Medical Service Corps United States Army

1. Medical Service Corps United States Army MSC UPDATE 2004 DoD Pest Management Workshop, Jacksonville, FL COL Dave Burns Deputy Chief, Medical Service Corps Office of the Chief, Medical Service Corps – 12 February 2004

2. United States Army Medical Service Corps MSC 2…. MSC 2006 MSC 2005 MSC 2004 MSC 2003 MSC 2002

3. BG Ursone’s Four Priorities for Our Medical Service Corps • Relevance and Core Competency • What do we do and why it’s important? • Visibility and Communications • Inform, Listen and Act • Leader Development • Invest in junior officers • Productivity • Ensure processes and functions are executed well to allow more time and personnel for direct healthcare

4. MSC Initiatives SLT/Consultant/FLT • Leader Development & Medical Service Corps Management • All 70B 2LTs first assignment in TOE unit • Allied Science officers practice their profession • 70B AOC selection NLT 8th year of service • 67J secondary AOC NLT 8th year of service/gates • LTHET /TWI utilization tours • Baylor HCA – dual degree; retain AOC • DCA selection boards- defined credentials • AOC Career Paths On-Line • PMAD On-Line

5. MSC Initiatives SLT/Consultant/FLT • Leader Development & Medical Service Corps Management • Chief, MSC approves assignments for all COL/LTC(P); SSC/CGSC/LTHET; post O5/O6 Cmd and MSC Branch, HR Command • Realignment of MSC Branch and transition to HR Command • Consultant Handbook • Annual Consultant Update to Chief, MSC • State of AOC: MEL, CEL, Promotion, Strength, Authorizations and Inventory • Emphasis on USAREC and Accessions • Special Pays- Loan Repayment/HPSP/Bonus • Improved Accessions and Retention of Allied Science AOCs

6. Continue the MSC Leadership Initiative Improve Leader Development and Career Management Enhance MSC Web Initiatives – MSC Web site and AKO AOC Community Pages Influence Army Officer Education System (OES) Act on the Mentoring Survey – Findings and Recommendations MSC Programs Current/Future MSC Initiatives

7. Leader Development of the MSC Officer of the Future Leader Development and Career Management MSC Database Human Resources Command (HRCOM) Annual Report C, MSC Update/Newsletter MSC Web Initiatives – MSC Web site and AKO AOC Community Pages Current/Future MSC Initiatives

8. Mentoring Survey – Findings and Recommendations SLT/Consultant/FLT Army Officer Education System (OES) and Baylor MSC Branch, Human Resources Command (HRCOM) - Manage by AOC not Grade/TOE/TDA MSC Programs AOC Rosters Online (AKO) Professional Credentials on ORB Current/Future MSC Initiatives

9. MSC Officers Now and In the Future • We want to develop “the officer of choice” • for the AMEDD and the Army • Health Services Officers with Depth • Subject Matter Experts in AOC through a balance of diverse assignments, experience and education. • Possess the ability to synchronize and orchestrate operations plans and business plans by leading and managing resources - people, dollars, systems, and processes. • Understand the synergistic influences of the Army, AMEDD and the Military Healthcare System (foxhole to MEDCEN).

10. Leader Development and Career Management

11. MSC Leader Development • 0 - 6 Years of Service • OBC • Admin – TOE Plt Ldr, Co Cmd • Allied Science – Reinforce Specialty Skill • 4 - 8 Years of Service • OAC and CAS3 • Co Cmd; Primary Staff; TOE/MTF/TDA • MSC AOC Designation

12. MSC Leader Development • 8 - 15 Years of Service • CGSC and Master’s or PhD • MSC AOC specific assignments and as warranted MFA (67), MSC (67A) and AMEDD (O5A) immaterial positions • Serve in leadership positions - Commander, XO, Chief and Deputy positions • Serve in, HQDA/OTSG and MACOM staff positions

13. MSC AOC Leader Development • AOC Career Paths • Available for every MSC AOC • Initial product developed for all COL and LTC positions • Focus on current job description and developmental assignments to prepare for senior positions • Career Paths are a guide. Officers do not have to serve in every developmental position to be assigned to a specific position

14. Career Management/AOC Career Paths/ AOC Career Paths

15. MSC AOC Career Management • PMAD/TAADS On-Line • Displays all MSC Authorizations on MSC and PERSCOM webpages • Officers can find MSC positions by: • AOC • Grade/Rank • Unit/Organization • Location • Does not show if position is available for assignment • Used with AOC Career Paths • ONLY A CAREER PLANNING /LEADER DEVELOPMENT TOOL

16. Career Management/”PMADS/TAADs on-line”/ ”PMADS/TAADs on-line”

17. MSC Positions in Europe

18. MSC Web Based Initiatives MSC Web and AKO AOC Pages

19. http://medicalservicecorps.amedd.army.mil

20. MSC Web Calendar

21. MSC Community Page

22. Junior Leader/70B Community Page

23. “Click” on these links to find more specific information in these subcategories

25. Mentoring in the MSC Mentoring

26. The definition/expectation of mentors and protégés by grade, gender and race varies to such a degree that there is no common understanding or agreement within the MSC on this professional development practice. Mentoring is viewed neither as a priority nor prevalent within the ranks of the MSC Officers that currently have a mentor (by their personal definition) generally consider the relationship “good.” MSC officers want senior officers who are approachable and accessible. MSC Mentoring Survey Findings

27. 0 1 2 3 4 Not Important Somewhat Important Important Very Important Essential A1: Provides advice\counsel on day-to-day work issues 1.76 A2: Provides advice\counsel on career development issues 3.47 A3: Provides advice\counsel on personal and\or family issues 1.50 A4: Participates in appropriate social activities with protégé outside work 1.38 A5: Is successful in his or her career 3.16 A6: Has up-to-date knowledge about promotion and career advancement 3.17 A7: Has up-to-date institutional knowledge about the MSC 3.04 A8: Has an “open door” policy (available or easily approached) 3.52 A9: Is in my AOC 2.26 A10: Is of my same gender 0.66 A11: Is similar to me in terms of ethnicity 0.40 Reported Rating of Desired MSC Mentor Attributes (All Respondents)

28. Already Have a mentor (Survey Issue) Not in a Medical Unit/ No other MSCs available Most prevalent among 2LT/1LTs in Maneuver BNs Senior officers are too busy/ not interested 15% of LT, 21% of CPT, and 13% of LTC responses Not impressed with or lack respect for senior MSCs 11% of CPT responses and 7% of MAJ responses Seek advice from several people/ no single mentor Have not been asked by a senior leader/ want to be asked first Summary Comments Why MSC Officers Have No Mentor

29. Senior leader must ask junior leader Formal program; senior leader is/should be “assigned” to junior leader True in civilian sector Mentor must be an MSC Mentor must be in AOC Mentor must be at same duty location May be necessary for 2LT/1LT Mentor must be in same unit/ chain of command Officers Misperceptions of Mentoring

30. Do not attempt to define “mentoring.” Establish a common understanding about what is expected of senior officers with regard to their professional responsibilities toward junior officers’ development. (checklist/guidance/handbook) Benefits/Responsibilities of Mentors & Protégé's Mentorship/Professional Development techniques and considerations (by grade and position) Clarify “Mentoring Misperceptions” and “Why No Mentor” finding/comments Cite expectations of junior officers Establish Junior Officer Councils within AOCs that become a forum “peer mentoring” and for directing “professional development” questions/issues to the Consultant and senior officers within each specialty. MSC Survey Team Recommendations

31. Continue MSC Leadership Initiative Senior Leader Team Consultants Field Leadership Team The Medical Service Corps Field Leadership Team Consultants Senior Leadership Team Current/Future MSC Initiatives

32. Officer Education System (OES) Basic Officer Leadership Course (BOLC) Captains’ Command Course and Captains’ Staff Course Intermediate Level Education (ILE) U.S. Army Baylor Healthcare Administration Program Not merely an AOC producing school May attend and retain AOC Opportunity for a dual degree (70C, MBA; 70D IM/IT; 70K, USAMMA) Current/Future MSC Initiatives

33. Doctrine Practice History Theory Army Strategic Leadership Course Pre- Comm Senior Service College CASC CABCC ILE SAMS BGTC GO PCC PCC BOLC LT CPT MAJ LTC COL GO BDE CMD BN CMD Strategic Assignment PLT LDR BQ as MAJ CO CMD Staff Transforming OES Across an Officer’s Career Develop well trained, competent & confident company grade officers thoroughly grounded in combined arms competencies Develop well trained and educated, competent & confident field grade officers in brigade, div, corps, joint, & multi-national competencies Build upon strategic leadership skills for senior leadership responsibilities Increased emphasis on self directed research, writing, publication, and development of language skills Right Education, Right Medium, Right Leader, Right Time and Place

34. Why BOLC? Current OBC Model Pre-Commissioning OBC First Unit Assigned 7000 Officers per year USMA 1000 ROTC 3000 OCS 1400 NG OCS 900 Direct 200 IMS 500 IN AR FA AV EN MP CM AD Functional Training SC MI TC MS QM OD AG FI 8-19 Weeks • Imperative for Change: • ATLDP (O) Study: • New 2LTs lack a combined arms perspective, and a common bond with their peers from other branches • Disparity exists in the skills of 2LTs from the three primary commissioning sources • Need: • a common Army standard for small unit leadership • more hands-on, performance oriented field training • more experienced instructors to develop young officers to lead small units in a full spectrum environment • Review of Education & Training (RETO) Study of Officers: • Need cohesive strategy to level entrance competencies across primary commissioning sources

35. BOLC Model Phase I Pre-Commissioning Phase III First Unit Assigned 7000 Officers per year USMA 1000 ROTC 3000 OCS 1400 NG OCS 900 Direct 200 IMS 500 Phase II IN AR FA AV AD EN MP CM LDR Lab SC MI TC MS Functional Training QM AG FI OD 6 Weeks (35 days) Assignment Oriented 5-14 Weeks • As required for first unit (for example): • Airborne • Ranger • Bradley Fighting Vehicle • Mortar Leader • Scout Leader • SERE • MLRS • Postal Operations • Petroleum Officer • Aerial Delivery & Material Officer • 84% Field Training • 16% Classroom Training • 36 Physical fitness sessions • Leader Reaction Course • Water Confidence Course • Leadership STX • Patrolling; Land Navigation • Confidence/Obstacle Course • MOUT • Counseling • Combatives; U.S. Weapons • Technical Branch skills • Digital Training • Branch Platoon Leader Skills • Tactical Branch Training in a field environment • Briefing/Writing Skills • Historical awareness • Maintenance • Unit Supply • Prepare for Unit Movement Benefit to The Army • Provides small unit leader training continuum and a common Army standard for small unit leadership • Maximizing leader confidence and competence; solve dilemmas, make rapid decisions, and lead • Maturity resulting from self-awareness and ability to control emotions • Lieutenants who have a common bond with their combined arms peers • Ready to lead small units upon arrival at first operational assignment

36. 4th Year of Service 5th Year of Service 6th Year of Service 7th Year of Service 8th Year of Service 9th Year of Service Gap between CCC and Command BQ CPTs generated at 8 years of service OAC CAS3 PCS PCS TDY Why CPTs OES? 18 Month Lapse STAFF NON BQ CPT CO CMD Project Warrior LT TIME STAFF NON BQ CPT CCC Functional Assignment PCS 24 Weeks AC-RC/ROTC/Recruiting 75 % of LTs/CPTs Serve Prior to CAS3 • Generalized staff officer training – Bn/Bde focus • Focus on communications skills and MDMP • Training occurs after staff assignment • Branch tactical/technical focus • Training & education linked to promotion • Redundancies exist between CAS3 and OAC • Primarily knowledge-based instruction • Training not synchronized with assignment • Proposed Model • Synchronize training and education with assignment • Have unit commanders “drive” when captains receive institutional leader development • The Army School System (TASS) supportability • Increasing fill of CPTs in units and decrease turbulence for families • Link institution, unit, and CTCs • Current Model • 75% of CPTs serve in staff positions prior to CAS3 • Average of 18 months between CCC and company command • 51 months in unit during first 5 years of CPTs time in grade • Few opportunities for BQ CPTs to serve in units or Project Warrior

37. Assignment oriented Combined Arms Staff Course Staff training tailored to assignment 3,549 Captains 3,500 Captains ADL ADL TDY Resident Unit Assignment Assignment 100 % 100 % Common Technical/Digital Technical/Digital Common Unit Unit oriented oriented CPTs CPTs CORE CORE Focus Focus 1 Week 2 Weeks 2 Weeks • Staff common core focus • Problem solving • Military Decision Making Process • Adaptive/Creative thinking • Communications skills • Army organization & operations • Staff leadership skills • Officership & the Army Profession • Practical application & technical skills • Developed by proponents/ schools and centers; taught by SGI & mentors • Assignment tailored; technical/digital staff competencies • Primary & Special Staff Officer competencies and skills • Developed by proponents/ schools/centers • Assignment tailored staff position training • Benefit to The Army • Synchronizes CPT’s staff training with duty position • Training available on demand • Commanders drive leader development and career management • Increased competence and confidence in staff positions • Reduced personnel and family turbulence • Reduced TTHS, net operating strength gain to units • 1100-1900 MYs of CPTs returned to units

38. Combined Arms Battle Command Course Preparing Officers for Company Level Command TDY Resident TDY Resident ADL ADL ADL ADL Branch Branch Branch School Combined Arms Operations Branch 1,600 Captains 1,600 Captains Common Common Unit Unit Tactical Tactical CTC CTC 2,864 Commands 2,864 Commands Core Core Resident Technical Technical [2218 TOE, 646 TDA] 2 Weeks 2 Weeks 2 Weeks 2 Weeks 2 Weeks 4 Weeks 4 Weeks • Experiential; hands on field training • Unit operations; war fighting focus • Training management; TTPs • Application of Joint/Combined Arms • Taught by SGI & mentors • Command and Leadership • Training Management • Battle Command Knowledge • IPB • COA development • BN/BDE Operations • Intro to Joint & Combined Ops • Supply & Maintenance • Officership and the Army profession • Branch Command Preparation • Operational Focus • School/Center Specific Training • History • TTPs • Develop skills as a master trainer • Prepare and execute quality training • Assess training / AAR methodology • Learn OC methodologies • OCs as coaches and mentors • Benefit to The Army • Synchronizes CPT’s command training with duty position • Training available on demand • Commanders drive leader development and career management • Confident and competent CPTs for company command positions • Reduced personnel and family turbulence • Reduced TTHS, net operating strength gain to units • 1100-1900 MYs of CPTs returned to units

39. Intermediate Level Education Model Functional Area Qualification Courses 24 IN AR 30 34 FA 46 AV AOWC 53 AD EN 57 43 MP 40 CM For OPCF Officers 45 SC 48 MI 49 MS 50 TC 59 OD QM OD 52 51 2-179 weeks 28 weeks Doctrine Practice History Theory Common Core Phase: All MAJs grounded in war fighting doctrine & are MEL4/JPME I Career Field Phase: All officers qualified and credentialed in Career Fields/Branch/FA • IO/OS/IS Career Fields • Functional area specific training and education • Qualification courses; ACS for others in select functional areas Core Delivery Means • FT Leavenworth (all OPCF, 96 OTO/Special Branch officers and 96 Reserve Component) • Distance Education Sites (DES) • TASS Distributed Classroom • Advanced Distributed Learning (ADL) } All Other CFs Assignments CFD Common core • Army TOE • Army TDA • Army Staff • Joint • Combined OSCF IOCF ISCF OPCF All Officers 12 weeks • Advanced Operations and Warfighting Course (AOWC) • Graduate level education in war fighting and officer professionalism • Prepare for Bn/Bde level command and high level staff • Full spectrum scenarios, performance oriented; simulation supported • Theory and practice of war and doctrine • High quality and operationally experienced faculty • Advanced Operations and Warfighting Course (AOWC) • Graduate level education in war fighting and officer professionalism • Prepare for Bn/Bde level command and high level staff • Full spectrum scenarios, performance oriented; simulation supported • Theory and practice of war and doctrine • High quality and operationally experienced faculty • Benefit to The Army • All MAJs grounded in warfighting doctrine • Increased tactical and operational warfighting capability for Army and joint units (OPCF) • All MAJs provided quality, tailored education and set up for success for next 10-years of service • All MAJs earn MEL 4 and JPME I and are qualified and credentialed in their career field/branch/FA • Enhanced professionalism; Better prepared to lead staffs, support Cdrs, and mentor junior officers

40. MSC Career Management at Human Resources Command Automated Assignment Preference Sheet Next assignment and future assignments: AOC, title, and location Medical Service Corps Skills Tracking Database Track special skill sets, assignments, credentials Build on the new foundation of a single career manager for an AOC – LT - LTC Current/Future MSC Initiatives

41. MSC Programs • “A” Proficiency Designator • Award of Excellence (AOE) • Junior Officer Week (JOW) • Retirement Recognition • MSC Web Sites • MSC Annual Report • Silver Caduceus Society • Long Term Health Education & Training (LTHET) • Training With Industry (TWI) • Internships, Corps Chief’s Office and HQDA/MACOMs

42. Recognizing Our MSC Officers

43. MSC Accomplishments Department of Army Research & Development Achievement Award LTC Patrick Sargent, 421st Medical Evacuation Battalion(Air Ambulance), received the Tuskegee Airman, Inc. General Benjamin O. Davis Jr. Military Award MAJ Karen Kopyldowski 2002 AMSUS Award Recipients COL Raj Gupta COL William Heath MAJ Kurt Gustafson CPT Scott Woodard

44. Professional Reading • Military • “Sun Tzu” • Thinking - Strategic and Critical • “Once an Eagle” • Competence – Selfish or Selfless Service • “Starship Troopers” • Future Landscape • Independence within a Hierarchy • Initiative, Innovation, Imagination • Time and Technology

45. Professional Reading • Leader of the Future • The Drucker Foundation Series • Leader to Leader, Leading Beyond the Walls • Managing Uncertainty • The Harvard Business Review Paperback Series • Managing People,Managing Change,Managing Knowledge Management • Value of IT,Measuring Corporate Performance

46. Office of the ChiefMedical Service Corps • COL Dave Burns, Deputy Chief, MSC • david.burns@otsg.amedd.army.mil.mil • COL Debra Caraway, CSPBO • debra.caraway@cen.amedd.army.mil • MAJ Giovanni Kotoriy, XO • giovanni. kotoriy@cen.amedd.army.mil • CPT Amy King, Special Asst • amy.king@otsg.amedd.army.mill • CPT Brian Bender, Special Asst • brian.bender@cen.amedd.army.mil • CPT Tina Kopilchack, Special Asst • tina.kopilchack@otsg.amedd.army.mily.mil Telephone numbers Washington, DC (OTSG) COMM (703) 681-3045 DSN 761-3045 • Ft Sam Houston • COMM (210) 221-8531/8622 • DSN 471-8531/8622

47. Something to Ponder 10 Years from now … • (or sooner) All the COLs will be retired • Our new LTCs will be senior COLs and most will be retired • Our new MAJs will be senior COLs • Our new CPTs will be LTCs • The kids in 6th grade today will be 2LTs in the year 2013!!!

48. Medical Service Corps United States Army “Thanks for what you do… your service, to a most grateful nation, is vital !”