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Over the last decade, U.S. military forces have been engaged in extended conflicts that are characterized by increased operational tempo, most notably in Iraq and Afghanistan. While most military personnel cope well across the deployment cycle, many will experience difficulties handling stress at some point; will face psychological health challenges, such as post-traumatic stress disorder or major depression; or will be affected by the short- and long-term psychological and cognitive consequences of a traumatic brain injury (TBI). Over the past several years, the Department of Defense (DoD) has implemented numerous programs that address various components of psychological health along the resilience, prevention, and treatment continuum and focus on a variety of clinical and nonclinical concerns. This comprehensive catalog of programs currently sponsored or funded by DoD to address psychological health and TBI provides overviews and detailed descriptions of 211 programs, along with a description of how programs relate to other available resources and care settings. It also provides recommendations for clarifying the role of programs, examining gaps in routine service delivery that could be filled by programs, and reducing implementation barriers. Barriers include inadequate funding and resources, concerns about the stigma associated with receiving psychological health services, and inability to have servicemembers spend adequate time in programs. The authors found that there is significant duplication of effort, both within and across branches of service. As each program develops its methods independently, it is difficult to determine which approaches work and which are ineffective. Recommendations include strategic planning, centralized coordination, and information-sharing across branches of service, combined with rigorous evaluation. Programs should be evaluated and tracked in a database, and evidence-based interventions should be used to support program efforts.
Soldiers --- Brain damage --- Families of military personnel --- Mental health services --- Patients --- Services for --- Services for
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Humanitarian assistance has long been a part of the U.S. Department of Defense (DoD) in direct support of the broader strategic goals underlying U.S. policy, such as reconstruction and stabilization. Thus, although they are often short-term, such projects must be designed and implemented with a longer-term vision so they are compatible with these broader policy goals. Project assessment is central to achieving this objective. In response, the Office of the Secretary of Defense asked RAND to develop a handbook to support the monitoring and evaluation (M&E) of humanitarian assistance projects to assist DoD staff and their civilian counterparts in developing, monitoring, and assessing these projects and in collaborating to achieve broader strategic-level goals. The prototype handbook includes two parts: an M&E primer, which provides a thorough introduction to M&E terms, approaches, and best practices, and a step-by-step user's guide to walk project teams through the data collection and monitoring processes at various stages, including project planning, implementation, completion, and follow-up. It also includes guidelines for involving the local population and avoiding bias when conducting surveys, interviews, and focus groups. The accompanying worksheets guide users through the planning and monitoring requirements for humanitarian assistance projects, including management and core indicators for all humanitarian assistance projects and additional indicators for each specific type of project currently undertaken by DoD. Further testing and feedback from project staff in the field will help refine the prototype handbook and increase its utility in future project assessment initiatives.
Humanitarian assistance, American --- Technical assistance, American --- International relief --- Peacekeeping forces, American --- Civil-military relations. --- Evaluation. --- Evaluation. --- Evaluation. --- Evaluation. --- United States. --- United States --- Armed Forces --- Stability operations --- Evaluation.
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The Office of the Secretary of Defense/Office of Health Affairs (OSD/HA) is implementing a guideline to identify patients with post-deployment health (PDH) concerns and manage their care. This briefing presents the demonstrations findings and documents successes and challenges.
Medicine, Military. --- Veterans. --- Diagnostic Techniques and Procedures --- Health Facility Administration --- Practice Guidelines as Topic --- Military Personnel --- Military Medicine --- Guidelines as Topic --- Diagnosis --- Health Facilities --- Organization and Administration --- Medicine --- Occupational Groups --- Quality Assurance, Health Care --- Health Occupations --- Persons --- Health Services Administration --- Health Care Facilities, Manpower, and Services --- Health Care Quality, Access, and Evaluation --- Quality of Health Care --- Health Care --- Occupations
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The U.S. Department of Defense has highlighted the importance of preparing health care leaders to succeed in joint, performance-based environments. The current wartime environment, rising health care costs, and an increased focus on joint operations have led to recommendations for Military Health System (MHS) transformation. Part of that transformation will involve improving the identification and development of potential MHS leaders. An examination of how candidates are identified for leadership positions, the training and education opportunities offered to them, and the competencies they are expected to achieve revealed both a range of approaches and several commonalities in the military, civilian, and government sectors. A conceptual framework guided a series of interviews with senior health care executives from a wide range of organizations and military health care leaders from the Army, Navy, and Air Force, as well as a case study of the leader development approaches used by the Veterans Health Administration. Several themes emerged in terms of how leaders are developed in each sector, including the importance of mentoring, career counseling, 360-degree feedback, self-development, and formal education and training programs. Lessons learned in the civilian and government sectors hold importance for transforming the way in which MHS identifies and develops health care officers with high leadership potential for senior executive positions.
Health services administration --- Leadership --- Military Health System (U.S.) --- United States --- Armed Forces --- Medical personnel --- Management. --- Officers --- Training of.
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In January 2004, the Military Health System (MHS) began implementation of the Armed Forces Health Longitudinal Technology Application (AHLTA), DoD's global electronic health record. AHLTA will ultimately be used by all providers in the military's direct care system at the point of care. The authors describe a four-part framework they recommend that DoD adopt in measuring AHLTA's contribution to MHS performance.
Medicine, Military --- Medical informatics --- Information storage and retrieval systems --- Information services. --- Medical care.
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