WEBVTT

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Thank you for the introduction . Uh

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general gorilla esteemed members of the

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panel . Good morning again . So I'm

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here to not pitch about a uh new

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human resources program or um , a

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drone um simulation . But I'm here to

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pitch the ability to fill a promise , a

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promise that we have for combatant

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commanders that we provide a ready

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medical force as close to the

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battlefield as possible . And I promise

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that we made to our service members and

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their families that we can take care of

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our service members at the greatest

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time of need and then bring them back

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home . So what I like to fish today is

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the damage control surgical team . Next

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slide . Alright . So the inception of

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our innovation occurred when the five

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31st Hospital center was deployed to

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camp Arifjan kuwait earlier this year

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from january to september . Alright .

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We were given , they prepared to deploy

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order for damage control surgical team .

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Alright . So when we're analyzing this ,

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we found a significant amount of

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limitations up front . First and

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foremost , our surgeon , our surgeons

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recently graduated from residency or

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fellowship have no combat experience ,

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no idea of the of a forward surgical

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team construct . On top of that . We

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had no equipment for the , for the

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damage control surgical team , we had

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pulled the equipment , we had to pull

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the personnel , we had to pull supplies

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out of the hospital centers inventory

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to be able to support this mission .

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All right . When we look to see if

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there's any any policies in place for

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it . Nothing . We had to build

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everything from the ground . We didn't ,

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we had to establish report with the Air

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Force with dust top to find out how

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we're gonna get our our surgeons uh

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surgical teams over into the foreign

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environment . We had to create all of

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that . And and also the mission

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requirement was unclear . Are we going

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to fall into an established footprint

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from F RST for surgical team that

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moves forward into theater ? Or are we

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gonna have to build something from the

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ground up ? Okay , so , a lot of

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questions here . A lot of limitations

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uh next slide . But the biggest one is

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what is the damage control surgical

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team ? And how is it different from

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everything else that's out there ?

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Right , so the army has five Air Force

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has four . The Navy has two ,

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ironically enough . One is called the

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damage control surgical team . But I'm

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really gonna use the Navy on product .

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I'm not sure . All right .

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The marines have one . Okay , so ,

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lots of innovations have taken place

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with the surgical teams . But how come

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we're not seeing this at um at um camp

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the U . S . M . E . K . And Operations

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Partnership . That kind of uh really um

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puts us in the next lot . Alright , so

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breaking down these um these innovative

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surgical teams even more right ?

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Looking at the manning how the

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personnel mixed up how their uh

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equipment load takes place . Lots of

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variability . Lots of innovations . But

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then looking back at us . NhK how come

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we're having to build this up now when

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all of this has already been

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established ? Where is the disconnect ?

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Okay . Uh next one . So that leads us

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to our problem statement . Alright .

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And our problem statement as such . The

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damage control surgical team is an ill

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defined expeditionary surgical team

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requirement compounded by limited

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doctrine on resources , personnel ,

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material and training . Okay . Alright .

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So next slide , this is not a new

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problem as we established and it has

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been written . Okay , so uh Colonel

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baker , uh and a number of uh

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trauma surgeon leaders across the

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surface after action reviews saying ,

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hey , this is what we did . We didn't

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have that U . S . H . K . At least . So

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the result of this uh this approach uh

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feels undertrained and underprepared

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surgical teams . That increased risk of

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harm to not only that surgical team

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combat forces they're supposed to

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support , but most importantly the

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patients next life . Okay ,

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so going back to our innovation , what

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we did at us . Okay , We essentially

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built this non doctoral entity from the

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ground up , calling everything we can

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from anything we could find . Okay .

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But we did a phenomenal job . They

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created a D . C . S . D . Set out of

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preposition stock , anything that we

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can grab . Okay . Um that is a picture

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of a palette of everything we were able

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to put together those oxygen tanks very

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important , especially in the covid

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environment . Okay , That takes away

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our capability of taking care of

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seriously critically locations . Okay .

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Uh we created a many doctors . So we

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know who is tagged for this mission and

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they got a lot of training um they

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pulled from tactical critical care

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guidelines to join um trauma um T . P .

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G . S . And from the

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uh a TLS as a advanced trauma life

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support training to be able to train

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our teams . Okay . And so we built a

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great product but um this took time and

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did a lot of back and forth like , Okay ,

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so how should you really carry this

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much equipment ? Should you have 8 to

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10 personnel ? Right ? Is there gonna

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be a compromise in your primary mission ?

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A lot of those questions were taking

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place . So a lot of back and forth .

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Okay . But we did create a product . We

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had an S . O . P . And just like things

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in the military . You come and then you

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go you hand things over to the next

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unit and we hope that they carry that

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forward . Oh , okay . That's our

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standard . Um So what we need is really

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a long term solution next life . All

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right . And so in the ideal world ,

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damage control surgical team is a Osteo

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resuscitated , a surgical care team

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that's trained and equipped and fully

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mission capable . Alright . That meets

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the needs of a mobile and modular force .

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Okay , that's what we want . And

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hopefully what we were able to

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establish is the standard the framework

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the that a damage control surgical team

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can can fall upon and then modify

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depending depending on what mission

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requires . Right ? So we we have a . S .

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A . P . But it needs to be more refined .

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Um We could look at our modified table

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organization equipment to see if the

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person personnel is appropriate for it .

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Uh We definitely need equipment for the

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D . C . S . T . Team established

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logistical change especially for

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resupply . Alright because you can only

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carry so much and depending on the

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requirements for the patients , you may

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need a lot of supply , turnover and

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also mobility . How are you gonna be

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able to move our require help from the

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Air Force . Um Do we need em lasers uh

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those sort of things ? Okay , next line .

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So from the innovation standpoint ,

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long term we need a proponent for this

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someone to take ownership , someone to

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take it from beginning to end , making

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sure that they hold all the pieces

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accountable so we can create an

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enduring product . Right ? And we need

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input . We need input from the joint

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trauma system . In san Antonio we need

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help from the joint forces surgeon . We

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need help from medical service commands

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within the service . All right . To

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make sure that we create a joint

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product and we need to make sure we

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quantify it . So those who belong to

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those perspective services , training

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and document command to be able to

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provide input and assistance . Okay ,

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so once we create this this foundation .

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Right ? Um the standard for which to

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follow then you can add more innovation

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um using tell a critical care or using

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um remote capabilities , those sort of

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things . The possibilities are endless .

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Okay , so in conclusion , what we're

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really asking from us , what we need

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help with is to make us NHK hole .

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Alright . We need um for necessitates

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surgical team , equipment for the D .

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CST program so they can train and they

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can be ready to meet the requirements

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for the mission . Alright . We need

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someone to take a look at our monstrous

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350 page document that we created and

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to make sure that it is um it's dress

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right , dress , so to speak . Okay .

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And for me , during standpoint we need

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a joint collaboration for doctrine ,

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personnel material and most importantly ,

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training both in the pre employment

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environment and also interfere in

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theory , environment . Okay , so again ,

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I'm not here to pitch a new program

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even badge into here to come inside .

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It's not . But what I'm trying to do

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is pitch a promise to save lives to

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take care of Our service members . Are

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NATO coalition forces members as well .

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Thank you for your time and attention .

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My question is among the training

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doctrine personal material . What do

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you see as the most challenging issue

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to dissolve ? So the one that you will

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uh will , will focus first and the most ,

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for example , pre pre deployment

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training or in order to set the mindset

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of the team . Yes .

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So we have uh , Ryder trauma which

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isn't a validated training platform ,

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Right ? Um , but we don't consistently

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have something for our surgeons before

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they go forward . All right . Um and

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there's always a conflict like um , the

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first response when it comes to hey ,

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we have a field training exercise is a

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comma , so we have to make sure that

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they are trained um , in for the

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environment that they're in . Right .

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They do a great job clinically . Um ,

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you know , they get their reps from

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seeing patients and doing surgery . Um ,

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but you know , building up in the first

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from scratch or um or using , working

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with their team and working in that in

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that different environment , the

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complexes and um and also the

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uh , the situations they get themselves

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into , I think that could be further uh ,

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by the utilizing training