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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. United States Army Medical Service Corps. MSC 2…. MSC 2006.

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slide1

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

slide2

United States Army

Medical Service Corps

MSC 2….

MSC 2006

MSC 2005

MSC 2004

MSC 2003

MSC 2002

slide3

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
msc initiatives slt consultant flt
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
msc initiatives slt consultant flt5
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
current future msc initiatives
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
current future msc initiatives7
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
current future msc initiatives8
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
slide9

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).
msc leader development
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
msc leader development12
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
msc aoc leader development
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
msc aoc career management
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
msc mentoring survey findings
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
reported rating of desired msc mentor attributes all respondents
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)
summary comments why msc officers have no mentor
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
officers misperceptions of mentoring
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
msc survey team recommendations
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
current future msc initiatives31
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
current future msc initiatives32
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
slide33

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

slide34

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
slide35

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
slide36

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
slide37

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
slide38

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
slide39

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
current future msc initiatives40
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
msc programs
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
msc accomplishments
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

professional reading
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
professional reading45
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
office of the chief medical service corps
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
something to ponder
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!!!
slide48

Medical Service Corps

United States Army

“Thanks for what you do…

your service, to a most grateful nation, is vital !”