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MEDICAL COMPANY

Medical planning remains a problem area at the CTCs. Brigade surgeons generally are not involved in the planning process. Casualty evacuation has not been a positive trend. Units experience major problems with mass casualty situations. The Professional Filler System (PROFIS) has some problems. PROFIS physicians lack tactical training and are ill-prepared to perform their doctrinal role as commanders of the medical companies.

Planning for medical support of the brigade has normally been left totally in the hands of the medical company commander and task force medical platoon leader. Occasional help and input has been provided from the brigade surgeon.

TECHNIQUE(S):
Get the brigade surgeon involved in medical planning. Include him in all training events at home station.

Casualty evacuation has received greater emphasis and the support levels involved continue to be better prepared.

There are two major medical events that occur here that require battalion-level attention. The first is mass casualty treatment and evacuation, and the second is the medical support of the BSA.

The mass casualty evacuation process is fundamentally a logistical problem, not a medical one. The requirements necessary to successfully execute this mission exceed medical company resources. Communications, transportation, labor and security are just out of the reach of the medical company. While most support battalions realize this upon their departure from a CTC, none are prepared for it upon their arrival. FM 63-20 talks to the medical company being commanded by a physician and the executive officer being dual-hatted as a battalion staff officer and company XO. This isn't the case during peacetime. The medical planning functions fall to the battalion staff. This is where the breakdown starts.

The second mission of the medical company is health care services for the BSA. Routine sick calls are handled well, but mission support needed during the aftermath of OPFOR activity is slow to develop, again because of the lack of planning and training. FSB companies tend to orient forward but not normally to their own backyard. Thus CSS soldiers needlessly die of wounds, and CSS suffers. Commanders are responsible for all facets of CSS, not just those of a more traditional nature.

TECHNIQUE(S):
Detailed planning and coordination are the keys to success. The FSB staff must be involved in mass casualty situations. One FSB assigned 10-man teams from each company to help out during mass casualty. This minimized degradation of CSS and saved lives.

The Professional Filler System (PROFIS) is a problem Armywide. These physicians are usually ill-prepared for tactical medical operations, much less command of a medical company. Some units get a different PROFIS physician at each training event. Doctrinally PROFIS physicians are earmarked to a specific unit.

At the CTCs, medical service corps officers remain in command of the medical company. This provides the continuity necessary for successful operations. During Operations DESERT SHIELD and DESERT STORM, there were many observations written about the tactical knowledge of PROFIS physicians. Many appeared to lack basic knowledge of common soldier skills.

TECHNIQUE(S):
Establish a relationship with your PROFIS physician. Invite him to unit functions. Provide him with copies of battalion SOPs. Train with him at every opportunity.

Table of Contents
Maintenance Company
Military Police