CMD RPT ODS 17 MAR 91 AMD CDRS SUMMARY 17 MAR 91

File: 980811_sep96_decls6_0014.txt
Page: 0014
Total Pages: 17
Subject = CMD RPT ODS   17 MAR 91 AMD CDRS SUMMARY   17 MAR 91

Box ID = BX003208

Folder Title = 251ST EVAC HOSP-ANNEX E ODS

File Cabinet = Week-38

Parent Organization = HSC




















            patients. As KKMC became a major receiving point for these
            latter groups and as MODA hospital was designated Northern Area
            EPW transfer point to Saudi control, we rapidly came to
            main-building capacity and are still near that point at this
            reporting.

                Despite our current load, we are now moving into the IV and
            final phase of our mission. This is the turn-over phase. At
            this time Americans are beginning to stand back and let host and
            fnulti-nation staffers take over patient management. Efforts are
            underway to centralize KKMC EPW's requiring long term care at
            MODA utilizing the other area evacuation hospitals for EPW's who
            can be returned shortly to prison camps.

                                      PROBLEM AREAS

                I saw five main problem areas in the operational phase of
            the mission, one of which had surfaced during mobilization. This
            first was a continuation of the difficulties perhaps inherent in
            augmenting one unit with a large group from another, making the
            augmentee group give up its identity, and mixing a Guard with a
            Reserve unit. The 251st worked diligently on cross-leveling
            after arrival. However, the problems outlined in the
            mobilization section of this narrative could not be settled over
            night. Seeming inequities in mail delivery, promotions, pay
            procedures, added to the strc?sses of mission, caused two formal
            letters of complaint to be generated regarding 251st management.
            One was from a known 75th Field Hospital officer to LTG William
            Ward, CG US Army Reserves, and one, I have reason to believe, was
            from a 75th individual to GEN Norman Schwarzkop+, CINC, Operation
            Desert Storm. Both complaints triggered on-site investigations
            of 251st management in which no charges of mismanagement or
            discriminatory practices were levelled. However they underscore
            the basic problem area. Members a-F a Reserve unit with different
            background and promotion policies were moved into and under a
            Guard unit with little actual regard for the job and rank
            requirements of that Guard unit. I believe some degree of
            conflict was inevitable.

                The second problem area was that of individual stress
            reactions to mobilization and deployment. This is probably
            inevitable in any Reserve Component unit and even in a off-line
            Regular combat support unit. During mobilization several
            individuals presented health problems that had been concealed or
            minimized during drill periods. After deployment some few people
            were rendered less productive than had been expected by the
            stresses of separation and the combat theater.

                The third problem - that of cultural adjustment has
            administrative and social areas of interest. Administratively we
            found an interesting dichotomy. The Americans are mission or
            goal oriented. They approach a job to get it done. They are
            aware that errors will occur and strive to minimize them. The
Unit = OTSG        
Parent = HSC