Naval Medical Center Portsmouth’s HSBTC Receives Reaccreditation

Source: United States Navy (Medical)

Naval Medical Center Portsmouth (NMCP) Healthcare Simulation and Bioskills Training Center (HSBTC), was awarded reaccreditation for five years by the American College of Surgeons (ACS), Jan. 24.

The center’s mission is to provide high-quality, customer-centered healthcare simulation and tissue-based training to advance readiness through enhanced medical education and patient safety. They do this through three primary lines of operation: Graduate Medical Education Support, Patient Safety/Skills Sustainment Initiatives, and Combat Casualty Care training.

“The HSBTC was originally accredited through the American College of Surgeons as a Comprehensive Education Institute in 2015 and has remained accredited since,” said Rebecca Kiser, HSBTC’s lead nurse educator. “Our survey in September of 2023 resulted in accreditation through December 2028.”

ACS-Accredited Education Institutes (ACS-AEIs), like HSBTC, undergo a rigorous application and evaluation process to ensure high standards are maintained in all phases of learning. According to the ACS report, following the September 2023 survey and secondary review, no areas of non-compliance were found within the center. Dr. Robert Bailey and the ACS Board noted that there were several ‘Best Practices’ being done by the HSBTC staff.

The ’Best Practice’ items mentioned included the HSBTC Curriculum Development Plan (CDP) was outstanding; having highly qualified nurse educators involved directly in the CDP review process is also a tremendous benefit and it was an excellent model; and fundamentals of HSBTC’s healthcare simulation is an excellent opportunity for faculty development.

“The HSBTC is critical to the medical center’s north star missions of training the next generation of military medicine and ensuring that our clinicians can sustain and expand their skills through simulation,” said Capt. Brian Feldman, Naval Medical Center Portsmouth director/Navy Medicine Readiness and Training Command Portsmouth commander. “The team has supported over 95,000 clinicians since its inception in 2006, advancing readiness, improving health and staff experience through enhanced customized medical/clinical education, directly supporting the hospital’s culture of safety.”

Feldman added that the center’s team also fosters development of research and training partnerships as a leading validation laboratory for healthcare training technology and is a recognized Center of Excellence for combat casualty care simulation supporting 14 Graduate Medical Education programs and mass casualty exercises with operational platforms.

NMCP is a nationally acclaimed, state-of-the-art military treatment facility, and its Branch and TRICARE Prime Health Clinics in the Tidewater area provide medical care for warfighters, veterans, and their families. Additionally, the medical center is a premier readiness and training platform that provides superior medical training for military medical service members at the United States’ oldest, continuously operating military hospital. NMCP supports pioneering research and teaching programs to prepare new doctors, nurses, allied health professionals, and hospital corpsmen for combat operations and public health crises.

Naval Medical Forces Atlantic reservists contribute to revised Tactical Combat Casualty Care Course

Source: United States Navy (Medical)

Two Sailors from Naval Medical Forces Atlantic (NMFL) joined other commands in the Hampton Roads area to attend a “Trainer the Trainer” Tactical Combat Casualty Care (TCCC) Tier 3 pilot course on board Naval Support Activity (NSA) Hampton Roads – Portsmouth Annex, Jan. 26.

The enhanced course provides several new areas of training, such as medication familiarization and documentation, tactical evacuations and reporting, and a blood management course. The new course also incorporated feedback from providers, students and instructors that resulted in a new curriculum and restructure of TCCC to incorporate Sailors from outside of Navy Medicine. 

“I feel very confident in the program and its direction,” said Hospital Corpsman 1st Class Nicolas Brown, a native of Genoa, Ohio, a Training and Administration of Reserve (TAR) Sailor, and the NMFL assistant regional reserve program director. “It’s giving the students more in-depth and digestible knowledge. The final exam is more physical and more hands-on training, because of that the students are more confident in the doing the tasks they need to do.”

First developed in 1996, TCCC serves as the Department of Defense standard of care for non-medical and medical first responders. DOD and NATO allies require TCCC training for deploying forces because it combines effective tactics and medicine. 

“They’ve split TCCC up into four tiers now,” explained Chief Hospital Corpsman Tianna Blackmon, a native of Chesapeake, Virginia, an active duty for operational support reservist and the NMFL regional reserve program director. “If we have more people trained in first aid and medicine, the better we can be prepared down range and the more lives we can save.”

The TCCC Tier 1 All Service Member training is designed to provide basic lifesaving skills for non-medical service members at their duty stations or in preparation for non-combat deployments. The Combat Lifesaver course, TCCC Tier 2, is primarily for designated non-medical personnel tasked to provide additional medical support within their units during sustained combat or contingency operations. Tier 3 is combat medic course designed for medical personnel and some licensed practitioners. 

“We have been working in conjunction with the Defense Health Agency’s Joint Trauma System to develop and implement a tiered system that introduces and reinforces life-saving self-aid, buddy-aid and field trauma care to our partners across the fleet, both active and reserve,” concluded Cmdr. Travis Storey, the NMFL director for education and training. “These training objectives appropriately prepare our forces for identified challenges of future engagements and conflicts.”

The combat medic course TCCC Tier 3 is available in select locations, and Tier 4 is in development by DHA’s JTS. Tier 4 will be designed for advanced medical personnel and licensed practitioners. It will include prolonged advanced field care for injured service members, including special operations and search and rescue forces.

NMFL, headquartered in Portsmouth, Virginia, delivers operationally focused medical expertise and capabilities to meet Fleet, Marine and Joint Force requirements by providing equipment, sustainment and maintenance of medical forces during combat operations and public health crises. NMFL provides oversight for 21 NMRTCs, logistics, and public health and dental services throughout the U.S. East Coast, U.S. Gulf Coast, Cuba, Europe, and the Middle East.

Navy Medicine – represented by more than 44,000 highly-trained military and civilian health care professionals – provides enduring expeditionary medical support to the warfighter on, below, and above the sea, and ashore.

March 4 Red Sea Update

Source: United States Central Command (CENTCOM)

March 4, 2024

Release Number 20240304-01

FOR IMMEDIATE RELEASE

TAMPA, Fla. – On March 4, at approximately 2:15a.m. (Sanaa time), Iranian-backed Houthi terrorists fired an anti-ship ballistic missile from Yemen into the southern Red Sea. The missile impacted the water with no reported damage or injuries to commercial or U.S. Navy ships.

Between the hours of 3:50p.m. and 4:15p.m. (Sanaa time), Iranian-backed Houthi terrorists fired two anti-ship ballistic missiles from Yemen into the Gulf of Aden at M/V MSC SKY II, a Liberian-flagged, Swiss-owned container vessel. One of the missiles impacted the vessel causing damage. Initial reports indicate there were no injuries; the ship did not request assistance and continued on its way.

At 8 p.m. (Sanaa time), CENTCOM forces conducted self-defense strikes against two anti-ship cruise missiles that presented an imminent threat to merchant vessels and U.S. Navy ships in the region. These actions are taken to protect freedom of navigation and make international waters safer and more secure for merchant and U.S. Navy vessels.

U.S., ROK Marines Conduct Exercise Freedom Shield 24

Source: United States INDO PACIFIC COMMAND

U.S. Marines from across III Marine Expeditionary Force, and Marines from 1st Marine Division, I MEF, deployed from Japan and the United States to join their ROK counterparts to exercise as the Combined Marine Component Command during Freedom Shield 24.

CSAF holds all call at Langley AFB

Source: United States Air Force

The 23rd Air Force Chief of Staff Gen. David W. Allvin held an all call during a visit to Joint Base Langley-Eustis Feb. 29, to officiate the Air Combat Command change of command.

During the all call, Allvin spoke to ACC and Langley AFB Airmen about Reoptimizing for Great Power Competition and what the force can expect.

“We need to make the force that we have right now as ready as possible,” Allvin said. “Then make sure the way we’re developing our people and developing the force in the future can keep us ahead.”

Allvin referenced and recommended all Airmen read, “The Case for Change,” a document published by the Department of the Air Force that helps define the path forward and outlines four focus areas for reoptimization: develop people, generate readiness, project power and develop capabilities.

Throughout the all call, Allvin provided insight into each focus area, to include his expectations for the pace of change as Langley AFB Airmen prepare to meet the challenges of the current strategic environment. He said the Air Force cannot afford to waste time, emphasizing that leaders must focus on developing a force that is ready for deployment now.

“We need to be able to take the force we have, and make sure it can most effectively fight and win today, if asked,” he said.

He said the Air Force is moving away from the term “multi-capable Airmen” to “mission-ready Airmen,” which more accurately describes how Airmen must think in the future.

“We have to be able to move beyond just our technical specialties,” Allvin said. “We have to be able to say, ‘what’s the mission? It might be outside of what I normally do, but I know that’s what the mission requires.’ If we want to execute [Agile Combat Employment], we have to minimize our footprint. So, how do we adapt that to the mission? That’s what we mean by mission ready.”

Allvin also explained the DAF is analyzing the way the force optimizes between readiness and modernization.

“What we’re doing is taking the expertise that is resident here at [Air Mobility Command] and looking at what the requirements are to build up the future force design,” he said. “That dialogue will happen in one command, the Integrated Capabilities Command. We have to make sure we retain the deep mission expertise that resides in each of the major commands right now and bring those together to make a single force. And we [must] make sure that every modernization dollar we spend is going to be effective. We’re optimizing for one Air Force.”

According to Allvin, ACC-led, mission-ready representative exercises like Red Flag and Bamboo Eagle demonstrate Agile Combat Employment concepts; however, as the Air Force moves toward conducting more large-scale exercises in preparation for GPC, ACC will play an increased role in ensuring the combat readiness of the entire Air Force.

As the DAF redesigns the way the force cultivates mission-ready Airmen, Allvin encourages leadership to deliberately guide and empower their Airmen for an operationally changing strategic environment, and to “sustain a workforce equipped with deep expertise and the skills essential for maintaining competitiveness.”

Following the GPC discussion, Allvin answered questions from the audience and presented coins to Airmen from the 192nd Maintenance Group, 71st Fighter Squadron, 36th Intelligence Squadron, 45th Intelligence Squadron and 633rd Security Forces Squadron in recognition of various recent accomplishments.

 

Sailors, Civilians Honored at Cherry Point Clinic’s February Award Ceremony

Source: United States Navy (Medical)

Sailors and civilians serving aboard Naval Health Clinic Cherry Point gathered Wednesday, February 28 to recognize the excellence and accomplishments of their peers.

Presented the Navy and Marine Corps Commendation Medal for their service while assigned to the clinic were Navy Lt. Marcela Osorio and Hospital Corpsman First Class Harley D. Meyer.

Presented the Navy and Marine Corps Achievement Medal for their service while assigned to the clinc were Navy Lt. Tess Bierl and Hospital Corpsman Second Class Shaun Adler.

Presented the Navy and Marine Corps Achievement Medal in recognition of their “of the Year” honor were Hospital Corpsman Second Class Emily Page, Hospital Corpsman Third Class Sophia Crews and Hospitalman Meaghan Jenkins.

Civilian staff also received recognized for their exceptional service to patients of the facility.

Ms. Lucy Futch received a Letter of Commendation for her diligence while serving in the clinic’s Outpatient Pharmacy.

Civilians recognized were Ms. Tawanda Ford as the Senior Employee of the Year, Mr. Brandon Coyle as the Junior Employee of the Year, Ms. Jennifer Parsons as the Senior Employee of the Quarter and Ms. Emily Corey as the Mid-Level Employee of the Quarter.

The Bethesda Chronicles, Part 2: The President’s Hospital

Source: United States Navy (Medical)

When the Naval Medical Center Washington relocated to Bethesda in Feb. 1942, it was comprised of three administrative units—the Naval Hospital (what would become Naval Hospital Bethesda), the Naval Medical School, and the Naval Dental School (now known as the Naval Postgraduate Dental School or NPDS).

Bethesda’s centerpiece, and its raison d’etre, however, has always been its hospital.

The hospital’s roots go back to the War of 1812 when the Navy established a makeshift medical facility in a rented farmhouse near the Washington Navy Yard. Over the next 50 years, the “Naval Hospital Washington,” as it was known, operated out of several temporary quarters both near and on the Washington Navy Yard and even at the St. Elizabeth’s Hospital property before a “permanent facility” was established on ninth and Pennsylvania Avenue, S.E. This building, which is still standing today and now part of the Hill Center, served as the Naval Hospital Washington, D.C., from 1866 until 1906 when the hospital, needing larger space to accommodate patients, relocated to a hilltop in Foggy Bottom. The new site had formerly served as the home of the Naval Observatory (1844 to 1893) and had been home to the Naval Medical School since May 1902.

On June 28, 1935, by Navy General Order No. 70, the hospital and the Naval Medical School were designated the “Naval Medical Center Washington, D.C.” The Naval Dental School remained a subordinate activity of the Naval Medical School until April 1, 1936, when the Secretary of the Navy elevated it to a separate administrative unit.

From the beginning, the Naval Hospital Washington, D.C., existed to provide definitive care for Sailors and Marines based in the nation’s capital. The hospital’s location, and its role as a top-tier federal medical facility, also ensured that many of those who were admitted included leaders of the Navy and Marine Corps as well as congressmen, Supreme Court justices, U.S. presidents and vice presidents. The hospital’s role in executive care further expanded after relocating to Bethesda so that all “authorized” government officials were eligible for medical services, including the “president, vice president, members of the cabinet, Article III federal judges, U.S. Court of Military Appeal judges, members of Congress, foreign heads of state and other foreign nationals as designated by the Secretary of the Navy.”

From the 1940s to today, Bethesda has been best known by the moniker, “The President’s Hospital.” And almost every president since Franklin Roosevelt has received some form of medical care there, whether outpatient care and annual check-ups or, in the cases of Presidents Lyndon Baines Johnson and Ronald Reagan, surgical procedures.

In 1965, President Johnson had kidney stones and his gallbladder removed at Bethesda. And to squash rumors in the press that he had cancer and open-heart surgery, Johnson held a press conference at Bethesda on October 20, 1965 whereby he famously lifted “his blue sport shirt on camera” showing his gallbladder scar. As a journalist for Time magazine later reported, the president “let the whole world inspect the ugly twelve-inch seam under his right rib cage.”

President Ronald Reagan underwent four operations at Bethesda including colon and skin cancer procedures. A Navy nurse who stayed with Reagan in the hospital’s presidential suite the night before his colon cancer surgery in 1985, later recalled that night:

“Mrs. Reagan stayed until about 9 o’clock. President Reagan then got a little quiet and I went in to check on him and asked if he needed anything. He didn’t want to watch TV. He said he preferred to read. And so, I asked him if I could get him a book and he said, ‘There’s a book there on the bedside table.’ I picked it up and it was a book of poetry, The Cremation of Sam McGee, [by Robert Service,] the very long, epic poem. And then he looked at me and he goes, ‘I’m a little nervous about tomorrow.’ When he said that I realized that he’s like any other patient who is going to face major surgery.

“So, I sat down and got the sense he wanted to talk a little bit. We had a really nice talk. He asked me where I was born and where I grew up and what my family was like. And then he goes, ‘I think I’d like to read for a while.’ So, I handed him the book and he says, ‘No, you hold the book. I’m going to read to you.’ He then recited The Cremation of Sam McGee from memory for me, to me. That was his way of relaxing. I remember it was just he and I in the room, no one else. The Secret Service detail was outside, and it is now about 10 o’ clock at night, and then he just sighed and said, ‘I feel better. I can get some sleep now.’ Reciting that poem to someone was something that helped him relax. And then the next morning he went right into surgery. I stayed with him through the next night and during his recovery for the next week.”

First ladies have long come to Bethesda for medical exams and procedures, most famously Betty Ford and Nancy Reagan. Both first ladies were diagnosed with breast cancer and later underwent successful mastectomies at the hospital.

Bethesda has also been marked by high-profile tragedies, perhaps none more so than the death of James Forrestal (1892-1949), the nation’s first Secretary of Defense (SECDEF).

From his days as Secretary of the Navy in World War II and later as SECDEF, Forrestal was well-known for his “unending” workdays and intensity. Following a mental breakdown, Forrestal was analyzed at Bethesda by Col. William Menninger, Medical Corps, U.S. Army, and Capt. George Raines, Medical Corps, USN, who diagnosed him with a severe-type of depression or what was referred to as, “a reactive depression.” Secretary Forrestal was initially treated in the psychiatric ward at a lower level of the hospital tower, but upon the request of President Harry Truman, he was moved to the VIP suite on the 16th floor. It was from there on May 22, 1949, that Forrestal broke through a kitchen window and jumped to his death, landing on the third-floor roof.

Despite this rare tragedy, the story of executive care at Bethesda has been wholly one of triumph. The expertise of providers and quality of medical care has been—and remains—top-tier, and it is no surprise that many foreign leaders and dignitaries have, also, come to the hospital for life-saving care. One notable example is the legendary singer Umm (Om) Kulthum (1898-1975), the “Egyptian Nightingale.”

Kalthum was—and remains today—a national icon in Egypt. In 1953, when her singing career was threatened by a large growth in her throat, Kalthum came to Bethesda for treatment, becoming the first non-military foreign dignitary ever admitted to the hospital. Within two months after her treatment, Kalthum was “completely cured” and returned to performing. In an interview with the Egyptian press, dated Sep. 1953, Kalthum praised the medical care she received and remarked that Bethesda was “the grandest hospital in America where one can find the most genius doctors in the world.”

Sources:

“An interview with Um Kalsoum after her return from the United States.” (Sep. 28, 1953). Al Zaman. Accessed from BUMED Correspondence Files, Record Group 52, National Archives II in College Park, Maryland.

Bowen, E.C. (1984) Naval Medical Center, Bethesda, Maryland (1939-1984). Naval Medical Command, National Capital Region. Bethesda, Maryland.

Bureau of Medicine and Surgery (u.p. 1946). “Naval Hospital Bethesda.” Administrative History of the U.S. Medical Department in World War II.

Caroli, B.B. (2015). Lady Bird and Lyndon: The Hidden Story of a Marriage that Made a President, Simon & Schuster.

Deppisch, L.M. (2007). The White House Physician: A History from Washington to George W. Bush, McFarland & Company, Inc.

Hoopes, T. and Brinkley, D. (1992). Driven Patriot: The Life and Times of James Forrestal. Naval Institute Press.

Malone, Tracy, CAPT, NC, USN. Oral History. (Conducted by A.B. Sobocinski, May 29, 2015). BUMED.

Singer’s cure boosts atom use in peace (1953, Feb 12). The Washington Post and Times, p. 9.

Naval Medical Forces Pacific Announces Winners of the Captain Cheryl R. Ringer Memorial Award for Process Improvement

Source: United States Navy (Medical)

SAN DIEGO, CA –Naval Medical Forces Pacific (NMFP) announced the winners of the Captain Cheryl R. Ringer Memorial Award today, an annual recognition of excellence in process improvement.

The award, established in 2018, honors individuals who exemplify leadership, professionalism, and dedication to enhancing health care services through innovative process improvements.

“I am immensely proud of the awardees for their achievements and dedication to enhancing the health and readiness of our military community through continuous process improvement,” said Rear Adm. Guido Valdes, NMFP Commander. “Their projects not only reflect a deep commitment to excellence but also underscore the importance of embracing opportunities for growth and improvement. Lt. Copfer, Lt. Dutt, and Lt. Gutierrez exemplify what it means to lead through innovation.”

First Place Achievement

Leading the 2024 accolades, Lt. Megan Copfer from Navy Medicine Readiness and Training Command (NMRTC) Lemoore and a native of Chesterland, Ohio, received first place for her dual initiatives aimed at transforming patient intake procedures and clinical pharmacy operations. Her project, “Improving Access to Care Through Improved Patient Intake,” successfully streamlined the intake process, resulting in a 32% reduction in completion time and significantly improved data accuracy, saving the clinic’s team 180 minutes of work per week. This resulted in providers having more face-to-face time with their patients. Additionally, her “Clinical Pharmacy Overhaul Program” integrated a clinical pharmacist into the care team, boosting the monthly appointment rate and achieving a cost avoidance of over $130,000 in just six months.

Runner-Up and Honorable Mention

Lt. Cameron Dutt of NMRTC Oak Harbor and a native of Fargo, North Dakota, was named Runner-Up for his innovative approach to enhancing operational readiness through improved dental class ratings. From January through July 2023, on average, the dental clinic was able to fill 52% of the dental hygiene appointment failures each month, resulting in an average of 31 additional patients each month receiving dental hygiene care with 217 reclassified as a dental class 1. By reducing no-shows, creating a dental hygiene patient standby list to optimize appointment scheduling, his project notably improved dental hygiene care delivery and mission readiness.

Lt. Ara Gutierrez of NMRTC Yokosuka and a native of Caloocan City, Philippines, received Honorable Mention for her work in reducing laboratory testing times for newborn screenings and semen analysis. Her efforts led to a reduction in the average turnaround time for newborn screening tests at Navy Medicine and Training Unit (NMRTU) Sasebo from 39 days to 26 days while the average turnaround time for NMRTU Iwakuni was reduced from 46 days to 19 days. By collecting patient workload data for semen analysis and making the testing available in-house, she was able to reduce the average cycle time from 47 days to less than one day. Gutierrez’s initiatives have set new standards for efficiency across Navy Medicine.

About the Award

The Captain Cheryl R. Ringer Memorial Award was inspired by the late Capt. Ringer, whose 22-year career was marked by a relentless pursuit of excellence in process improvement. This award aims to inspire NMFP personnel to embrace innovation and continuous improvement in all facets of healthcare delivery.

A Commitment to Excellence

These winners exemplify the Navy’s commitment to health care excellence and innovation. Lt. Megan Copfer’s leadership and dedication to process improvement have set a new benchmark for operational efficiency and patient care. Similarly, the contributions of Lt. Dutt and Lt. Gutierrez reflect Navy Medicine’s enduring mission to ensure mission readiness and provide the highest standard of care to those who serve.

Naval Medical Forces Pacific (NMFP) is Navy Medicine’s regional command in the Western Pacific. NMFP provides care to more than 675,000 beneficiaries comprised of active duty personnel, retirees, and their family members. The regional headquarters is located at Naval Base San Diego, with Navy Medicine Readiness and Training Commands (NMRTC) throughout the U.S. West Coast, Hawaii, Japan, and Guam.

The Invisible Hand Helping Communities Heal: The Sailors Behind Navy Mortuary Services

Source: United States Navy (Medical)

Being the one left behind after a death is not easy. One moment, everything seems normal; and the next, you realize life will never be the same. During that emotional and stressful time, the Sailors of Navy Mortuary Services step in to lighten the burden.

“Someone’s got to,” said Senior Chief Hospital Corpsman Milton “Whit” Sloane. “Someone’s got to be able to drive when everyone else is falling apart.”

Here, at Naval Station (NAVSTA) Rota, Sloane and Hospital Corpsman 1st Class Julianne Thompson, work behind-the-scenes to ensure that the deceased community member receives the attention required, their final wishes performed, and the community given a space to grieve. They do this by filling the gap, providing expertise, and managing the details to ensure “prompt and uniform death benefits are provided to all Navy beneficiaries worldwide.”

“I see my role as a community funeral director,” said Sloane. “My role is helping the community heal.”

Typically, this is by creating a space to memorialize the loved one, coordinating a funeral, or letting the command pay their final respects. While this may be the outward symbol that most think of when there is a death, this is just one of many being coordinated during that period.  Thompson describes their role as the “invisible hand” in the whole process – their involvement is continuously present but not seen.

“We are the subject matter experts in what we do and there are a lot of questions we can answer for families that others can’t,” she said. “We help guide them through their worst time, help process their emotions, ship their loved one home, or assist in cremating their remains out in town.”

Sloane and Thompson are part of an incredibly small community – comprised of only 14 Sailors throughout the fleet – that serve as Navy morticians. These enlisted Sailors serve within the hospital corpsman rate, but assigned to the Navy Casualty division of Navy Personnel Command. Prior to enlisting, the Sailor must have completed mortuary science degree, be licensed in a state, and have a minimum of two years’ experience.

“You have to be knowledgeable about the law, and then on top of that military law and all the guidelines that go with that,” explained Thompson.

Sloane said he had always hoped to become a funeral director. He enlisted in the Navy working supply on a destroyer before getting out to attend school for funeral science. He later re-enlisted as a Navy Mortician and later became the first Senior Chief within the community.

For Thompson, her decision to enter the field was more nuanced. While some refer to this career as a calling, she did not. During high school, she visited a human cadaver lab and was one of only two students who expressed interest in it. After graduation, she tried a few other career paths before returning to funeral science/services.

“I felt like I was interested in it before, so I’d try it out,” she said. “I’m good at compartmentalizing, and can handle the emotional part as well as the biology/science of the job really well. I felt that I should go into it because I could deal with those items that others cannot.”

Ultimately, she found a career that worked for her and after completing her degree and two years in the field, she enlisted in the Navy in 2019. After “A” School in Millington, Tennessee and a tour at Quantico, Virginia, Thompson reported to Naval Station (NAVSTA) Rota in late 2022.

Most days, she is found at patient admin department within the naval hospital. She said the reasons are two-fold; her role as a mortician ebbs-and-flows and working at the hospital allows her to better learn her rate.

“We fall under the corpsman rating and for advancement, we have to compete against all other corpsmen,” she explained. “We have to take the test on medical information when we’re not medical professionals.”

They both acknowledge the irony that their rate demands knowledge of maintaining quality of life and healing of their patients when their primary duty is care of the deceased. Thompson said since Rota was uniquely positioned with two Navy Morticians as this time, it was a good opportunity for her to expand her corpsmen knowledge and network while staying busy.

Later this year, Sloane will retire from the Navy after 24 years of service. Thompson will then become the only mortician assigned to this area which stretches the Iberian Peninsula as well as transiting ships within this area of responsibility. In the overseas environment, this not only includes active duty service members but family members, civilians and retirees. Due to the large geographical area, they routinely travel to support the needs of the impacted communities.

They also assist in programs and trainings related to their field such as facilitating casualty assistant calls officer (CACO) training, assisting in POW/MIA briefs to families, supporting burials at sea, and providing military honors at funerals.

From preparing the body to be shipped stateside or cremation, Sloane and Thompson manage the contracts, follow host nation regulations, and uphold family wishes. Most communities only see them during the memorial or funeral when they are in the “funeral directing” aspect of their job. While the event may be a small part of everything that is happen, Sloane feels that this is a very important aspect of the job particularly given the demographics of the U.S. military.

“A lot of our population is young people,” he said. “This is sometimes their first death, or sometimes it’s the first time that it has affected them personally. That’s another part of the community – to help them process it especially when it’s their peer.”

By providing the entire community an opportunity to gather, process and grieve, the community can begin to heal. Sometimes this can include a send-off for the deceased member by their command. While the agreement with Spain does not allow personnel on the flightline for the send-off, Sloane and Thompson have found ways to let the command pay their respects.

“We coordinate with the command to have everyone arrive to come in to view the draped coffin,” said Thompson. “We allow them inside the morgue where they can spend some time and say goodbye. At a specific time, everyone lines up outside the location and the pallbearers walk beside it and put the remains in the hearse.”

They describe the process as a nice, dignified way for the command to say goodbye to their coworker while staying within the local regulations. From there, the body is transported back to the United States – typically Dover Air Force Base in Delaware – where there will be a dignified transfer.

By being the invisible hand behind the grieving family, Sloane and Thompson work tirelessly to take care of details, ensure that everything is in place, and allow the family – and greater community – the opportunity to grieve together.
 

U.S. forces engage insurgents in support of the Federal Government of Somalia

Source: United States AFRICOM

At the request of the Federal Government of Somalia, U.S. Africa Command conducted a collective self-defense against the al Shabaab terrorist group on Mar. 2.

The collective self-defense airstrike occurred in a remote area in the vicinity approximately 45 km northeast of Kismayo.

The initial post-strike assessment indicates that the U.S. airstrike killed two al Shabaab terrorists and that no civilians were harmed.

U.S. Africa Command will continue to assess the results of this airstrike and will provide additional information as appropriate. Specific details about the units involved and assets used will not be released in order to ensure operational security.

Al Shabaab has proved both its will and capability to attack U.S. forces and threaten U.S. security interests. U.S. Africa Command, alongside its partners, continues to take action to prevent this malicious terrorist group from planning and conducting attacks in the region, which disproportionately harms civilians.

Somalia remains key to the security environment in East Africa. U.S. Africa Command’s forces will continue training, advising, and equipping partner forces to give them the tools that they need to degrade al Shabaab.

U.S. Africa Command, headquartered in Stuttgart, Germany, with partners, counters malign actors and transnational threats, responds to crises, and strengthens security forces in order to advance U.S. national interests and promote regional security, stability and prosperity.