(g) Occupational health & safety activities were successful in initiating a
culture of safety. By the end of the mission stop, HN personnel were spontaneously identifying potential health and safety hazards.
(h) PP13 engaged in a very successful partnership with CDC to conduct
public health screening. PP13 provided surge capacity and assisted in screening
over 400 people for diabetes, HTN, TB, and Hansen’s disease. This collaboration was a great example of providing surge capacity for an existing program,
producing sustainable impact.
(i) Vets partnered with local NGO, Marshall Islands Organization for
Animal Welfare (MIAOW), to provide basic pet first aid information, conduct a
sterilization clinic, and establish a potential lasting partnership with MIAOW staff
to assist through informal veterinary telemedicine.
(j) Force protection for health fairs in Ebeye greatly improved after
addressing with U.S. force protection assets.
Kiribati
New Zealand assumed the lead for this mission stop. PP13 planning staff had
limited communication prior to execution of activities. Staffing requests from New
Zealand planners were met by U.S. planners; however, very little coordinated
planning took place. The PHB anchored off the coast and was dependent on
LCU, helo, and RHIB for ship to shore movement. Staff engaged in events
RON’d in the local sports stadium. The HN requested the number of personnel
on the ground be limited to less than 200. Infrastructure and supplies could
accommodate 180 people staying in the stadium. Staff rotated every 2-4 days.
Accommodations were expeditionary, but safe and adequate.
(1) Challenges:
(a) The first day of the health fair, there were multiple HN heat casualties.
Large numbers of people attended, making the wait long. This was resolved the
next day w ]