INSTALLAT RIGHT: BUTLER WHILE STATIONED ABOARD USS ENTERPRISE (CVN 65). BELOW: BUTLER EXAMINES A PATIENT AT THE BHC.
NNSY WELCOMES NEW BRANCH HEALTH CLINIC DIRECTOR BY ANNA TAYLOR PUBLIC AFFAIRS SPECIALIST PHOTOS COURTESY LT. CMDR. CLIFTON BUTLER 20 • SERVICE TO THE FLEET • FEBRUARY 2018
He didn’t always want to join the Navy, but he always knew he was born to be a medical provider. Lt. Cmdr. Clifton Butler had already finished his Bachelors of Science in Chemistry from Jackson State University when he made the decision to join the military, shocking his Army father and the rest of his family. Now 17 years since he began his career as a Hospital Corpsman and almost 11 years since his commissioning in 2007 as a Physician Assistant, Butler has no regrets about the path he chose. “It’s been a life changer, but looking back I know I made the right decision,” he said. Butler was selected to become the Branch Health Clinic (BHC) Norfolk Naval Shipyard (NNSY) clinic director in October 2017 during his tour as deployment health manager and screener at BHC Naval Air Station (NAS) Oceana. Prior to his role at BHC NAS Oceana, Butler was stationed in various medical positions at Naval Medical Center San Diego, Expeditionary Medical Facility Kuwait, Marine Corps Recruit Depot San Diego, USS Enterprise (CVN 65), and the
Chemical Biological Incident Response Force (CBIRF) at Indian Head, Maryland, where he provided emergency disaster management and response in the event of a chemical, biological, radiological, nuclear, or explosive attack in the National Capital Region. Where the shipyard is concerned, Butler has no doubts about what he is here to do. “My priorities are based on the priorities of the Navy Surgeon General and Chief, Bureau Medicine and Surgery (BUMED), which are readiness, health and partnerships,” he said. “These priorities go hand-in-hand with those established by the Norfolk Naval Shipyard Commander, Capt. Scott Brown. The Navy needs a ready force, not just a ready active duty force, but a ready civilian force, which supports our maritime strategy. We have to make sure, from a clinical standpoint, that our civilian personnel are medically ready, and that nothing will preclude them from doing the job and getting our combatant ships and submarines out on time. From the health standpoint, we’re making sure there aren’t any chronic medical conditions present and that everyone is fit for the duties they
TION LEFT: BUTLER AND ONE OF HIS TWO SONS. BELOW: BUTLER PARTICIPATES IN AN EXERCISE AT CBIRF.
have been assigned to perform. Although the clinic is considered a tenant command, the goal is to be a partner. We constantly collaborate with other departments regarding patient scheduling, health training for things like hearing conservation and eye safety, and we’re working hard to align these priorities across the shipyard.” Butler said the clinic’s biggest challenge is the high number of employees who don’t show up for their appointments. “Notifying employees when they have appointments has been a struggle,” he said. “How do we communicate with our patients, especially when they’re in the Controlled Industrial Area (CIA) with no cell phones? Their supervisors are busy taking care of other responsibilities, so we’re trying to figure out how we can make sure employees know when they have appointments.” Appointments are generally scheduled 60 days in advance using Supervisors Desk (SUPDESK). Employees are mailed a post card with the date and details. Supervisors are notified on a daily basis and are expected to communicate these appointments with their workers on and off the waterfront. Butler says there isn’t much to be done
about patients who call in sick on the day of their appointment, but employees who know about scheduling conflicts in advance should call the clinic to cancel or reschedule their appointments. The Branch Health Clinic oversees more than 40 components to shipyard surveillance programs designed to ensure employees are physically fit for the work they will be required to perform. Physicals are completed in two appointments designed to limit the amount of time employees spend off the job site. “If employees aren’t showing up for physicals, they’re not ready to go to the production line, which creates a domino effect. It means there are less qualified mechanics on the waterfront,” Butler explained. Appointments are conducted in two phases, Part 1 and Part 2. During Part 1, patients may complete spirometry (testing lung function), lab work, x-rays, optometry exams, and audiograms with clinic ancillary and support staff. During Part 2, which is typically scheduled one to two weeks following Part 1, patients meet with a medical doctor of physician assistant to have their exam performed. Unless further
information is required from an employee’s primary medical doctor, Part 2 completes the physical process and clinic staff can finalize the examination paperwork. During these exams, the provider has an opportunity to evaluate employees from both an occupational health and preventive medicine perspective. “As the clinic director, I want to make sure the BHC is set up for success and that the shipyard is set up for success,” said Butler. “During the next few years, we plan to develop and cultivate a true partnership with the base, built on collaboration, to make sure Capt. Brown’s and BUMED’s missions and visions are accomplished. The goal is to provide true service to the fleet while providing world class care anytime and anywhere.” FEBRUARY 2018 • SERVICE TO THE FLEET • 21