On May 15, 2015, the Joint Requirements Oversight Council approved recommendations to enhance integration and synchronization of joint theater patient evacuation activities. This approval directed the services and stakeholders to advance patient evacuation capabilities. The recommendations were the result of nearly two years of research and collaboration across DoD medical communities. The actions provide an opportunity for the Army to ensure air and ground ambulance development supports joint force requirements. It also allows the Army to secure resources to maintain critical evacuation capabilities for all deployed forces. Most importantly, it can incorporate lessons from recent conflicts to improve patient evacuation for future major conflicts.
I am Graduate in Electrical Engineering from Quaid-e-Awam University of Engineering & Technology Nawabshah with First Class Honor in the year 2014.As an Electrical Engineer, I am a perfect power in Power Plant Engineering, Electronics, Mechanical work, Electrical Power Protection, Transmission, Distribution, Energy Conservation, Energy Policy management, Electrical technology, Thermodynamics & MS Office with up to 17 months of relevant experience in (Leading office, Reporting making Documentation etc) in AL-Hussain Construction Company Master of Engineering (Power System Engineering) in progress &expected in 2016.
I am Graduate in Electrical Engineering from Quaid-e-Awam University of Engineering & Technology Nawabshah with First Class Honor in the year 2014.As an Electrical Engineer, I am a perfect power in Power Plant Engineering, Electronics, Mechanical work, Electrical Power Protection, Transmission, Distribution, Energy Conservation, Energy Policy management, Electrical technology, Thermodynamics & MS Office with up to 17 months of relevant experience in (Leading office, Reporting making Documentation etc) in AL-Hussain Construction Company Master of Engineering (Power System Engineering) in progress &expected in 2016.
16 July 2014Operational Contract SupportJoint Publicat.docxdrennanmicah
16 July 2014
Operational Contract Support
Joint Publication 4-10
IM-4
PREFACE
1. Scope
This publication provides doctrine for planning, executing, and managing operational
contract support in all phases of joint operations.
2. Purpose
This publication has been prepared under the direction of the Chairman of the Joint
Chiefs of Staff (CJCS). It sets forth joint doctrine to govern the activities and performance
of the Armed Forces of the United States in joint operations and provides the doctrinal basis
for interagency coordination and for US military involvement in multinational operations. It
provides military guidance for the exercise of authority by combatant commanders and other
joint force commanders (JFCs) and prescribes joint doctrine for joint operations, education,
and training. It provides military guidance for use by the Armed Forces in preparing their
appropriate plans. It is not the intent of this publication to restrict the authority of the JFC
from organizing the force and executing the mission in a manner the JFC deems most
appropriate to ensure unity of effort in the accomplishment of objectives.
3. Application
a. Joint doctrine established in this publication applies to the Joint Staff, commanders of
combatant commands, subunified commands, joint task forces, subordinate components of
these commands, the Services, and combat support agencies.
b. The guidance in this publication is authoritative; as such, this doctrine will be
followed except when, in the judgment of the commander, exceptional circumstances dictate
otherwise. If conflicts arise between the contents of this publication and the contents of
Service publications, this publication will take precedence unless the CJCS, normally in
coordination with the other members of the Joint Chiefs of Staff, has provided more current
and specific guidance. Commanders of forces operating as part of a multinational (alliance
or coalition) military command should follow multinational doctrine and procedures ratified
by the United States. For doctrine and procedures not ratified by the United States,
commanders should evaluate and follow the multinational command’s doctrine and
procedures, where applicable and consistent with US law, regulations, and doctrine.
For the Chairman of the Joint Chiefs of Staff:
DAVID L. GOLDFEIN, Lt Gen, USAF
Director, Joint Staff
i
IM-5
Preface
Intentionally Blank
ii JP 4-10
IM-6
iii
SUMMARY OF CHANGES
REVISION OF JOINT PUBLICATION 4-10
DATED 17 OCTOBER 2008
• Breaks operational contract support (OCS) into three functional areas:
contract support integration, contracting support, and contractor management.
• Introduces a new organizational structure, operational contract support
integration cell (OCSIC), as the primary point of contact for integration on all
OCS matters at the geographic combatant commander, joint task force, and
potentially the service compon.
Each topic page should follow this template!Skilled Nursing FaEvonCanales257
Each topic page should follow this template!
Skilled Nursing Facility (SNF)
Paragraph one: introduction of the article you found
Paragraph two: findings on how skilled nursing facility coding guideline are similar or vary to the ICD-10-CM/PCS guidelines and why.
Paragraph three: Summary of your findings.
(word count: 250 – 300 words)
References: APA format
[ THIS IS ME]
As a 68Q Pharmacy Specialist, I have been in MEDCOM my entire career which supports Health Service Support (HSS). In the field pharmacy specialist are responsible for taking care of entire pharmacy operation including counseling patients. Counseling patients on how to properly use countless number of medications comes with practice. MEDCOM is the perfect place to learn and practice the skill of counseling different medications. In the field, pharmacy specialist is also responsible for making IV fluids and as well as compounding medication while maintaining sterile environment.
In regard to the Large Scale Combat Operations (LSCO), “Army forces must be organized, trained, and equipped to meet worldwide challenges against a full range of threats.” (Department of the Army, 2017) My unit enforce Individual Critical Task List (ICTL) to keep soldiers’ skills up to date which enable soldiers to support LSCO. Pharmacy Specialist plays a vital role in medical readiness and recovery for the troops which in turn support Combat Operations.
References
Department of the Army. (2020). Army Health System Doctrine SmartBook. https://amedd.ellc.learn.army.mil/bbcswebdav/courses/082_3-68- C45DL_2021_219_01_A/Army%20Health%20System%20Doctrine%20Smart%20Book%20%281%20June%202020%29.pdf
These are examples of what other people wrote and you are also to respond to these posts.
As a flight medic my primary role is Health Service Support (HSS). MEDEVAC units require a no less than a paramedic level provider in every helicopter. Our main mission is to evacuate service members from the point of injury or POI to a Role 2 or Role 3 facility. We are also charged with transferring patients from lower levels facilities to higher level of care, i.e., role 1 to role 2 or 2 to 3 and so on. Flight medics have to be critical care certified and have to be able to maintain care of patients during extended transport times. Flight medics are able to maintain airways and respirations using ventilators (Procedure A-XII, SMOG), and administer different blood products (Procedure B-XI, SMOG) depending on the patients needs.
Large Scale Combat Operations (LSCO) may facilitate the need for the coordination of multiple aircrafts to transport one patient to a higher echelon of care. Aircraft in a particular Area of Operations (AO) are only able to fly a predetermined distance from their assigned centers. This distance can be affected by operational and environment ...
Guiding & Assessing Transformation in DODDon_Johnson
The initial concepts developed by Don Johnson, the first Director of the Joint Assessment & Enabling Capability (JAEC) with regard to Guiding and Assessing Transformation
Enrollment Is The Start Not The End 2010 Mhs Conference Jan 27Kevin Berry
Presented during the 2010 MHS Conference. The Mission of the MHS is to provide Joint Force Commanders military medical capability for the National Defense, National Security and National Health. Military Treatment Facility leaders can find enrollment optimize solutions through mission analysis.
JP 4-02, Health Services Support, Exec SummaryShayne Morris
his Power Point is part of an Enlisted Advancement Program training series for US Navy Corpsman rating provided by Naval Medical Center Portsmouth Virginia
Naval Medical Center Portsmouth is a military treatment facility serving active duty service members, their dependents and retirees in the Hampton Roads community of southeastern Virginia and northeastern North Carolina.
World population keeps growing up and injuries related death statistics is increasing. Optimizing healthcare logistic processes became then a vital need to lead patient cares to higher performances. Moreover, Worldwide healthcare systems
are facing the challenge of the sophistical facilities rising costs as well as patients’ requirement of high-quality care at lower cost. In the other hand, undetected behaviors of citizens and
environmental constraints are influencing the quality of
deployment which amplifying the response time threshold. In the
present paper, we regulate vehicles capacities to optimize patients picking for each incident nature. We proposed also a dynamic vehicle relocation and routing using a decision making processes. We are considering for each decision to take, the aspect of the variable emergency constraints influence to satisfy different scenarios of daily life.
D
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S TAT S O
A
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A
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C
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I S W E ' LL
D E F E N D
Joint Publication 5-0
Joint Planning
16 June 2017
This edition of Joint Publication (JP) 5-0, Joint Planning, reflects current doctrine for
conducting joint, interagency, and multinational planning activities across the range of
military operations. This keystone publication is part of the core of joint doctrine and
establishes the planning framework for our forces’ ability to fight and win as a joint team.
As our military continues to serve and protect our Nation in the complex environment of
global competition and conflict, we must continually refine our doctrine and update our
planning practices based upon those experiences and lessons learned. Our understanding of
operations across the spectrum of conflict and the information needed by senior leaders to
make strategic and operational-level decisions, developed during the planning process has
evolved. This update to JP 5-0 ensures all our operations benefit from the application of our
doctrinal planning processes.
Likewise, the practice of Adaptive Planning and Execution has continued to evolve since
the last publication of JP 5-0. This publication provides necessary updates to that process, as
our combatant commands have continued to develop the ability to provide military options
for contingencies. Therefore, we seek to develop tools that allow for more rapid development,
review, and refinement of plans at the accelerated pace the world requires today.
Given that the operational environment is not simple or static, adaptation and flexibility
are necessary in planning and execution. This edition of JP 5-0 seeks to provide joint force
commanders and their component commanders with processes that allow for that flexibility
and the ability to plan and develop plans for an uncertain and challenging environment.
Our Armed Forces serve to support our national leadership in attaining national
objectives. I encourage leaders to ensure their organizations understand and use joint doctrine
and this Joint Publication in particular as you continue to assist our Nation in advancing its
enduring interests.
For the Chairman of the Joint Chiefs of Staff:
KEVIN D. SCOTT
Vice Admiral, USN
Director, Joint Force Development
i
PREFACE
1. Scope
This publication is the keystone document for joint planning. It provides the doctrinal
foundation and fundamental principles that guide the Armed Forces of the United States in
planning joint campaigns and operations.
2. Purpose
This publication has been prepared under the direction of the Chairman of the Joint
Chiefs of Staff (CJCS). It sets forth joint doctrine to govern the activities and performance
of the Armed Forces of the United States in joint operations, and it provides considerations
for military interaction with governmental and nongovernmental agencies, .
MCWP 4 11.1 Health Service Support Operations ch.3Shayne Morris
This Power Point is part of an Enlisted Advancement Program training series for US Navy Corpsman rating provided by Naval Medical Center Portsmouth Virginia
Naval Medical Center Portsmouth is a military treatment facility serving active duty service members, their dependents and retirees in the Hampton Roads community of southeastern Virginia and northeastern North Carolina.
16 July 2014Operational Contract SupportJoint Publicat.docxdrennanmicah
16 July 2014
Operational Contract Support
Joint Publication 4-10
IM-4
PREFACE
1. Scope
This publication provides doctrine for planning, executing, and managing operational
contract support in all phases of joint operations.
2. Purpose
This publication has been prepared under the direction of the Chairman of the Joint
Chiefs of Staff (CJCS). It sets forth joint doctrine to govern the activities and performance
of the Armed Forces of the United States in joint operations and provides the doctrinal basis
for interagency coordination and for US military involvement in multinational operations. It
provides military guidance for the exercise of authority by combatant commanders and other
joint force commanders (JFCs) and prescribes joint doctrine for joint operations, education,
and training. It provides military guidance for use by the Armed Forces in preparing their
appropriate plans. It is not the intent of this publication to restrict the authority of the JFC
from organizing the force and executing the mission in a manner the JFC deems most
appropriate to ensure unity of effort in the accomplishment of objectives.
3. Application
a. Joint doctrine established in this publication applies to the Joint Staff, commanders of
combatant commands, subunified commands, joint task forces, subordinate components of
these commands, the Services, and combat support agencies.
b. The guidance in this publication is authoritative; as such, this doctrine will be
followed except when, in the judgment of the commander, exceptional circumstances dictate
otherwise. If conflicts arise between the contents of this publication and the contents of
Service publications, this publication will take precedence unless the CJCS, normally in
coordination with the other members of the Joint Chiefs of Staff, has provided more current
and specific guidance. Commanders of forces operating as part of a multinational (alliance
or coalition) military command should follow multinational doctrine and procedures ratified
by the United States. For doctrine and procedures not ratified by the United States,
commanders should evaluate and follow the multinational command’s doctrine and
procedures, where applicable and consistent with US law, regulations, and doctrine.
For the Chairman of the Joint Chiefs of Staff:
DAVID L. GOLDFEIN, Lt Gen, USAF
Director, Joint Staff
i
IM-5
Preface
Intentionally Blank
ii JP 4-10
IM-6
iii
SUMMARY OF CHANGES
REVISION OF JOINT PUBLICATION 4-10
DATED 17 OCTOBER 2008
• Breaks operational contract support (OCS) into three functional areas:
contract support integration, contracting support, and contractor management.
• Introduces a new organizational structure, operational contract support
integration cell (OCSIC), as the primary point of contact for integration on all
OCS matters at the geographic combatant commander, joint task force, and
potentially the service compon.
Each topic page should follow this template!Skilled Nursing FaEvonCanales257
Each topic page should follow this template!
Skilled Nursing Facility (SNF)
Paragraph one: introduction of the article you found
Paragraph two: findings on how skilled nursing facility coding guideline are similar or vary to the ICD-10-CM/PCS guidelines and why.
Paragraph three: Summary of your findings.
(word count: 250 – 300 words)
References: APA format
[ THIS IS ME]
As a 68Q Pharmacy Specialist, I have been in MEDCOM my entire career which supports Health Service Support (HSS). In the field pharmacy specialist are responsible for taking care of entire pharmacy operation including counseling patients. Counseling patients on how to properly use countless number of medications comes with practice. MEDCOM is the perfect place to learn and practice the skill of counseling different medications. In the field, pharmacy specialist is also responsible for making IV fluids and as well as compounding medication while maintaining sterile environment.
In regard to the Large Scale Combat Operations (LSCO), “Army forces must be organized, trained, and equipped to meet worldwide challenges against a full range of threats.” (Department of the Army, 2017) My unit enforce Individual Critical Task List (ICTL) to keep soldiers’ skills up to date which enable soldiers to support LSCO. Pharmacy Specialist plays a vital role in medical readiness and recovery for the troops which in turn support Combat Operations.
References
Department of the Army. (2020). Army Health System Doctrine SmartBook. https://amedd.ellc.learn.army.mil/bbcswebdav/courses/082_3-68- C45DL_2021_219_01_A/Army%20Health%20System%20Doctrine%20Smart%20Book%20%281%20June%202020%29.pdf
These are examples of what other people wrote and you are also to respond to these posts.
As a flight medic my primary role is Health Service Support (HSS). MEDEVAC units require a no less than a paramedic level provider in every helicopter. Our main mission is to evacuate service members from the point of injury or POI to a Role 2 or Role 3 facility. We are also charged with transferring patients from lower levels facilities to higher level of care, i.e., role 1 to role 2 or 2 to 3 and so on. Flight medics have to be critical care certified and have to be able to maintain care of patients during extended transport times. Flight medics are able to maintain airways and respirations using ventilators (Procedure A-XII, SMOG), and administer different blood products (Procedure B-XI, SMOG) depending on the patients needs.
Large Scale Combat Operations (LSCO) may facilitate the need for the coordination of multiple aircrafts to transport one patient to a higher echelon of care. Aircraft in a particular Area of Operations (AO) are only able to fly a predetermined distance from their assigned centers. This distance can be affected by operational and environment ...
Guiding & Assessing Transformation in DODDon_Johnson
The initial concepts developed by Don Johnson, the first Director of the Joint Assessment & Enabling Capability (JAEC) with regard to Guiding and Assessing Transformation
Enrollment Is The Start Not The End 2010 Mhs Conference Jan 27Kevin Berry
Presented during the 2010 MHS Conference. The Mission of the MHS is to provide Joint Force Commanders military medical capability for the National Defense, National Security and National Health. Military Treatment Facility leaders can find enrollment optimize solutions through mission analysis.
JP 4-02, Health Services Support, Exec SummaryShayne Morris
his Power Point is part of an Enlisted Advancement Program training series for US Navy Corpsman rating provided by Naval Medical Center Portsmouth Virginia
Naval Medical Center Portsmouth is a military treatment facility serving active duty service members, their dependents and retirees in the Hampton Roads community of southeastern Virginia and northeastern North Carolina.
World population keeps growing up and injuries related death statistics is increasing. Optimizing healthcare logistic processes became then a vital need to lead patient cares to higher performances. Moreover, Worldwide healthcare systems
are facing the challenge of the sophistical facilities rising costs as well as patients’ requirement of high-quality care at lower cost. In the other hand, undetected behaviors of citizens and
environmental constraints are influencing the quality of
deployment which amplifying the response time threshold. In the
present paper, we regulate vehicles capacities to optimize patients picking for each incident nature. We proposed also a dynamic vehicle relocation and routing using a decision making processes. We are considering for each decision to take, the aspect of the variable emergency constraints influence to satisfy different scenarios of daily life.
D
E
P
A
O
T
M
EN
T F THE
A
R
M
Y
•
•
E
U
N
I
T
E
D
S TAT S O
A
F
A
M
E
R
I
C
R
T
H
I S W E ' LL
D E F E N D
Joint Publication 5-0
Joint Planning
16 June 2017
This edition of Joint Publication (JP) 5-0, Joint Planning, reflects current doctrine for
conducting joint, interagency, and multinational planning activities across the range of
military operations. This keystone publication is part of the core of joint doctrine and
establishes the planning framework for our forces’ ability to fight and win as a joint team.
As our military continues to serve and protect our Nation in the complex environment of
global competition and conflict, we must continually refine our doctrine and update our
planning practices based upon those experiences and lessons learned. Our understanding of
operations across the spectrum of conflict and the information needed by senior leaders to
make strategic and operational-level decisions, developed during the planning process has
evolved. This update to JP 5-0 ensures all our operations benefit from the application of our
doctrinal planning processes.
Likewise, the practice of Adaptive Planning and Execution has continued to evolve since
the last publication of JP 5-0. This publication provides necessary updates to that process, as
our combatant commands have continued to develop the ability to provide military options
for contingencies. Therefore, we seek to develop tools that allow for more rapid development,
review, and refinement of plans at the accelerated pace the world requires today.
Given that the operational environment is not simple or static, adaptation and flexibility
are necessary in planning and execution. This edition of JP 5-0 seeks to provide joint force
commanders and their component commanders with processes that allow for that flexibility
and the ability to plan and develop plans for an uncertain and challenging environment.
Our Armed Forces serve to support our national leadership in attaining national
objectives. I encourage leaders to ensure their organizations understand and use joint doctrine
and this Joint Publication in particular as you continue to assist our Nation in advancing its
enduring interests.
For the Chairman of the Joint Chiefs of Staff:
KEVIN D. SCOTT
Vice Admiral, USN
Director, Joint Force Development
i
PREFACE
1. Scope
This publication is the keystone document for joint planning. It provides the doctrinal
foundation and fundamental principles that guide the Armed Forces of the United States in
planning joint campaigns and operations.
2. Purpose
This publication has been prepared under the direction of the Chairman of the Joint
Chiefs of Staff (CJCS). It sets forth joint doctrine to govern the activities and performance
of the Armed Forces of the United States in joint operations, and it provides considerations
for military interaction with governmental and nongovernmental agencies, .
MCWP 4 11.1 Health Service Support Operations ch.3Shayne Morris
This Power Point is part of an Enlisted Advancement Program training series for US Navy Corpsman rating provided by Naval Medical Center Portsmouth Virginia
Naval Medical Center Portsmouth is a military treatment facility serving active duty service members, their dependents and retirees in the Hampton Roads community of southeastern Virginia and northeastern North Carolina.
1. On 15 May 2015, the Department of Defense’s Joint Requirements Oversight Council (JROC)
approved a formal recommendation that proposed a set of solutions to enhance integration and
synchronization of Joint Theater Patient Evacuation (JTPE) activities inside a Joint Force Commander’s
geographic area of responsibility. This approval was published as a JROC memorandum (JROC-M) signed
by the Vice Chairman of the Joint Chiefs of Staff, who also serves as chair of the JROC, comprising all the
Service Vice Chiefs. The JROC-M directs the Services and other stakeholders to take specified actions to
advance patient evacuation capabilities on behalf of Joint Force requirements. The JROC-M was the
culmination of nearly two years’ worth of research, analysis, writing development, collaboration, and
coordination across the spectrum of DoD’s medical and capability development communities-of-
interest.i
The actions directed in the JROC-M offers a unique opportunity for the Army to ensure that air
ambulance, ground ambulance, and other evacuation system force development is more directly
informed by the requirements of the future Joint Force, and as an acknowledgement that the dedicated
systems the Army provides are not just critical for Army forces but for all deployed Joint Forces. This
may also assist Army OTSG/MEDCOM force developers to secure the resourcing necessary to maintain
and enhance these Joint Force capabilities. Perhaps most importantly, it is an opportunity to
incorporate the systems developed and lessons learned from recent conflicts into Doctrine,
Organization, Training, materiel, Leadership & education, Personnel, Facilities and Policy (DOTmLPF-P)
that will sustain and improve the patient evacuation enterprise so that it functions flawlessly on day one
of the next major conflict across all modes of evacuation, between Service forces, and in any operational
environment on behalf of a Joint Force Commander.
The final set of recommendations to the JROC was in the form of a DOTmLPF-P Change
Recommendation (DCR). The Joint Capabilities Integration and Development System (JCIDS) prescribes
this product when the identified gaps can be solved through non-materiel means. (I.e. changes in the
way we train or organize as opposed to the acquisition of a particular aircraft or weapon system). JCIDS
is the DoD’s process for defining acquisition requirements and evaluation criteria.ii
The central focus of
the process is to address capability shortfalls, or gaps as defined by combatant commanders.iii
The basis
for identifying these gaps is a Capabilities-Based Assessment (CBA) which is typically overseen by a DoD
component sponsor. For the case of JTPE, The Army Surgeon General and the Joint Staff Surgeon were
co-sponsors for the CBA. What this meant in practical terms was taking on responsibility for resourcing
a core study & writing team and leading a DoD-wide workgroup of stakeholder representatives. This
workgroup would convene periodically to conduct reviews and participate in collaborative analyses of
ideas or products throughout the development of the DCR.
Impetus for this project was partially driven by discussion over resourcing USMC CV-22 Ospreys
to conduct what was termed enhanced CASEVAC in the ‘Tank’ (the conference room and eponymous
periodic executive meetings of the Joint Chiefs) in June and August 2013. These discussions illustrated
several Joint Force DOTMLPF-P gaps with regard to OEF patient evacuation. The Chiefs directed their
respective surgeons to participate in the CBA which was also broadly scoped out at that time. The
workgroup finally defined JTPE as those theater activities (medical care, transportation, logistics,
command, control, communications, computers and intelligence [C4I], medical regulation, etc.) that
2. when integrated provide for the effective enroute care and efficient movement of patients through
appropriate levels of care from the point of injury (POI) through a return to duty (RTD) decision or
evacuation out of the joint operations area (JOA). iv
JTPE, as approved in the JROC-M, is about integrating capabilities under the JTF commander for
patient evacuation and care inside the JOA. This includes ground ambulances, air ambulances, other
designated medical evacuation aircraft, ship to ship transfers and other activities inside the JOA. JTPE
addresses the tactical to operational levels of patient evacuation within existing Geographic Combatant
Commander (GCC) authorities. It also focuses on improving the capabilities of the JFC/GCC to provide
patient evacuation support from the POI by improving planning and coordination capabilities.v
The JTPE
DCR uses existing command relationships in seeking to improve the JFC/GCC management and
integration of existing service component capabilities.
In the course of developing the CBA the workgroup realized the need to use new, non-doctrinal
terms in order to achieve unambiguous understanding across the stakeholders. The existing patient
movement or medical evacuation lexicon lacks the clarity and consistency required for joint integration
efforts. The reader has probably noticed that this article avoids using terms such as MEDEVAC or
CASEVAC because they have conflicting definitions as well as ambiguous vernacular usages. As an
example, aeromedical evacuation can refer to either the Air Force system “for providing time sensitive
en route care to regulated patients to and between medical treatment facilities”vi
or to the movement
of patients to medical treatment facilities by air transportation, including Army air ambulance
helicopters. Accordingly, one of the key actions directed in the JROC-M is to resolve this fundamental
issue with a true Joint evacuation lexicon.
However, the JTPE JROC-M does not prescribe changes in existing command relationships.
Proposed JTPE coordination cells will work within existing JFC/GCC authorities and processes, using
assigned or attached forces to evacuate patients to an appropriate level of care within the JOA or entry
into the global patient movement system. Additionally it is still the responsibility of the Services to build
and deploy the capabilities that will accomplish all the evacuation missions for the JFC. A crucial part of
this responsibility falls to the Army’s MEDEVAC enterprise to ensure that the organizational structures of
evacuation C4I can meet all the Joint requirements. This may mean creating new or different MTOE
designs of existing medical and aviation units, or making even more fundamental functional-needs
assessments on how best to design theater-wide evacuation force structure. Evacuation requirements
remain proportionally tied to theater treatment capabilities, so it is clear joint patient evacuation must
be planned, executed, and assessed in support of a Joint theater-wide medical plan.
The JTPE JROC-M is a true milestone in the long and storied evolution of evacuation capabilities
in the US military. For the first time, there is an articulated Joint requirement on behalf of the GCC’s and
the larger Joint Force. This offers an unprecedented opportunity for the Army’s medical evacuation
enterprise to look to the future and lead innovation efforts, not just in Army evacuation, but across the
spectrum of Joint health services.
3. i
Joint Theater Patient Evacuation DOTMLPF Change Recommendation, Joint Staff Memorandum, JROCM 148-15,
15 May 2015.
ii
CJCSI 3170.01i, Joint Capabilities Integration and Development System, 23 Jan 2015.
iii
Manual for the Operation of the Joint Capabilities Integration and Development System (JCIDS), 19 January 2012
iv
Joint Theater Patient Evacuation DCR, Submitted by Army Surgeon General and Joint Staff Surgeon, 15 April
2015.
v
Ibid.
vi
DoDI 6000.11, Patient Movement, 4 May 2012.