Innovation
The WTB–E’s clinicians have found
various ways, such as using video
teleconferences, to support treatment requirements for a geographically dispersed Soldier population.
The battalion headquarters also
regularly investigates ways to improve processes. In 2012 and 2013,
the battalion completed three Lean
Six Sigma projects that digitized the
nomination packet approval process
(for Soldiers entering the WTB–E),
integrated an improved reporting
process for nomination packets, and
created a database for managing permanent profiles and new IDES cases.
The surgeon general of the Army
recognized these projects—the
first of their kind in the WTC and
AMEDD—by awarding the battalion the Army Medical Command’s
Maintain, Restore, and Improve
Award for Major Subordinate Commands in 2013.
One of the most important innovations was identifying the past
challenges in the USAREUR nomination process and creating a proposal for a streamlined process in
2013 and 2014. WTU nominations
must have the oversight of senior
commanders, MTF commanders,
and the WTU commander.
At a single installation with these
three individuals in CONUS, this
is manageable. But because of the
WTB–E’s dispersion in Europe, it
had four senior commanders and
three MTF commanders across
multiple countries, which generated
an excessively complicated process
with an average of 13 people and 23
separate “touch points.” The battalion worked with ERMC and USAREUR to streamline the process in
order to reduce the complexity and
time needed for completion.
The Way Ahead
The WTB–E has transformed
with USAREUR in recent years
and will have only two companies
under the battalion headquarters in
the summer of 2014, one each at the
Landstuhl Regional Medical Cen
ter and the Bavarian Medical Department Activity catchment area.
This will allow the companies to fall
under these MTFs in the future if
it eventually becomes necessary to
transfer the WTB–E’s functions to
the ERMC headquarters.
Most importantly, the Army will
have to determine the future of warrior care, which will affect how it is
accomplished in Europe. Major factors include the end of major operations in Iraq and Afghanistan as well
as budget constraints.
Certainly, the end of major operations in Iraq and Afghanistan will
not preclude the requirement for
warrior care because combat injuries
are not a requirement to qualify for
a WTU. Nonetheless, this and other
contextual drivers will likely determine the emphasis the Army can apply to warrior care within the future
fiscal environment.
The Army has much to balance,
including enabling WTU clinicians
to maintain credentials, retaining
top-quality cadre by ensuring promotion boards view these assignments favorably, securing funding
for career and education training,
monitoring rebasing initiatives that
may affect the availability of medical
care, and deciding if the geographically dispersed warrior care currently
implemented in Europe is fiscally viable. These issues must be considered
carefully since they affect our ability
to fulfill the obligation to provide
high-quality care for Soldiers in
transition.
By standing up the WTUs, the
Army created organizations to help
Soldiers and families heal, rehabilitate, and successfully transition back
to the force or to civilian life. Despite the geographic challenges presented by operating in Europe, the
WTB–E has succeeded in providing
high-quality warrior care through
excellence and innovation.
The WTB–E has successfully
transitioned more than 900 Soldiers in the last five years, providing
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