Sept. 3, 2013
Vol. 2 Issue 93
DAILY DIGEST
INDEPENDENT
DUTY CORPSMEN
W
Story by MC3 Linda S. Swearingen Photos by MC3 Raul Moreno
hen Sailors are sick or injured they visit Medical Department to seek medical attention. However, a doctor may not always be available to meet with the Sailor to evaluate their medical needs or to patch them up. In lieu of a doctor, Sailors can seek the medical expertise from one of the independent duty corpsmen (IDC) currently stationed on board Nimitz. There are 26,586 total active duty hospital corpsmen (HM) currently serving in the Navy and of those only 1,498 are IDCs. IDCs are required to be efficient not only as a
corpsman, but a corpsman with various “C” school trainings. “IDCs like to say we have a license to practice medicine without a license,” said Hospital Corpsman 1st Class James J. Ruane, of Springfield, Mass., an IDC on board Nimitz, who is currently temporary assigned duty (TAD) to USS William P. Lawrence (DDG 110). There are many different jobs Nimitz’ IDCs perform, such as physical exams, ordering x-rays, laboratory work and prescribing medications, which separate them from the other HMs on board. “We are trained in minor procedures and also emergency medicine,” said Hospital Corpsman 1st Class Jacqueline A. LaDue, of Virginia Beach, Va., an IDC on - Continued on page 3 -
Sailor of the Day
Story and photo by MCSA Kelly M. Agee
Electrician’s Mate Fireman Jasmine A. Harris, a native of Glendale, Ariz., was named Sailor of the Day Sept. 2. “It feels great to be Sailor of the Day,” said Harris. Demonstrating exceptional technical acumen and personal initiative, Harris provided superb support in the expert upkeep of Nimitz’ 60-hertz electrical power distribution system and associated supporting equipment in the highest state of material readiness. As an undesignated fireman, Harris’ personal Commanding Officer Capt. Jeff Ruth
drive and eagerness in learning the electrical rating was constantly on display. Her direct efforts yielded the correction of more than 130 ventilation system troublecalls throughout Nimitz’ habitability and work spaces, accounting for more than 1,100 document man hours and a significant reduction in heat stress conditions in an already temperature conscious environment. When asked if she had any advice for others who would like to seek similar recognition Harris said,“Work hard and make good decisions and have fun with your job.”
Executive Officer Capt. John Cummings
Editor MC2 (SW) Jason Behnke
Command Master Chief CMDCM Teri McIntyre
Public Affairs Officer Lt. Cmdr. Karin Burzynski
Lead Designer MC3 George J. Penney III
Nimitz News accepts submissions in writing. All submissions are subject to review and screening. ”Nimitz News” is an authorized publication for the members of the military services and their families. Its content does not necessarily reflect the official views of the U.S. Government, the Department of Defense, the Department of the Navy, or the Marine Corps and does not imply endorsement thereby.
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- Continued from page 1 -
board Nimitz. “In school we are trained how to be the Senior Medical Department Representative (SMDR), so on a DDG we are it. We are the department head of medical, and when things happen medically that are beyond our comfort level of knowledge we consult our Senior Medical Officer (SMO) for further guidance.” According to Ruane, who has been an IDC for 10 years, there is a long process that must be completed before a Sailor can put on the title of IDC. “You have to be a senior second class to apply to IDC school, and the level of training we receive in IDC school is 56 weeks long,” said Ruane. “Nine months is in a classroom learning everything from basic cellular biology to diagnosis, management and care of patients. [We spend] three and a half months in clinical rotations in regular sick call clinic to the various specialty clinics and are taught to work independent of a physician and in austere environments.” The main responsibilities of an IDC depend on what kind of platform they are on. There are four different types of IDCs: Surface Force, Dive, Submarine and Fleet Marine Force Recon. Nimitz’ IDCs are all rated as Surface Force. “Here on board Nimitz our primary job is patient care,” said LaDue. “Myself and the other IDCs run sick call twice daily and then we each have a set schedule that the front desk fills with patients. We respond to medical emergencies and we stand the same duty as the medical doctors. We are not alone here and we get a great opportunity to expand our clinical skills.”
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HM1 Epafara Vaitautolu examines a patient in medical.
According to Ruane, being an IDC has come with a lot of memorable experiences. “When your medical staff members get sick, hurt or have a problem and they have a variety of doctors they have access to see for care, but they come to you to take care of them, that says something and it sticks with you,” said Ruane. LaDue said she enjoys being an IDC because she is able to do more for her patients herself instead of having to refer them to someone else. “It is nice to see a patient from beginning to end and see them through the medical treatment process,” said LaDue. “I can honestly say that I love my job. It is extremely rewarding to know that I can help make someone’s day better, sometimes just by listening to them.”
NAVY PREPARES TO
FACE NEW CHALLENGES Story by Defense Media Activity - Navy Photo by MC3 Raul Moreno Jr.
S
ecretary of the Navy Ray Mabus directed the office of the Deputy Under Secretary of the Navy/Deputy Chief Management Officer (DUSN/DCMO) to begin a comprehensive assessment of the business challenges facing the Navy and Marine Corps. He also instructed the offices of the DUSN/ DCMO to begin developing a plan to address the multiple budgetary and resource challenges currently facing the Department of the Navy. “This is about bringing real change to our department,” said Mabus. “This will ensure that the Navy and Marine Corps team remains the most effective and efficient expeditionary fighting force the world has ever known.” “We’ve faced these challenges in the past,” said newly-appointed DUSN/DCMO Tom Hicks, former Deputy Assistant Secretary for Energy. “But, to me, what’s different now is that the scale is different and the stakes are higher.” As the Navy and Marine Corps continue to adapt to an evolving fiscal and global environment after 4
more than a decade of sustained conflict, they face a series of new challenges. “We don’t have a choice,” said Hicks. “We have to be out in front on this. The fiscal resources are very constrained and that’s not something that’s going to end anytime soon. It is, however, something that comes with the opportunity to really think, strategically, about how we conduct the business of the Department of the Navy in a way that maintains and protects the mission.” “What’s paramount,” Hicks said, “is being able to accomplish the mission and being able to do so in a way that responds to the realities of the resources we have.” Hicks, and those working in the office of the DUSN/DCMO, were selected to address possible areas of improvement in the business practices of the Department of the Navy due to a proven ability to drive change and the office’s position within the department’s organization. “His (Hicks’s) leadership as Deputy Assistant Secretary for Energy and his entire career have
Sailors and Marines participate in a foreign object damage walk down on the flight deck.
proven Mr. Hicks’s innovative vision and capacity to drive organizational change, exactly the credentials and mission for the DUSN/DCMO,” said Mabus. Hicks looks forward to the task ahead. “We need to look at this as an opportunity to become the most efficient organization we can be in order to accomplish the mission when we’re called upon,” said Hicks. “Fiscal challenges put a strain on, for example, how, where and when we train. That’s something we have to make sure doesn’t happen again and, through this effort, I think we can ensure that it doesn’t,” Hicks said. “What this means for Sailors and Marines is that they will be able to do more of what we’ve actually asked them to do.” Mabus directed the DUSN/DCMO to focus on the Secretary of the Navy priorities of people, platforms, power and partnerships in accomplishing several specific tasks including: - Developing and implementing a vision for large-scale Department of the Navy transformation to include clear goals and performance assessments. 5
- Resolving the Department of the Navy’s most pressing and complex business challenges. - Identifying opportunities to shape and position the Department of the Navy to meet future budget and resource challenges. An initial business transformation plan, an assessment of the Department’s biggest challenges, and a plan of action and milestones to include a plan for reshaping the Department of the Navy as part of a 20-percent headquarters manpower reduction are due to the Secretary of the Navy within 90 days. While Hicks will head this drive to improve the Department of the Navy’s business practices, the initiative will require the efforts of the entire organization. “My goal is to do this in a way that it is a collaborative effort across the Department of the Navy to identify opportunities for efficiencies, financial savings and staff savings,” said Hicks. “This is a proactive chance for us to be able to position ourselves to be able to conduct the Department’s missions in the future.”
THROUGHTHELEN
AD2 Alex Alegre, assigned to the “Argonauts” of VFA-147 cleans corrosion off an F/A-18E Super Hornet in the hangar bay.
AO2 Michael Becker, from Spotsylvania, Va., performs maintenance on elevator equipment.
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By MCSN Eric Butler
By MCSA Kelly M. Agee
AWS2 Carlos De Osambela, assigned to the “Indians” of HSC-6, looks out the window of an MH-60S Seahawk.
By MCSN Siobhana R. McEwen
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ON THE COVER: HM1 Jacqueline LaDue examines a patient in medical.
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