & Science Diplomacy LTG Patricia D. Horoho Army Surgeon General and Commanding General, US Army Medical Command CSM Gerald C. Ecker Command Sergeant Major US Army Medical Command Health Readiness is the foundational capability of Army Medicine supported by 4 top priorities / lines of effort: Combat Casualty Care Health Readiness of the Force Ready & Deployable Medical Force Health of Families & Retirees

4 DoD Executive Agencies Health Readiness Center of
Organization The Department of the Army Office of The Surgeon General (OTSG) Pentagon/ Falls Church, VA Army Staff Element Policy and Regulation Represents the Army US Army Medical Command (MEDCOM) Fort Sam Houston, TX Direct Reporting Unit (DRU) Fixed Facility Healthcare Doctrine Training Leader Development Organizations Materiel Personnel Facilities TSG & CG USAMEDCOM Development, Policy Direction, Organization, and Overall Management of an Integrated Army-wide Health Service System OneStaff ARSTAF Principal DoD Executive Agencies LTG Horoho is dual hatted as Surgeon General of the Army and Commander of the Army Medical Command. In these roles she provides advice and assistance to the Chief of Staff, Army (CSA) and to the Secretary of the Army (SECARMY) on all health care matters pertaining to the U.S. Army and its military health care system. OTSG/MEDCOM develops policy and manages the Army health system—from the battlefield to the medical center—and also we are the medical materiel developer for the Army. These duties include formulating policy regulations on health service support, health hazard assessment and the establishment of health standards. Armed Forces Institute of Pathology DoD Veterinary Services Activity Armed Service Blood Program Office Military Vaccine Program/Vaccine Hlth Care Netwk Armed Forces Health Surveillance Center Medical Research for Prevention, Mitigation and Treatment of Blast Injuries Investigational New Drugs Force Health Protection Military Entrance Processing Command – (MEDICAL) Warrior Transition Command Medical Research and Materiel Command Health Readiness Center of Excellence (AMEDD C&S) Regional Health Commands (P/ I) (5)

5 Army Medicine Regionally Aligned
Regional Health Command – Central (RHC-C) Regional Health Command – Atlantic (RHC-A) Regional Health Command – Europe (RHC-E) Four Multi-Disciplinary RHCs - Single Point of Accountability for Health Readiness - Integrates Public Health, Dental and Warrior Care - Aligns with Corps in CONUS & ASCCs OCONUS RHC-E aligns with USAREUR & USARAF Bavaria Grafenwoehr Hohenfels Ansbach Vilseck Wainwright Landstuhl DENCOM-E PHC-E WTB Stuttgart SHAPE Baumholder Wiesbaden Vicenza JBLM eMSM RHC-P HQs (REAR) DCG aligns with I Corps Drum BALANCES: MEDCOM with HQDA, MHS and DOD Strategies Warrior Care, Public Health, Dental, and Medical within MEDCOM and Regional HQs Staffs Integrated Health Readiness accountability and responsibility at the MEDCOM and Regional Level AMEDD Center and School with Army for training and doctrine development Army Medical Research and Materiel priorities with MHS and DoD requirements ALIGNS: Mission Command with Health Readiness Health Regions with CONUS Corps/OCONUS ASCCs JBLM and Fort Wainwright health readiness platforms with Pacific Region Dental and Public Health Regions under Regional Health Commands Health Readiness staff functions and service lines from MEDCOM to Installation level organizations KEY OUTCOMES: Single point of accountability for Health Readiness Alignment with Corps HQs, and Asia-Pacific Rebalance Efficient and Integrated Mission Command Expanded Branch Immaterial leader development Decreased variance across Army Medicine IOC/Provisional: 8 JUL 15; FOC: 8 JUL 17 TSG tearline sent to Senior Army Leaders: On 8 JUL 2015, U.S. Army Medical Command (MEDCOM) began transformation into a more flexible and agile design that fully integrates Medical, Warrior Care and Transition, Dental, and Public Health from the strategic level down to the smallest installation in order to enhance quality, access, safety, and health readiness for our Soldiers, Family Members, and Retirees. This is the largest transformation of the MEDCOM since its activation over 20 years ago. - MEDCOM will improve efficiencies and mission command effectiveness by transforming fifteen regional level commands into four multi-functional Regional Health Commands (RHCs) that will each provide a single point of accountability for health readiness to regionally aligned forces around the globe. West Point Carlisle APG Detrick Meade MRMC (Detrick) Monterey Leavenworth Myer WTB (Belvoir) Carson Lee eMSM (Rotating) Riley JBLE OTSG/MEDCOM (NCR) Knox Leonardwood RHC-A (Belvoir) aligns with XVIII ABN Corps Irwin Campbell Bragg Huachuca eMSM White Sands Sill Redstone Jackson Yongsan Benning Gordon Hood WTB Stewart Zama PHC-P (HQ) Rucker Bliss DENCOM-C Polk MEDCOM (JBSA) Schofield JBSA RHC-P HQs (MAIN) CG aligns with USARPAC Miami Tripler eMSM eMSM (Rotating) PHC-C AMEDDC&S HRCoE (JBSA) RHC-C (JBSA) aligns with III Corps Puerto Rico Regional Health Command – Pacific (RHC-P)

6 Army Medicine Globally Committed
AMEDD Center & School International Education Regional Health Command- Central (P) DCoS Dental (P) CONUS/DOMESTIC Ebola Response Soldiers Actively Deployed ISO NORTHCOM Missions NATO: Coalition Operations & Interoperability Development Soldiers Forward Stationed or Deployed ISO EUCOM Missions EUCOM Georgia: Cooperative Threat Reduction; Proposed Build Partnership Capacity Medical Research & Materiel Command Western Region Medical Command (thru 4QFY16) NORTHCOM DCoS Public Health (P) Regional Health Command- Europe (P) Soldiers Actively Deployed ISO CENTCOM Missions Regional Health Command- Atlantic (P) DCoS Warrior Care / Transition (P) CENTCOM Pakistan: Foreign Military Sales Israel: Data Exchange Agreement Afghanistan/ Pakistan: AFPAK Hands Cuba: Medical Care to Detainee Operations AFRICOM Regional Health Command- Pacific (P) Dominican Republic: SME Exchange Thailand: AFRIMS Lab; Proposed SME Philippines: TSC Exercise, “Balakatan” PACOM Honduras: JTF Bravo Liberia: Operation United Assistance Presence is the #1 rule of Army Medicine in its global commitment; Army Medicine is everywhere, able to tailor and conform to strategic, operational and tactical needs anywhere in the world Army Medicine supports the mission of ACOMs, Component Commands and COCOMs anywhere in the world Army Medicine includes worldwide research on medical threats to combat care, constantly striving to improve far-forward based medical capabilities to save lives during any contingency, and improving medical inter-operability with international partners worldwide MEDCOM Regional Health Commands (Provisional)…CONUS focus aligned with Corps HQ and OCONUS focus aligned with ASCC all focused on Health Readiness to Total Army Capable of impacting the Total Army (AC/AR/N)G with improving health and readiness from a geographic perspective and across the full spectrum of medical, public health, veterinary and dental  (RC) Next time we do this brief we should include a slide of State Partnership country locations as part of the Army Global Medicine footprint. Kenya: MRMC Lab Soldiers Forward Stationed or Deployed ISO PACOM Missions Soldiers Actively Deployed ISO AFRICOM Missions SOUTHCOM Soldiers Actively Deployed ISO SOUTHCOM Missions PACOM LEGEND MEDCOM HQ Element/ Asset MEDCOM SPT to COCOM Missions MEDCOM Global Health Support MEDCOM Regional Health Commands align Health Readiness to Total Army

7 A Snapshot of Excellence / Partnering to Advance the Science
Army Medicine A Snapshot of Excellence / Partnering to Advance the Science US Army EMT pass rate = 94% (compared to 76% in civilian sector) US Army Paramedic pass rate = 96% (compared to 85% in civilian sector) US Army Grad Program in Anesthesia Nursing #1 (out of 113) US Army-Baylor Doctoral Program in Physical Therapy #5 (out of 218) US Army-Baylor Masters in Health and Business Admin #7 (out of 100) US Army Physician’s Assistant Program #11 (out of 171) Army Physicians first time board pass rate= 95% (national average: 86%) Time to life-saving & sustaining capability - not time to traditional fixed facility White House MLB NFL NCAA Caterpillar Culinary Institute America RAND AAFES GE Partnerships At the strategic level we will continue to leverage partnerships such as NFL on Traumatic Brain Injury research and several partnerships related to Human Performance but what we want to highlight at the tactical level is the expertise in your medical staff and implore you to continue to push your unit medical staff to get the appropriate medical contingency training that is available from the Medical Simulation Training Center to maintain EMT and Paramedic certifications. Continue to proactively support medics getting Tactical Combat Casualty Care certifications and providers the Trauma Care Management Course in a timely manner to prepare for full spectrum operations and Global Response Force preparations. Even Medical Stability Operations or Defense CBRN Response Force training certifications as certain contingencies dictate a need. These courses will continue to be improved as Combat Casualty Care prepares for pushing the Advanced life-saving & Sustaining Capabilities as far-forward as possible and re-tailor capabilities of aid stations / surgical teams / combat support hospitals as needed: Sustaining life in Prolonged Field Care scenarios: Agile approaches to hemorrhage control & resuscitation Novel methods for airway management Neuro-preservation after TBI (‘time is brain’) Manage critical patients in constrained environments (advanced en-route care) New forward surgical capabilities & enhanced care via decision support (‘tele-enabled’) Extra-corporeal organ support & replacement Scientific excellence, clinically aligned, leveraged with partnerships to deliver new, more agile capabilities for future scenarios – “win in a complex world”

8 Army Medicine Lines of Effort
TSG four Line Of Effort for Army Medicine underlined by how they are inter-connected and inter-dependent in providing the structure for achieving readiness across the Total Army Force and Army Medicine

9 Medically Non-Available Risk
Risk of Medical Non-availability (% increase by Risk Factor) Risk Factor Body Mass Index > 30 (Obese) APFT Failure Musculoskeletal Encounters On Sleep Medication 100% 50% 75% 25% 200% 300% 348% > 5 encounters vs. none 86% vs. BMI < 25 279% 16% 81% 1 encounter vs. none 293% 2-4 encounters vs. none FY14 data: 302,214 active duty sample 179,582 18,892 From MRAT experts: The way to describe the risk increases is, for example, to say there is an 81% increase in the risk of being Medically Non-Available when you have a history of one encounter for an Musculo-Skeletal (MSK) problem, compared to a soldier with none. Takeaway message to Commanders: Medical Readiness Assessment Tool is being rolled out that can help your organic unit medical leaders and installation MEDCOM team quickly identify Soldiers in your formation who can get care proactively to improve Health Readiness, as well as implement the Performance Triad. Proactively lowering medically non-available risk raises Soldier Performance and unit readiness NOTE (Sleep Meds): There are over 16,000 Soldier encounters for Sleep medications and it increases risk of being medically non-available by 16% compared to Soldiers not taking Sleep medications NOTE2 (MSK injuries): There are nearly 180,000 Soldier encounters with musculoskeletal injuries and with a greater emphasis on injury prevention with organic medical resources and emphasis on PRT a unit could increase unit readiness dramatically NOTE3 (BMI > 30 Obese): Nearly 65,000 Obese Soldiers who are 48% more likely to sustain injuries and increase their risk of being medically non-available by 86%; dropping these obese Soldiers to just overweight (BMI < 25) would decrease injury risk to just 15% or 3 times less than Obese Soldiers NOTE4 (APFT Failure): If you did the math here, about 1 in 20 fail the APFT. Need to charge the NCOs with impacting this effort and doing so smartly without increasing the risk of injury. That is how Army Medicine can make a huge impact in your formations, raise health readiness without raising injury rates Working to move take as much of our capabilities outside our bricks and mortar and put them where the Soldiers having them help decrease musculo-skeletal injuries by having physical therapists and athletic trainers help with prevention strategies and overall health. 64,799 16,148 0%

10 Enabling Land Power Through the Human Dimension
UNCLASSIFIED System for Health: Enabling Land Power Through the Human Dimension MEDCOM LINES OF EFFORT: Combat Casualty Care | Readiness & Health of the Force | Ready & Deployable Medical Force | Health of Families & Retirees Performance Triad Delivery of Health Healthy Environments Army Medicine: Readiness Platform Healthcare To Health Enhanced Performance & Readiness of the Force Enables Health of Soldiers, Families, and Retirees The Army recognizes the need to maintain readiness and resilience by optimizing physical, emotional, social, spiritual, and family fitness of the Total Army as described by the Human Dimension Concept published in Oct14. There is overwhelming proof that optimal sleep, activity, and nutrition are required to empower the physical, emotional, and cognitive dominance needed to enhance the Professional Soldier Athlete and build strong Army Families. Army Medicine is transitioning from a healthcare system that focuses on disease and injury treatment to a health promotion and disease prevention focused System for Health. The System for Health proactively focuses on improving health and wellness while delivering consistent, safe, and quality health care. The System for health develops engaged and empowered beneficiaries to take personal responsibility to improve, restore, and maintain health of the Total Army Family. There are components of a System for Health: - The Performance Triad improves health, readiness, resilience, and performance through teaching and coaching healthy Sleep, Activity, and Nutrition behaviors and choices. - Army Medicine is a Health Readiness Platform that Delivers Health thorough access to evidence-based, safe, quality, person-centered, proactive and collaborative care. - Health Environments maintain health in safe, sustainable communities that support informed choices and health lifestyles. MTF to HRP: Platform for Health Readiness Foundation of Human Performance Optimization Sleep, Activity, & Nutrition Enables Physical, Emotional, & Cognitive Dominance Physical | Emotional | Social | Spiritual | Family Landpower Requirements UNCLASSIFIED

11 Professional Soldier Athlete Social, Family, Spiritual
2015 Performance Triad Professional Soldier Athlete Physical Dominance Cognitive Dominance Emotional Dominance Sustained Operations Social, Family, Spiritual OPORD for Life Performance Triad WHY?: There is a cost to pay (human, fiscal) in one form or another; any given day over 12 BCTs ( ~ 3 Divisions) of Soldier combat power is not available to deploy Performance Triad – is designed to influence health readiness behaviors and the readiness quotient – especially as it relates to injury and obesity One of the key findings from the 2014 Pilot was that engaged leadership was most important to gain Soldier buy-in and that leaders create culture and provide resources to facilitate personal readiness Current pilot sites: AMEDDC&S (BOLC, CCC, ALC, SLC); ARNG – Oregon; USAR – 48th CSH; DLI – Monterey; DISA – Europe FORSCOM sites: currently in pre-implementation phase; six month program evaluation starts in Sep/Oct 15 at JBLM (555 EN BDE), FT Bragg (44 MED BDE), FT Campbell (2/101 AASLT); FT Riley (1/1 ID); comparison BDE at FT Carson The P3 targets and program design are based on 2014 pilot results and further evaluation will help determine how to scale Army wide; wearable technology being tested in two Bridages Family members, DA Civilians, retirees are specifically engaged in this pilot; robust social media campaign developed The built environment a major focus – for example, DFAC, post offerings – trying to influence through design, re-design and planning after thorough assessments to make the healthy choice the easy choice 2014 Pilot reinforced the need to influence health readiness and update/evaluate the program design: Poor sleep was associated with increase in # and length of medical profiles Increase activity was associated with increase in medical appointments and need for injury prevention emphasis Higher vegetable consumption was associated with less acute medical appointments Higher fruit consumption was associated with lower # of temporary profiles Leader’s Kit Bag: Enables Competent Counselors to: Teach, Coach, Mentor Execute at First Line Leader level through “under the oak tree” counseling techniques, competitions, and leveraging technology Performance Triad enables: leader, environment, culture & Soldier change to optimize performance and unit readiness

12 Health Readiness Platforms
Unclassified//FOUO Health Readiness Platforms Daily Actions in Support of a Senior Mission Commander to Ensure Readiness of the Force Bi-directional Impacts Theme: MTFs as Readiness and Training Platforms to improve and maintain the health of the force Training base: complex cases (GME) MOS Proficiency Training Health readiness support to Commanders Daily Medical Skills Readiness to Ensure a Ready and Deployable Medical Force MTF-Based Training Programs, Collective/Team Training, Training of Deployable Unit Personnel, Medical Readiness & Profiling, MTF-Based Research Programs, Leader Development (64% of AMEDD Leaders), Proximity to Soldier Population to Prevent Loss of Training Hours/Days, A Beneficiary Population that Contributes to Case Complexity Unclassified//FOUO

13 Army Medicine Advances in Military Medicine
Goals: Return to Duty High Performance Lifestyle Blast Injury Expertise Expand Patient Base Sustain Competency Limb Salvage ISR Burn Center Model Sports Medicine Rehab Advancing the Science Medical/ Surgical Interventions Patient Registry Advanced Rehabilitation Prosthetics and Orthotics Regenerative Medicine Community Reintegration National/ International Leadership SPC Brendan Marrocco Double Arm Transplant Key Successes Unprecedented survival and return to duty rates 98% return-to-duty rate for in-theater concussive care centers Reduced mortality rate of massive transfusion casualties from 40% to less than 20% Decreasing case fatality rate despite increases in battlefield injury severity SGT Jerrod Fields World Class Athlete Program SFC Leroy Petry Medal of Honor Recipient COL Greg Gadson Installation Commander LTC Dave Rozelle Battalion Commander Army Medicine’s tip of the spear for combat casualty care enhancements is the Medical Research and Materiel Command (MRMC) with AMEDD Center and School setting future capability requirement needs and implementing training platforms thereafter. We are proud of the on-going efforts in this area that have resulted in historically high battlefield survival rates MRMC’s current research focus is linked to Army Operating Concepts, the evolving strategic environment and tenets of Force 2025B to shape future research and development efforts Capitalize on lessons learned and leading practices from OCO experience Paradigm shift from the “golden hour” to medical facility to Time to life-saving & sustaining capability Leverage and develop key allied nation, academic and civil sector partnerships Recent Military Health System Research Symposium (AUG 15) US-UK Service Personnel, Families, and Veterans Task Force Cooperative Research Agreement with the Israeli Defense Force- modern combat casualty care experiences Key on-going combat casualty care R&D efforts include: Brain Injury triage and treatment Eliminating heat injuries through physiological monitoring (smartphone apps) ~ 2K cases in military/ yr; 93% from non-combat opns Cold-Store Platelets June 2015 FDA ruling clearing the use of cold-stored apheresis platelets for the resuscitation of bleeding patients

14 Closing Thoughts . . . Army Medicine stands ready to lead and provide Health Readiness in support of the Army…and the Nation. System For Health Prevention Focus: “Manage Sleep, Activity and Nutrition like we manage our weapon systems, vehicles and protective equipment.” The past 14 years of conflict have advanced the science of military medicine and warrior care; we must maintain our medical skills readiness and trauma training based on these advancements. During the last 14 years of war, we had 2 DIV worth of Soldiers who were medically non-deployable and not ready to fight; 14 years of war and the Families have been there to support us – we owe a focus to those Families now to decrease the impacts on those Families and make sure the Families improve their health readiness as well; what TSG is passionate about is improving the health of our Soldiers and Families, ask Command teams to focus on what they are passionate about. “No nation has ever survived, and no nation ever will survive, whose people are not physically, mentally, and morally fit for survival” - U.S. Army Training Manual No. 1 (1922)

15 Army Medicine; Army Strong! Serving to Heal…Honored to Serve!

16 BACK UP SLIDES

17 U.S. Army Medical Research & Materiel Command (USAMRMC)
USAMRMC Actual Personnel – 31 MAY 2015 MILITARY CIVILIAN CONTRACTOR TOTAL 1111 2369 4042 7522 15% 31% 54% 100.00%

18 Recent USAMRMC Successes
Providing Soldier-based solutions throughout the military medical lifecycle – from concept to delivery. Assessed physical performance tests and standards for combat-related military occupational specialties to develop gender neutral tests and standards (USARIEM). Partnered with Veterans Affairs Office of Research and Development to execute and manage two consortia focused on improving diagnosis and treatment of post-traumatic stress disorder (CDMRP). Approved through the FDA the use of a combo cream, Topical Paromomycin and Gentamicin, for the treatment of cutaneous Leishmaniasis (USAMMDA). Led Army medicine’s efforts in the evaluation of promising Ebola virus medical countermeasures in animal models, including the ZMapp therapeutic and the VSV vaccine (USAMRIID/WRAIR/MHRP). Fielded 7,500 pieces of medical equipment and 2,386 medical sets. Procured and fielded more than $77 million in medical materiel set kits, outfits and medical equipment (USAMMA).

19 Behavioral health readiness
12 Integrated Behavioral Health Programs Centered on the Patient in Support of Health and Readiness FAMILIES BH in Patient Centered Medical Home (PCMH) 1* 2* Child & Family BH System (CAFBHS) Family Advocacy Program (FAP) 3* Integrates BH providers within primary care clinics that deliver care to Active Duty Family members to screen and treat common BH problems. BH services to support military families, and the Army community using school based care, tele-consultation and clinic-based care services. Provides domestic and child abuse prevention, education, prompt reporting, investigation, intervention and treatment. Referral to MTF Behavioral Health Services/ IOPs/RTFs 12 * Connect Care Provides care management for Soldiers and FMs referred to civilian inpatient facilities to ensure high quality and coordinated BH care. SOLDIERS BH in Soldier Centered Medical Home (SCMH) Embedded Behavioral Health (EBH) Multi-Disciplinary Behavioral Health Services (MultiD) Intensive Outpatient Programs (IOP) Inpatient Behavioral Health Services Residential Treatment Facilities (RTF) 4* 5* 6* 7* 8* 9* Key points: - Depicts the BH System of Care, which MEDCOM has been transforming since 2012. - The 12 standard programs are a result of a 5 year process to analyze the over 200 BH programs previously in use across the field to identify and replicate the most effective and efficient. Its important for commanders to know that NLT 1OCT16, all operational units will receive their outpatient BH care in the Embedded BH model (program #5 above), which places a BH provider into direct support of each battalion size unit and locates BH team in or near the brigade area, wherever possible. 58 Embedded BH teams are now in place, out of the 65 that will be required at end state. Non-operational units will receive dedicated BH support through Multi-Disciplinary BH clinics (program #6 above) We highly encourage senior line leaders to ensure their subordinate commanders to create regular venues to communicate with the BH providers supporting their unit to identify Soldiers at risk and mitigate concerning trends. (RC) This would be a place where we could have a back up slide on the DPH program in the RC Integrates BH providers within primary care clinics that deliver care to Active Duty Soldiers to screen and treat common BH problems. Provides multidisciplinary, Behavioral healthcare to Soldiers in close proximity to their units and in coordination with their unit leaders. Provides general and sub-specialty BH services to Soldiers and Families through prevention, advocacy and treatment. Treats patients presenting with substance use disorder and/or BH problems utilizing a multi-week intensive outpatient treatment strategy. Provides inpatient BH services to treat acute BH conditions to enable rapid symptom resolution and safe transfer of care to outpatient settings. Provides an interdisciplinary program in a 24-hour,live-in, multi-week setting targeting substance use disorders and other chronic conditions. Tele-Behavioral Health: Transmitting BH Clinical Capability Virtually 10* 11* Tracks patient outcomes, patient satisfaction, and risk factors via web application

20 Who We Are… Who We Serve AMEDD at a Glance
Personnel AMEDD Total OTSG/MEDCOM Total AC1 51,056 27,259 Civilian (All Medical)*2 43,226 40,613 Contractors3 ~7,789 ~5,559 Compo 2/3 49,4204 1,6985 Total 151,491 75,129 Resourcing6 FY15 Funded: $11.83B (all appropriations) *AMEDD: All of MC/CS/W00LAA +All Army CP53; OTSG/MEDCOM is Appr Funds Only (No LN/NAF) and includes CS/W00LAA OTSG pay & nonpay Beneficiaries9 Active Duty (AD) 499K Family Members (AD) 758K Dependant Survivor 235K Eligible NG/RC 108K Family Members of NG/RC 159K Retired 812K Family Members Retired 984K Inactive G/R 100K Family Member IGR 158K Other 24K Total 3.84M Army TDA Facilities8 Medical Centers 8 Community Hospitals 14 Health Centers 10 Primary Care Clinics 125 Occupational Health Clinics 26 Dental Clinics 135 Veterinary Facilities 51 Research & Development Laboratories 37 Laboratory Support Activities 5 Over 1000 individual administrative and healthcare buildings totaling over 24 million square feet Personnel: military- Mr. “Chris” Christopher/ civilian- Ms. Shelly Heath/ Contractors/ Dr. Mark Perry/ Compo 2/3- Mr. Chris Christopher/COL David Floyd Resourcing: Mr. Jason Willard TDA Facilities: LTC John Smith FY14 SRC08 EAB TOE Units: LTC Kalamaras Beneficiaries: Mr. Greg Lutter FY15 SRC08 EAB TOE Units7 Active / Reserve Combat Spt Hosp (CSH) 10 / 16 FWD Surg Tm (FST) 16 / 22 Other Active Units 88/ 0 Other Army NG Units 0 / 53 Other Army AR Units 0 / 134 AC / NG / AR Deployable Units 116 / 53 / 172 (341 Total) 1 MODS, 21 AUG 2015 2 DCPDS/ Boxi/ HQACPERS, 21 SEP 2015 3 TDAs, 31 MAR 2013 4 MODS, 21 SEP 2015 5 G-3/5/7 RAMC/ MOB 90 Day BOG, 31 MAR 2013 6 GFEBS/ PBAS, 31 MAR 2013 7 FMS Web Latest Approved FY14 documents, 31 MAR 2013 8 DMIS/Baseline Inventory DB, SEP 2015 9 TRICARE Operations Center, AUG 2015 ao 15 SEP 2015

21 A Day in Army Medicine 71 births 84,806 laboratory procedures
57,365 outpatient pharmacy prescriptions filled 12,852 radiology procedures 9,388 immunizations 1,083 beds occupied 253 patients admitted 24,915 dental procedures $23.3M of food inspected 401 food safety visits Army Medicine is the largest of the uniformed health services in terms of: personnel, expeditionary capability, capacity, scope of footprint and size of beneficiary population. In addition to the work load metrics seen on this slide; Army medicine is focused on the TSGs/ CG, MEDCOMs four priorities of: Combat casualty care (field and hospitals) Ensuring a ready and deployable medical force in support of Army, joint and combined operations Ensuing the health readiness of the force Maintaining the health of Family members and retirees Care to over 4 million Soldiers & beneficiaries worldwide and operational facilities across 5 continents 9


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