The mission of the U.S. Army Medical Command (MEDCOM) Deputy Chief of Staff for Warrior Care and Transition (DCS, WCT) is to oversee, integrate, and synchronize policy, advocacy, and execution for warrior care initiatives and the Army Wounded Warrior Program. The Army Recovery Care Program (ARCP) evaluates and treats wounded, ill and injured soldiers through a comprehensive, soldier-centric process of medical care, rehabilitation, and professional and personal development.

In order to leverage technology to better support the needs and experiences of the wounded, ill, and injured soldiers in their system, the WCT needed to rethink how they approached the IT, cybersecurity, and enterprise-related requirements inherent in establishing and growing a medical organization. Our challenge was to understand the process and doctrine as it was being developed and then to support and scale it in a way that was useful to track the health, wellness, and transitions of the 20,000 warriors in the system.

TIAG’s on-site team served as critical contributors to the mission by providing project management and technical advisory and development services. We were the central coordination point for contracted activities and managed all internal projects, working directly with both the CIO and CMIO to advance the clinical IT priorities of the organization We worked closely with clinical and non-clinical SMEs (nurse case managers, occupational therapists, social workers, etc.) to design surveys and assessment tools that could be automated and used to proactively monitor ARCP’s wounded, ill, and injured soldier population. Our goal was to ensure the data was easy to manipulate and leverage across all users. On a local and individual level, an individual squad leader or clinical practitioner would have the ability to view all necessary components, but at an aggregate level, leaders could see how many soldiers were reporting as high risk, dealing with pain issues, rehabilitating, and more.

We were able to help WTC navigate and identify the best use of technology. Taking this approach and direction on the adoption of new technologies was fundamental to growing WTC’s IT portfolio and infrastructure. Because of this detailed understanding and cooperation, we were able to vastly improve the command’s ability to track every soldier’s progress – advancing their mission to fully support the U.S. Army’s ill and wounded warriors and their families.

AFMRA establishes policies and procedures for providing lifecycle medical materiel management and maintenance for force health protection and health care delivery in worldwide theaters of operation.

AFMRA needed to find proactive ways to improve delivery and reduce costs for the Air Force Medical Service. This necessitated a full analysis of medical logistics operations, including medical equipment management and facility management.

We incorporated a comprehensive systems improvement model to provide leadership with complete visibility of efficiencies and inefficiencies. This included gap analysis, risk migration, research on supply chain management best practices, and testing and piloting a state of the art, automated supply chain initiative (a weight-based POU system). By understanding the unique needs of the DHA and troops, we were able to document and recommend process re-engineering. We applied Lean Six Sigma process mapping across their 13 major processes and more than 130 sub-processes. We utilized multiple data sources (DMLSS, JMAR, and WRM databases) to create a dynamic algorithm and forecast manpower based on workload for the logisticians and biomedical technicians working at DHA. To reinforce and ensure assimilation, we designed and delivered both instructor-lead and online training to educate medical logistics personnel on supply chain management best practices.

By re-engineering the DHA’s supply chain management model, we were able to decrease their manpower needs by 50 FTEs, resulting in a $3.7 million dollar savings across the enterprise.

PASBA provides medical coding training, auditing, analytics, and data quality oversight to medical treatment facilities within MEDCOM and across the Military Health System, DoD, and federal government.

PASBA needed to determine how to transition to a new international coding system (ICD-10) in 2013 and understand the potential impacts it would have on their IT infrastructure and investments. 

TIAG provided MEDCOM with a strategy for a seamless transition to ICD-10. We conducted an extensive hands-on inventory of all IT investments in every medical treatment facility by performing transition impact analyses on each IT investment and providing mitigation strategies to reduce any impacts. This approach helped us determine accurate costs and potential impacts of deploying ICD-10. Our guidance and mitigation strategies minimized any potential impacts and ensured a successful transition.

Our team of experts and processes allowed MEDCOM to successfully implement ICD-10 throughout every medical treatment facility around the world.