tricare 2006 afms transformational organization leadership

1. TRICARE 2006 AFMS Transformational Organization & Leadership Chief Medical Enlisted Issues Office of the Air Force Surgeon General

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4. Organization & Flight Path Air Force must have an AEF medical capability Competent, trained, and current Investment is primarily personnel, rather than platforms Personnel: $2+ B per year Equipment: $40M per year into a $300M inventory �Extractable� from in-garrison care for AEF tasking In-garrison medical treatment facilities Gateway for AF Families into the medical world Training and currency platform for expeditionary medics Leveraged to reduce overall healthcare costs

5. Organization & Flight Path Fundamental tension in creation of a clear flight path Functional Expertise Leadership/Command and Staff Requirement A well-defined flight path for each Expeditionary Medic from accession through separation or retirement � through the promotion system Development of functional and academic leaders within each area of expertise

6. Organization & Flight Path Five Officer Corps and Enlisted Corps: founded on functional expertise Corps Chiefs Distinct promotion boards Distinct Force Development Teams Objective Medical Group AF line structure: group/squadron/flight Allows G-series command responsibilities for more officers

7. Organization & Flight Path Objective Medical Group Pros/Cons: AF line structure: group/squadron/flight Allows G-series command responsibilities for more officers/Leadership opportunities for Enlisted Does not match expeditionary deploying or in-place deployed group structure Does not mimic civilian or sister service organizations, which are functionally aligned De-emphasizes Corps Chiefs/Enlisted role at local Medical Groups � functional expertise less �valued�

8. Organization & Flight Path Benefits of OMG Reorganization: Better aligned to support AEF mission In-garrison healthcare more efficient Increased focus on need for functional and academic expertise as well as command/leadership expertise Flight path for each Expeditionary Medic defined Formal Enlisted functional and Leadership positions recognized at each organizational level (Flight, Squadron, Group)

9. AFMS Transformation Enlisted Force Development

10. Why Force Development? Need to ensure we are developing right type of Airman to meet current and future AF requirements Missions are different than during Cold War GWOT - 1/2 as many people, yet higher ops tempo AEF needs more flexible, adaptable force Career field imbalances � key to High Stress Index for some career fields Untapped potential in enlisted force Most experienced force in a generation, maybe longer Increasing enlisted role at all levels, especially �strategic� Enlisted education levels continue to rise

11. Enlisted Force Development  Ensures training, education, and assignments prepare enlisted personnel to lead and effectively accomplish the mission Incorporates leadership levels in AFDD 1-1 Ensures enlisted development meets requirements for each leadership level Leadership levels are: Tactical Operational Strategic

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14. Enlisted Career Pyramid

15. Starting from bottom, Old definitions of leadership/responsibility levels for each tier have been replaced with developmental levels: - Tactical Level Development � Gaining knowledge and experience in primary skill through job-related skill development (Tech school, OJT, FTD, etc) combined with educational and leadership experiences (ALS, Professional Development Seminars) and off-duty education. Junior enlisted through TSgt are normally at the tactical level � - Operational Level Development - Widening of experience and leadership ability within a family of skills through�progressive leadership roles, special duties, military education (NCOA and SNCOA), and other educational opportunities. Normally, SNCOs at flight, on up to base-level CMSgts are operational level leaders. These are our key NCO expeditionary leaders � - Strategic Level Development - Opportunities to gain breadth of experience, leadership and managerial perspective to support institutional AF and joint efforts. For enlisted this�normally is for top SNCOs who will/may be assigned to key positions at MAJCOM, Air Staff, and unified commands. CMSAF, MAJCOM CCMs, Career Field Managers, top leaders at Air Staff and AFPC are examples of strategic level enlisted leaders - Education is being augmented by enlisted to AFIT opportunities and professional development programs that are consistent AF-wide as well as other opportunities detailed later Mid-level retraining will be the subject of an upcoming Integrated Process Team (IPT) and changes to CMSgt management will be detailed later Adding new top-level of PME, other development opportunities i.e CCM course, Air Staff Course Starting from bottom, Old definitions of leadership/responsibility levels for each tier have been replaced with developmental levels: - Tactical Level Development � Gaining knowledge and experience in primary skill through job-related skill development (Tech school, OJT, FTD, etc) combined with educational and leadership experiences (ALS, Professional Development Seminars) and off-duty education. Junior enlisted through TSgt are normally at the tactical level � - Operational Level Development - Widening of experience and leadership ability within a family of skills through�progressive leadership roles, special duties, military education (NCOA and SNCOA), and other educational opportunities. Normally, SNCOs at flight, on up to base-level CMSgts are operational level leaders. These are our key NCO expeditionary leaders � - Strategic Level Development - Opportunities to gain breadth of experience, leadership and managerial perspective to support institutional AF and joint efforts. For enlisted this�normally is for top SNCOs who will/may be assigned to key positions at MAJCOM, Air Staff, and unified commands. CMSAF, MAJCOM CCMs, Career Field Managers, top leaders at Air Staff and AFPC are examples of strategic level enlisted leaders - Education is being augmented by enlisted to AFIT opportunities and professional development programs that are consistent AF-wide as well as other opportunities detailed later Mid-level retraining will be the subject of an upcoming Integrated Process Team (IPT) and changes to CMSgt management will be detailed later Adding new top-level of PME, other development opportunities i.e CCM course, Air Staff Course

16. Tactical Level Development Gaining knowledge and experience in primary skill through: Job-related skill development (Tech school, OJT, FTD, etc) Educational experiences Leadership experiences (ALS, Professional Enhancement Seminars) Off-duty education Technicians and small team leaders Junior enlisted through TSgt are normally at the tactical level �

17. Airman Development

18. Operational Level Development Widening of experience and leadership ability within a family of skills through: Progressive leadership roles Special duties Military education (NCOA and SNCOA) Other educational opportunities Normally, SNCOs at flight level up to base-level CMSgts are operational level leaders Leading larger teams, groups of teams, and partnering with other units to accomplish the mission These are our key NCO expeditionary leaders �

20. Strategic Level Development Opportunities to gain breadth of experience, leadership and managerial perspective to support institutional AF and joint efforts SNCOs who will/may be assigned to key positions at MAJCOM, Air Staff, and unified commands. CMSAF, MAJCOM CCMs, Career Field Managers, top leaders at Air Staff and AFPC are examples of strategic level enlisted leaders Planning, programming, and influencing policy affecting AF 3 - 5 years out Historically, this has been our weakest area of development

22. Force Development Process 3 person enlisted team Action office - facilitates improvements how AF develops enlisted corps thru training, education, and assignments Forms Integrated Process Teams (IPT) consisting of subject matter experts and representatives from all levels of enlisted force Create recommendations - coordinate with AF leadership for approval Once approved, turn over to OPRs for implementation

23. Accomplishments Changed how CMSgts are developed/assigned Created CMSgt Senior Leadership Development Established CMSgt PME Updated CCM responsibilities/utilization Institutionalized Professional Enhancement seminars Revised AFI 36-2618, The Enlisted Force Structure Collected GWOT/OIF Lessons Learned

24. On-Going Initiatives

25. On-Going Initiatives EA IPT: groups of experts working diligently to figure out those skills required to become an Expeditionary Airman; there were many county options on �required training� � all we are doing is consolidating to ensure our personnel receive that training that is required to accomplish the mission. ACC/USAFE/AMC have internally mandated this training Changes to PME: Review addressed the "gap" with thorough look at the concept of "when" PME courses are required and "what" educational objectives are desired which leads to to content we deliver. The review team developed an proposed continuum that includes 5 levels of EPME. Starting with a "Basic" course proposed to be presented at the 24-36 month point in the Airman's "career" building upon competencies introduced in BMT, FTAC, & Tech Trng. Emphasis on small group leadership for combat expeditionary Airmen we must develop for the future. The proposed continuum reduces the gap of professional development. Developmental Assignments: IPT held in Jan 05, cross functional with MAJCOM CCM involvement. Good information collected, Meeting with CMSAF over the past several weeks, the EFD staff will be working with AFPC and CFMs to develop a plan and final recommendations. EA IPT: groups of experts working diligently to figure out those skills required to become an Expeditionary Airman; there were many county options on �required training� � all we are doing is consolidating to ensure our personnel receive that training that is required to accomplish the mission. ACC/USAFE/AMC have internally mandated this training Changes to PME: Review addressed the "gap" with thorough look at the concept of "when" PME courses are required and "what" educational objectives are desired which leads to to content we deliver. The review team developed an proposed continuum that includes 5 levels of EPME. Starting with a "Basic" course proposed to be presented at the 24-36 month point in the Airman's "career" building upon competencies introduced in BMT, FTAC, & Tech Trng. Emphasis on small group leadership for combat expeditionary Airmen we must develop for the future. The proposed continuum reduces the gap of professional development. Developmental Assignments: IPT held in Jan 05, cross functional with MAJCOM CCM involvement. Good information collected, Meeting with CMSAF over the past several weeks, the EFD staff will be working with AFPC and CFMs to develop a plan and final recommendations.

26. Questions