Air National Guard Medical Service Corps

FORCE DEVELOPMENT GUIDE

2013

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TABLE OF CONTENTS FOREWARD i ACKNOWLEDGEMENTS ii INTRODUCTION iii CORE VALUES AND MSC STANDARDS 1 FORCE DEVELOPMENT 3 FORCE DEVELOPMENT PHASES 4 FORCE DEVELOPMENT AREAS OF FOCUS 4 TRAINING DOCUMENTATION 7 PROFESSIONAL DEVELOPMENT 8 PROFESSIONAL MILITARY EDUCATION (PME) 8 CONTINUING HEALTH EDUCATION (CHE) 11 PROFESSIONAL AFFILIATION 12 CIVILIAN EDUCATION 13 PROMOTIONS 14 OFFICER EVALUATION SYSTEM (OES) 16 AWARDS AND DECORATIONS/RECOGNITION PROGRAMS 19 RECORDS REVIEW 20 MILITARY RECORDS AND PREFIXES 20 MISCELLANEOUS 21 CONCLUSION 23 APPENDIX A: Officer Scorecard 26 APPENDIX B: MSC Career Track 27 APPENDIX C: IDE/SDE/ASG Packages 28 APPENDIX D: Leadership Competencies 29 APPENDIX E: Training Courses 32 APPENDIX F: Board Certification Agencies 41 APPENDIX G: Suggested Reading List 46 APPENDIX H: Glossary 50

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FOREWARD

Congratulations on your selection as an Air National Guard Medial Service Corps (MSC) officer in the service of our nation. Like all medical corps, the MSC provides highly trained, experienced and widely respected personnel to fill critical healthcare roles at all levels of the enterprise. Whether you have transferred from active duty or started as a traditional Guardsman, Air Reserve Technician (ART), or Individual Mobilization Augmentee (IMA) member, your military career is your responsibility to manage.

The Air National Guard (ANG) MSC leadership is well aware of the challenges facing Guard officers, especially when it comes to balancing the demands of a military career with those of your family and civilian career needs. It is important to note that both the Air Force, as a whole, and the ANG, specifically, are implementing Force Development programs, that provide real benefits to both the military and the individual, and are designed to assist in this balance.

ACKNOWLEDGEMENTS

ANG/SGA wishes to recognize the leadership of the United States Air Force Medical Service Corps and the Air Force Reserve Command Medical Service Corps for producing Career Guides that provided the context upon which this guide was built. A special thank you to Colonel John Kirk, Colonel Sallie Worcester, Lt Col Brett Fehrle, and Lt Col Thomas Duggan for dedicating their time to assist with this project and see it to completion.

To suggest changes or recommendations to this guide contact:

DIANA M. SHOOP, Colonel, USAF, MSC ANGMS Readiness Programs, Resources, Strategy & Force Management 3500 Fetchet Avenue Andrews AFB MD 20762-5157 Comm: 240.612.7264 DSN: 612-7264 Fax: 240.612.7748 Diana.Shoop@ang.af.mil

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INTRODUCTION

The Air National Guard developed its MSC Career Development Guide to help both new and experienced ANG MSC officers manage their careers from beginning to end. Within the pages of this guide, ANG MSCs will find information on the Air Force’s “Force Development” program, ANG MSC career tracks, benefits of professional development, and professional affiliations. Essentially, this guide presents the highlights of career planning information from referenced Air Force directives and guidance documents.

As with all things written, there is a time factor on the relevancy of the information presented. While some of this guide’s content will have a timeless quality, other information may become quickly outdated. As such, ANG MSC officers should actively seek current career field information from a variety of official sources, such as the ANG MSC Career Consultant, NGB/HR, and Web sites. ANG’s MSC senior leaders wish you much success and stand ready to help you develop and fulfill a challenging and rewarding career as a United States Air National Guard MSC officer.

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CORE VALUES AND MSC STANDARDS

AIR FORCE CORE VALUES Air Force Core values are those essential moral principles or beliefs that are held in the highest regard by an individual or group. The Air Force core values, Integrity First, Service before Self, and Excellence in All We Do, represent the Air Force’s firm convictions about the nature of our personal character, our commitment to each other and our nation, and the manner in which we perform our service.

MEDICAL SERVICE CORPS STANDARDS The Air National Guard Medical Service (ANGMS) adheres to the mission, vision, and goals of the Air Force Medical Service (AFMS). The ANG Medical Service Corps officer needs to have a basic understanding of the active component in order to seamlessly blend with our counterparts in both peacetime and during contingencies.

MISSION

• Expand, mobilize and deploy medical support for contingency operations world wide • Develop and operate a comprehensive and cost effective community-based health care system • Promote health, safety and morale of Air Force members • Organize and arrange timely, high-quality health care by leveraging the training, skills,

knowledge, and experience of Air Force and Air Guard Medical Personnel.

VALUES • Integrity • Competence • Service • Compassion • Courage • Tenacity • Patriotism

BASIC PRINCIPLES

• Empowerment at the point of contact • Decentralized organization • Respect for the individual • Leadership involvement • Dedication to mission • Management by fact • Commitment to professional excellence • Build on Aeromedical heritage • Promote healthy lifestyle • Patient autonomy

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• Ethical behavior • "Do no harm"

PREAMBLE OF THE AIR FORCE MEDICAL SERVICE The AFMS supports the mission of the Air Force in times of peace, national emergency, or war. The AFMS provides medical care for patients, including members of the total force and all beneficiaries, and advances the overall health of the Air Force community through preventive and public health measures. The AFMS promotes education, research, and policy to assure a healthy population. To those ends, the AFMS has adopted the following Code of Ethics:

CODE OF ETHICS OF THE AIR FORCE MEDICAL SERVICE • The AFMS shall treat all patients, clinical staff, ancillary staff, visitors, and others with respect,

dignity, and courtesy. • The AFMS provides quality care and practices with compassion, competence, and integrity; and its

staff will do so without regard to age, color, disability, ethnicity, national origin, race, rank, religious preference, or sex. Each Medical Treatment Facility (MTF) will evaluate and monitor quality of care and services.

• The AFMS will, to the extent allowed by law and regulation, protect the confidentiality of information regarding patients' care. Patients will be clearly informed of their conditions, prognoses, and treatment options.

• The AFMS shall recognize and address conflicts between or among patients and staff. Patients and staff will be apprised of any circumstances created by law, regulation, or contractual relations which may significantly affect the care rendered.

• The AFMS recognizes and respects the diverse ethical perspectives of its staff and will work in partnership with the staff to enhance ethical and clinical quality standards. These tenets will be followed in all situations while recognizing there may be operational differences mandated during times of war and national emergencies.

For more information on the AF MSC Career field: https://www.afms.mil/sgwa/index.htm.

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FORCE DEVELOPMENT

ANG has embraced the Force Development (FD) construct, implementing FD for all ANG career fields and developing tools to vector and guide members throughout their career. Understanding that all components of the Air Force – Active Duty, Guard and Reserve – need to train and operate in similar fashion, the Chief of Staff of the Air Force, General John P. Jumper, implemented a Force Development (FD) construct to manage deliberately the experiences, education, and training opportunities of all Airmen in order to develop strong Air Force leaders. In his November 2002 Sight Picture, General Jumper stated:

FD is defined as a series of experiences and challenges, combined with education and training opportunities that produce Air Force leadership. FD is investing the right education, training, and experience in the right officers at the right time to satisfy requirements. The overall objective is to successfully accomplish the full spectrum of changing Air Force missions by developing officers with the required skills to apply current and future capabilities.

“Force Development will enable us to focus on each individual by emphasizing our common airman culture while offering a variety of choices that respects the distinctive elements of your career field. We plan to add a dimension to your educational experience that has not been fully exploited in our current PME and advanced education structure. Most importantly, we have made sure that this new emphasis reflects a sincere respect for your time – time that you owe to other priorities in your life, like your families.…Every aspect of our new plan has one common goal: to continue developing professional Airmen who instinctively leverage their respective strengths together. We intend to develop leaders who motivate teams, mentor subordinates, and train successors.”

There are three levels of FD: Tactical, Operational, and Strategic. Tactical Level Development is gaining knowledge and experience in your primary skill combined with educational and leadership training experiences. This will occur during the first eight years of your career (2Lt to Capt). Operational Level Development is a continued widening of experience and increased responsibility within a related family of skills that will occur from 8-22 years in service (senior Capt to Lt Col). Finally, Strategic Level Development adds a variety of complex challenges to allow the MSC officer to gain breadth of experience and leadership perspective for officers with over 22 years of service (Col and above). Appendix A is the Officer Scorecard pulled directly from the AF Force Development program. It provides a general timeline of the skills, education, and competencies officers should develop as they move through their career. In short, it is broken up into the three phases: Tactical, Operational, and Development, and Strategic. Within each phase are three areas of focus: Training, Professional Development and Leadership Competencies. Each section will be described in greater detail within this MSC Force Development Guide. Use it as a reference as you read through the next few sections.

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FORCE DEVELOPMENT PHASES

Tactical: During the tactical or initial development phase, you are expected to manage at least two different functional areas. Your supervisor evaluates your job performance as an indicator of your long-term potential as a MSC officer. As you gain experience, your supervisors strive to give you the opportunity to perform at levels commensurate with your abilities. Senior administrators will have a unique opportunity to identify and a responsibility to motivate highly qualified officers in this phase. Your professional development should be planned with the objective of full qualification as a health services administrator (Air Force Specialty Code [AFSC] 41A3) by the end of the initial development phase. To become fully qualified, you should have either broad management experience in several functional areas and/or programs or extensive experience in a particular career path. Additionally, it is important to remember your growth and development as an officer in the Air National Guard stretches beyond your career field. This requires attention to other areas of officer development such as PME (Professional Military Education), joint operations and developing your leadership competencies. Operational: The operational or intermediate development phase provides the opportunity to further develop skills as a health services administrator. Professional development occurs through job assignment experience, education, and training. Senior administrators continue to serve as your advisors and mentors in this phase. During these intermediate development years, you begin to transition from positions, which emphasize technical expertise (depth) to positions, which call for oversight responsibility (breadth) of experience. It is in the operational phase where you begin to shift from Company Grade officer responsibilities toward Field Grade Officer responsibilities. As you move through this transformation, it is important to look for career broadening opportunities in education and leadership development. These opportunities may take the form of Air Command and Staff College, earning a Master’s Degree, and Intermediate Development Courses. Development of your Leadership Competencies continues and progresses under mentorship and guidance. Strategic: During the strategic or advanced development phase, you should perform broad leadership and managerial jobs of all types. Job assignments in the advanced phase make use of your full potential as a senior health services administrator. It is at this level that you will be expected to provide the “40,000 ft” view within your career field, your area of expertise, and even, to some degree, within the enterprise as a whole. Command skills are fine-tuned, Joint work becomes necessary, and you should be seeking higher levels of education such as Command Development Courses, Air War College, and Joint education. Additionally, you will be expected to provide valuable lessons and development opportunities for your subordinates through mentoring and example. You will leverage your career experience, job knowledge, and leadership skills to move the organization forward toward its full potential.

FORCE DEVELOPMENT AREAS OF FOCUS

Training/Education: Training is a critical area that needs constant awareness as you move through the 41A career field. Though demanding in both time and attention there are many avenues and opportunities to obtain the needed training to help progress through career

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milestones. Appendix B is a spreadsheet which outlines the GENERAL path of required education and training specific to the MSC career field by rank along the right side and job specialty along the bottom. Though you will find a description of the types of training below, the spreadsheet does not include the specific categories of training such as RSV, Annual, Ancillary, Deployment, or Tier training which you will learn through your unit’s readiness and training sections. The training described on the spreadsheet is color coded as to match those on the Officer Scorecard referenced in the previous section. The training information provided here is training needed for career development and progression. Refer to the spreadsheet as your guide combined with the course descriptions outlined in Appendix E.

Sustainment Training: Like other professional disciplines, MSC officers must plan their careers to maintain required core competencies. These include the knowledge and skills necessary for the jobs MSCs perform. Core competencies can be learned either on the job or through formal training classes. MSC officers are required to complete sustainment training consisting of peacetime and wartime skills training.

Readiness Skills Verification Program (RSVP)/Wartime Skills: Medical Readiness Training, as defined in AFI 41-106, requires both initial and sustainment training. The training is structured around seven core competency areas utilized during deployment in an EMEDS facility: logistics management, medical readiness, executive management, resource management, information systems, expeditionary patient administration and aeromedical evacuation. This training is conducted at Camp Bullis, San Antonio, Texas. Ask your Medical Readiness Officer who your AFSC Functional Manager is so a plan can be developed for completing this training. https://kx.afms.mil/kxweb/dotmil/file/web/ctb_123435.pdf

Readiness Skills Verification Program/Homeland Response Skills: This particular training skill set has not yet been formalized; however, it is important to understand that there are some particular skills which are necessary for MSC officers as they relate to both Home Station Support and the DOMOPS mission. These skills require the MSC to have a strong knowledge base about wing operations as they relate to the Medical Group, Joint Force Headquarters policies and functions as it relates to the state and state support, and to the local responders and their role in the Domestic Operations and Response. It is here that the MSC truly serves as the key to connecting these different and varied organizations together. The skill set will include such things as the mission and function within the CBRNE enterprise (CST/CERFP/HRF), installation support (976 package, EOC/ICC support, IEMP, JOC Operations), and DSCA (Domestic Support of Civil Authorities) relations (Incident Command System, EMACs, EMA). As these skill sets become better defined and outlined, they will be rolled out to the field to be incorporated into training plans.

Deployment and Ancillary Training Requirements: Deployment and Ancillary Training is comprised mostly of computer based training courses known as CBTs and some hands- on skills (Combat Arms, CBRNE Skills, SABC Skills) that contribute to mission accomplishment, but which are separate from requirements in an individual’s primary Air Force Specialty Code (AFSC) or occupational series. This training exists to ensure Air Force personnel possess an adequate blend of both general and technical knowledge and capabilities. See your Medical Readiness Office for

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Deployment Training requirements and your Unit Training Manager for Ancillary Training requirements as changes can and do occur. These items are tracked by your Wing and in MRDSS.

Additional Training Availability: There are many courses and conferences not listed in this guide that provide excellent training opportunities, especially in the area of homeland security. Your state’s Civil Support Team (CST) should be able to provide you with a comprehensive list of these opportunities. Another source is your local Department of Emergency Management or equivalent. Web searches may also prove useful in locating training opportunities. Participation in exercises is also an excellent opportunity to gain field experience. The ANG/SGAX shop can provide information on upcoming exercises. You should also make sure your Medical Group provides you with a monthly copy of the ANG/SG Heads-Up. This publication often announces training opportunities that are available to ANG members.

For more information: Contact your Unit Training Manager or go to https://etca.randolph.af.mil. Some courses require a valid security clearance.

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TRAINING DOCUMENTATION Upon assignment to a unit, a two-part Competency Assessment Folder (CAF) is established for each new member. All training should be documented on an AF Form 1098 that is maintained inside your CAF. Below is the format for the MSC’s folder, IAW AFI 44-119, Attach 2.

FRONT COVER

Name, Rank, Last 4-SSN, AFSC, Privacy Act Statement [PERSONAL DATA PRIVACY ACT OF 1974 (5 USC 552a) 1 Aug 00 AFVA 33-276]

PART 1: SAFETY DOCUMENTATION/JOB DESCRIPTION

• Section A: AF Form 55, Employee Safety & Health Record, or documentation indicating where AF Form 55 is maintained.

• Section B: Job Description/Performance Standards. A job/position description and the performance standards are required for all personnel. The job description must include description of responsibilities, qualifications and population served. Performance standards should mirror the officer performance report or civilian equivalent categories, (i.e., job knowledge, leadership, communication skills, etc.). Personnel will review, sign and file their job description in Part I of their CAF initially during orientation and then annually.

• Section C: Orientation and Competency Documentation. • Section C1: Orientation Completion Documentation (Group/squadron/unit specific as

applicable). All employees assigned to the MDG must receive orientation at the facility and unit level.

• Section C2: Cross-training orientation for clinical float staff (if applicable). • Section C3: Clinical Competencies (if applicable). Note: Nurses and other clinical staff may also

document Levels of Clinical Practice IAW local policy. • Section C4: Non-Clinical Competencies. Note: Either locally developed checklists or executive

skills checklist may be used to document non-clinical competencies.

PART 2: TRAINING DOCUMENTATION/CONTINUING EDUCATION/LICENSURE

• Section A: Mandatory Training Documentation. May use locally developed form, AF Form 1098, or an electronic version of the AF Form 1098. Initial and Annual Regulatory Training and Annual Total Force Awareness Training are also documented in MRDSS.

• Section B: Continuing Education. AF Form 2665, Summary Report of Continuing Education, and CE Certificates (copies or original).

• Section C: License Verification (RN, LPN, Non-privileged Pharmacist) and National Certification Cards/Certificates (TNCC, ANCC, etc.).

• Section D: Other Certificates of Training (not mandatory; may be utilized as prescribed by local leadership). AF Formal Training Certificates (NSM, PME, HCI, HCO, etc.). Non-CE Certificates of Training (HIPAA, Safety, Systems, Supervisor, etc.).

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PROFESSIONAL DEVELOPMENT

Professional Development is education that expands beyond the immediate learning associated with your career field. It extends the bounds of your expertise and intellectual impact to the organization and it is through professional development you add value beyond the tactical level you have provided to this point and shifts your knowledge into the operational level and eventually, into the strategic level. Education and training opportunities are the cornerstone of this leadership development effort. Included in Appendix E are summaries of the various educational opportunities available to MSCs, as well as, the appropriate eligibility criteria. MSCs should refer to this throughout their careers when considering education and training options. Take advantage of Professional Development opportunities in order to open doors both directly and indirectly related to the MSC career field.

PROFESSIONAL MILITARY EDUCATION (PME) The Air Force both encourages and expects ANG MSC officers to increase their military expertise by completing Developmental Education (DE) at the appropriate times throughout their careers. Related to this, the Air Force provides two basic DE enrollment options: in-residence and correspondence. While it would be nice to physically attend one of the courses, space and funding are often limited. Available ANG “in-residence” training billets are actively competed for by all ANG officers. Even if funding and slots were in abundance, ANG MSCs may find it difficult to take a leave of absence from their civilian jobs for up to 10 months, depending on the specific DE course. As such, ANG officers often choose the “correspondence” option. Regardless of the training method chosen, the member must meet military grade requirements to apply. If an MSC officer applies for and is selected to attend a DE course in-residence, ANGRC will centrally fund ANG officers to attend in military status.

All Air Force officers should complete Basic Developmental Education (BDE), Intermediate Developmental Education (IDE), and Senior Developmental Education (SDE) at the appropriate stage in their careers. For example, the Air Force recommends MSC officers complete BDE (Squadron Office School (SOS)) as a Captain and before competing for promotion to Major. Similarly, officers should complete IDE (Air Command and Staff College (ACSC)) as a Major, and SDE (Air War College (AWC)) as a Lieutenant Colonel. To be promoted to Colonel (0-6), completion of Air War College is required. Detailed course descriptions and eligibility criteria are listed within AFI 36-2301, Professional Military Education. This ensures that you are competitive for development and commander opportunities. It is highly recommended that like other professional disciplines, the Health Service Administrator officers, complete appropriate Professional Military Education (PME) commensurate with rank as soon as eligible. The ANG is given quotas for in residence courses. Apply through your local Base Education and Training Manager.

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OFFICER BASIC DEVELOPMENTAL EDUCATION (BDE)

SCHOOL SQUADRON OFFICER SCHOOL OBJECTIVE

The Squadron Officer School (SOS) mission is to educate, motivate, and mentor Captains as current and future Air Force leaders. Instruction covers the profession of arms, leadership, international security studies, military studies, and communications skills. The course assists in the development of Airmen as warrior leaders and “whole person” professional officers, capable of increased contributions to varied Air Force missions.

CLASS DATES Throughout the fiscal year LOCATION Maxwell AFB, AL CLEARANCE Secret LENGTH Eight week course beginning 2012, incorporating portions of the

former Air and Space Basic Course (ASBC) into curriculum WEBSITE http://www.au.af.mil/au/soc/sos.html JOINT CREDIT No GRADUATE DEGREE No IDE CREDIT Yes

OFFICER INTERMEDIATE DEVELOPMENTAL EDUCATION (IDE) SCHOOL

SCHOOL AIR COMMAND AND STAFF COLLEGE (ACSC) OBJECTIVE

Prepares field grade officers of all services, international officers, and US civilians to assume positions of higher responsibility within the military and other government arenas. Geared toward teaching the skills necessary for air and space operations in support of a joint campaign as well as leadership and command.

CLASS DATES August - June LOCATION Maxwell AFB, AL CLEARANCE Top Secret WEBSITE http://www.au.af.mil/au/acsc/ JOINT CREDIT JPME Phase I GRADUATE DEGREE

Masters of Military Operational Art and Science

IDE CREDIT Yes

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OFFICER SENIOR DEVELOPMENTAL EDUCATION (SDE) SCHOOL SCHOOL AIR WAR COLLEGE (AWC) OBJECTIVE

To develop and support senior leaders through education, research, and information programs focused on strategic and institutional leadership, joint and multinational warfighting, multi-agency international security operations, Air and Space force development, and national security planning.

CLASS DATES July - May LOCATION Maxwell AFB, AL CLEARANCE TS/SSB for SCI access WEBSITE www.maxwell.af.mil/au/awc/awcho

JOINT CREDIT JPME Phase II GRADUATE DEGREE Masters of Strategic Studies SDE CREDIT Yes

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OFFICER JOINT PROFESSIONAL MILITARY EDUCATION Officer Joint PME (JPME) is based on educational requirements specified in the Officer Professional Military Education Policy (OPMEP) and mandated by the Goldwater-Nichols Defense Reorganization Act of 1986.

Educational Requirements for Joint Qualified Officers (JQO): To satisfy the educational prerequisites for JQO nominee designation, officers must receive credit for completing a CJCS-certified or accredited program of JPME. Paths for satisfying the educational requirements for JQO nominee designation can generally be accomplished by completing JPME Phase I followed by completing JPME Phase II. Joint Professional Military Education Phase I: JPME requirements begin at the Intermediate (Major/O-4) level where JPME Phase I credit is available by completing Intermediate Developmental Education (IDE) (resident or non-resident).

Joint Professional Military Education Phase II: JPME Phase II credit is available by completing Senior Development Education (SDE) in residence. However, most SDE colleges did not receive JPME Phase II certification until 2007. Officers that did not complete SDE in residence and officers that completed SDE in residence prior to JPME Phase II certification can receive JPME Phase II credit by completing AJPME or JCWS.

Advanced Joint Professional Military Education (AJPME): The AJPME program was developed to provide RC officers with a means to meet Joint Professional Military Education (JPME) requirements outlined in the law (Title 10, U.S. Code, Chapter 38, and Section 666) and DOD Instruction 1300.19. The primary course of instruction for the program is Advanced JPME (AJPME).

Joint and Combined Warfighting School (JCWS): JCWS is the in-residence counterpart to AJPME for RC officers. The 10-week course is provided at the Joint Forces Staff College (JFSC). JCWS conducts Phase II of Joint Professional Military Education. JPME Phase II completes the process of joint education for officers to become joint qualified officers (JQOs). Both AJPME and JCWS are offered through the Joint Forces Staff College (JFSC), the Norfolk, Virginia, element of the National Defense University (NDU), our nation´s premier Joint Professional Military Education institution. More information about the JFSC Schools & Academic Program is available at (http://www.jfsc.ndu.edu/). Visit our website for current force development opportunities http://www.ang.af.mil/careers/forcedevelopment

CONTINUING HEALTH EDUCATION (CHE) PROGRAMS IAW AFI 41-117, Medical Service Officer Education, CHE programs are short-term courses or educational programs that maintain professional and technical knowledge or teach additional skills used by USAF Medical Service. These programs are intended to provide sustainment training and educate personnel on new developments and techniques within their career field. CHE credits are classified into Category I and II. ANG MSCs are required to obtain 30 hours of CHE every three years in either category. To obtain Cat I credit, you must be affiliated with a board certifying organization. You can only receive Cat I CHE from a course or conference that is sponsored by a board certifying organization. See “Board Certifying Organizations” listed in Appendix F.

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HQ AFPC/DPAMS, who supervises the USAF CHE program, does not require a copy of the paperwork if CHE, Cat II, is awarded at the unit level. Personnel should maintain documentation of their CHE in their Competency Assessment Folders (CAF). Cat II CHE can be obtained by attending any formal training class. A unit can conduct a class and award the attendees Cat II CHE. The standard is usually one (1) CHE credit for each hour of class. Recommend maintaining copies of the lesson plan and slides for documentation purposes. The training identified as CHE must be applicable to the duties of the individual’s position(s). See AFI 41-117, pp. 4.7 for further guidance.

The EMEDS course at Camp Bullis, San Antonio, grants 40 hours of Cat II CHE. In addition, you can obtain CHE hours at the annual Association of Military Surgeons of the United States (AMSUS and Readiness Frontiers Training events and by attending functional area Department of Defense (DOD) or Air Force (AF) sponsored symposia. Also, any applicable college level courses (undergraduate and graduate) that you are attending can be documented into your training record and can be considered for CHE hours.

PROFESSIONAL AFFILIATIONS One method of demonstrating professional competence is to affiliate with a civilian professional organization. All MSC officers are encouraged to participate in organizations that complement or promote the goals of the Air Force, the MSC, and the individual.

Whether it is necessary to join a professional affiliation for career advancement in the ANG is often debated. To show our dedication to the healthcare profession and to “affiliate and associate” with others in the same career within the civilian and federal sectors, it can be advantageous. Frequently cited advantages include enhanced professional development through continuing education, information exchange, certification, peer interaction, recognition, an explicit code of ethics, and expanded leadership and career opportunities. If you decide to join a professional organization, choose one that fits your personality and goals. Look at the benefits and/or value gained for your career path and goals. Other factors to consider are dues, membership requirements, and the value this affiliation brings to you personally and to your position both in the medical group and in your civilian occupation.

There are certain organizations which are identified as board certifying bodies. The criteria include the successful passing of a written and oral examination, education and professional development courses, continuing education opportunities, and recertification mechanisms. MSC officers who affiliate with one of the Air Force-approved organizations and advance through the credentialing process may be considered board certified when they reach the appropriate level in the organization. Regardless of which of the organizations the officer chooses to affiliate, it is the individual’s responsibility to submit proper documentation to the Air Force in order to obtain the “M” prefix, which denotes board certification status in your military records. See AFI 41-104, Professional Board and National Certification Examinations, for details on reimbursement of the costs of examinations.

Refer to Appendix F for a two-part list of professional organizations. The first list includes organizations the Air Force recognizes as “board certifying” for MSCs. The second list contains career related organizations you might wish to consider. Please note some of the organizations require you

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work in a healthcare profession full-time to qualify for membership. If interested in an organization, contact their membership division to determine eligibility requirements.

CIVILIAN EDUCATION Many individuals have the goal of pursuing an advanced degree. As an MSC officer, you might want to consider obtaining a Master’s Degree in one of the following areas: • Masters in Hospital Administration (MHA) • Masters in Health Care Administration • Masters in Business Administration or Management (MBA) • Master of Science Information Systems Management (ISM or MIS)

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PROMOTIONS

It is important to remember that even though you may have worked your way through the myriad of training requirements and taken the necessary steps to progress through your Officer Scorecard, your promotion to the next rank is not guaranteed. Promotion is not a reward for past performance. Rather, promotion is a statement of faith in an officer's future performance and potential. What you have done in a particular position and rank simply provides a baseline of your capabilities. It is important to remember that Force Development is a constant process requiring consistent attention. It is that consistent effort that highlights and demonstrates your potential to succeed at the next level and establish you as a candidate for promotion. Additionally, keep in mind there are factors that may negatively affect promotion opportunity to include administrative or disciplinary actions and poor duty performance. Avoid these types of showstoppers, maintain a positive and energetic role in your unit, and continually challenge yourself in your professional development in order to best position yourself for a promotion to the next level.

Types of Promotions: There are two basic methods for being promoted – Position Vacancy and promotions under the Reserve Officer Personnel Management Act (ROPMA). Position Vacancy: A position vacancy promotion implies that the MSC is assigned to a position equal to or higher than the rank for which the promotion is recommended. The person must be the sole occupant of the position and have the necessary time in grade as indicated below.

ROPMA: ROPMA took effect 1 October 1996, and fundamentally changed the way reserve officer careers are managed. This allows for officers to be promoted against reserve quotas rather than against unit or state quotas. It also allows for voluntary delays or declination of promotion. This was designed to prevent individuals from “promoting themselves out of the Guard” as was the case in the past. The time in grade requirements for promotion eligibility is detailed below.

Current Rank Promotion to the rank of: Eligible for Position Vacancy

Promotion at: Time-In-Grade

Mandatory Promotion At: Years-In-Grade

Second Lieutenant First Lieutenant N/A 2 years First Lieutenant Captain N/A 5 years Captain Major 4 years 7 years Major Lieutenant Colonel 4 years 7 years Lieutenant Colonel Colonel N/A 3 Years

Also, check a wing’s and unit’s promotion eligibility requirements, if you are considering transferring to another unit. If a member has transferred from another unit, the gaining wing/unit may not allow the member to be promoted until they’ve been in the unit for a specified amount of time. Constructive service credit can also be applied towards promotion requirements. Promotion Recommendation Form (PRF): The PRF (AFF 709) is the opportunity for your senior rater to build a case for promotion based on the whole person concept. This form is prepared by the officer's supervisor and may be closed out at the base level if there are sufficient eligible officers in the competitive category to allow the allocation of "definitely promotes (DP)". Usually, the ratio of

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"definitely promote" to "promote" is about 1 to 5, so more officers will be rated as "promote" in the recommendation process. There are always more eligible officers than there are DP recommendations to give.

Promotion Process: When an officer meets a Promotion Board, regardless of zone, the officer's selection brief, official selection record, and PRF (AFF 709) are forwarded to the Board Secretariat at the Air Reserve Personnel Center. The Board Secretariat is responsible for creating the Board, ensuring that the panels are appropriately briefed and sworn in to review records and make promotion selections, and reviewing board results for accuracy. The Promotion Board reviews an officer's duty history, performance reports and promotion recommendation in order to make a promotion determination. The Board is chaired by a general officer and has at least one officer from the Air Force Medical Service. This board makes promotion decisions based on the information presented to it in the available documentation. After the Board recesses, the results are reviewed for accuracy, confirmed by the Senate if necessary, and forwarded for release. Normally, this whole process takes three to four months to complete.

For more information: Web site: https://airguard.ang.af.mil/dp/ . AFI 36-2504, OFFICER PROMOTION, CONTINUATION AND SELECTIVE EARLY REMOVAL IN THE RESERVE OF THE AIR FORCE and NGR 36-4, Federal Recognition of Promotion in the Air National Guard of the United States and as a Reserve of the Air Force Below the Grade of General Officer.

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OFFICER EVALUATION SYSTEM

Performance appraisal systems are an important component of management, not only in the corporate world, but also in the Air Force. The purpose of the Officer Evaluation System (OES) is to provide meaningful feedback to officers on what is expected of them regarding duty performance, inform them on how well they are meeting these expectations, and advise them on how to better meet these expectations. The OES features three elements — performance feedback worksheet (PFW), Officer Performance Report (OPR), and Promotion Recommendations. It provides a cumulative record of performance and potential based on that performance. It focuses on performance and how that performance has contributed to the unit’s mission. Thus your performance and its contributions to the mission affect your evaluations, your promotions, school selections, and separations. PERFORMANCE FEEDBACK SYSTEM The purpose of performance feedback is for a rater to tell the officer what duty performance is expected and how well the officer is meeting those expectations. The rater uses the AF Form 724, Performance Feedback Worksheet, to structure, document and conduct the feedback session. The first feedback session should be held within 60 days of the date the officer reports for duty, a performance report closes out, or change of reporting official occurs. During the initial feedback, the rater should let the officer know what is expected. Subsequently, the mid-point feedback should provide the officer feedback on how well he/she is meeting the expectations and direction(s) established during the initial session. Feedback after a performance report closes out helps the officer to start the next reporting period fully focused on areas needing improvement. It gives the officer a performance progress report and an opportunity to improve before an OPR is written. This formal feedback is not designed to replace informal day-to-day feedback, and the officer can request additional feedback sessions at any time. In fact, individuals are encouraged to seek their supervisor out at least quarterly and request feedback. OFFICER PERFORMANCE REPORTING SYSTEM The purpose of the Officer Performance Reporting process is to provide a means to formally record the evaluation of an officer’s performance over a specific period of time. Raters will accomplish this action by using the Officer Performance Report (OPR, AF Form 707), which provides a permanent, long-term record that promotion board members, assignment managers, commanders, and supervisors can review. The OPR is an assessment of duty performance and officership and should reflect the leadership potential based upon that performance. Specifically, OPRs document what the officer did, how well it was accomplished, and provide a measure of the officer’s contributions to mission accomplishment. If an incident/negative trait warrants documentation to hold a member accountable, then this should also be reflected in the OPR. In completing the form, raters should not consider: • Previous Promotion Recommendation Form (PRF) recommendations • Promotion eligibility • Promotion recommendations (overt or implied) – Promotion recommendations are reserved for the PRF when the officer meets a promotion selection board. However, recommendations to

17

attend the next level of PME or the officer’s next assignment are permitted. • Promotion boards rely on OPRs in the promotion determination process. OPRs are the source documents for information in Promotion Recommendation Forms (PRFs).

Other boards that review OPRs include Developmental Education (DE) selection boards when selecting officers for in-residence BDE, IDE and SDE. Slots for these schools are limited, and competition is keen, so the OPRs have to accurately portray an officer’s accomplishments and potential. Before an officer is eligible for any of these competitive events, the rater should make recommendations regarding the competitive event on the OPR.

TYPES OF OPRS There are a few different types of OPRs and each of them has a specific time requirement as listed in AFI 36-2406, Table 3.4, which provides guidance on when to prepare OPRs.

Annual – Units receive the OPR Notice or Shell approximately 60 days before closeout date. However, you cannot expect this much lead-time in OPR taskings generated by changes of reporting officials (CROs) and for promotion boards. It is the rater’s responsibility to ensure the OPRs for their personnel are prepared in a timely manner, even if they have not received a formal OPR shell to prepare the report. Change of Reporting Official (CRO) – Reports are prepared when either the ratee or rater changes. Headquarters Air Force (HAF)-Directed – Reports primarily completed for promotion boards. These reports are due at HQ ARPC 45 days prior to board convening date. The requirement for this type of report will be noted in the board convening notice. Commander-Directed – Report may be completed when an officer has performed in an unsatisfactory or marginal manner. There is no minimum requirement for a number of days of supervision. Referral – Report contains one of the following: Comments in any OPR, regardless of the ratings if applicable, or the attachments to that evaluation, that are derogatory in nature, imply or refer to behavior incompatible with, or not meeting minimum acceptable standards of personal or professional conduct, character, judgment or integrity, and/or refer to disciplinary actions. This includes, but is not limited to, comments regarding omissions or misrepresentation of facts in official statements or documents, financial irresponsibility, mismanagement of personal or government affairs, a “Does Not Meet Standards” fitness assessment, unsatisfactory progress in the Fitness Education and Intervention Programs, confirmed incidents of discrimination or mistreatment, illegal use or possession of drugs, AWOL, Article 15 action, and conviction by courts-martial.

For more information on the OES System refer to the following references: AFI 36-2406 – Officer and Enlisted Evaluation Systems AFPD 36-24 - Military Evaluations AFMAN 36-2105 - Officer Classification AFI 36-2401 - Correcting Officer & Enlisted Evaluation Reports AFPAM 36-2404 - Guide to the USAF Officer Evaluation System (OES)

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AFI 36-2406 - Officer & Enlisted Evaluation Systems AFI 36-2501 – Officer Promotion and Selective Continuation AFPAM 36-2506 – You and Your Promotions – The Air Force Officer Promotion Program NGR (AF) 36-4 - Federal Recognition of Promotion in the Air National Guard of the United States and as a Reserve of the Air Force Below the Grade of General Officer OPR/PRF Writing Guide – “Looking Beyond Tomorrow” https://www.afms.mil/sgc/opr/opr.htm

Books: --“Writing Guide for AF Efficiency Reports” by Douglas L. Drewry

--“Effective Phrases for Performance Appraisals” by James E. Neal Jr.

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AWARDS AND DECORATIONS/RECOGNITION PROGRAM

Many awards have been established by the Air Force Medical Service Corps to recognize outstanding performers--most are by functional area. In most cases, the award nominations are solicited by the MAJCOMs, who submit one nomination to an Air Force Medical Service Corps board.

The Young Health Care Administrator (YHCA) of the Year Award recognizes outstanding company grade MSC officers. Each MAJCOM selects one person and nominates them to the Corps Chief. A board of senior MSC officers reviews the nominations and selects an award winner. The Corps Chief presents a plaque to the winner at the ACHE Congress’ Air Force Day. The winner’s name is engraved on a plaque alongside previous winners. All of the nominees join the Young Health Care Administrator Focus Group. This advisory group serves for one year under the direction of the overall AF winner. The YHCA Focus Group serves as an information conduit from company grade officers to the Chief, Medical Service Corps.

The Air National Guard / Air Force Reserve jointly created the Brigadier General Donald B. Wagner Administrative Excellence Award in honor of the former Chief of the Medical Service Corps. It recognizes MSC officers from either the USAFR or the ANG who make outstanding administrative contributions to the AF Medical Service. The National Guard Bureau Air Surgeon's Office (NGB/SG) is the selection authority for the ANG. The award alternates between the ANG to the USAFR each year. Each reserve component command surgeon presents the award to his or her winner at an appropriate function.

For more information on awards refer to the following references: AFPD 36-28 Awards and Decorations Programs AFI 36-2803 The Air Force Awards and Decorations Program AFI 36-2805 Special Trophies and Awards AFI 36-2856 Medical Service Awards ANGI 36-2802 ANG Special Trophies and Awards

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RECORDS REVIEW ANG MSC officers should make it a point to review, at least annually, their personnel records, which are maintained by ARPC. Officers should keep in mind that any changes to their records may take a significant amount of time to accomplish. As such, officers should review their records periodically to ensure any changes are accomplished in a timely manner.

Just prior to a promotion board, ARPC will provide notice to identified officers, recommending they review their records. It is a wise officer who takes the time to review carefully the documentation, ensuring that everything is in order to maximize documentation readiness for the promotion board's review.

As a general rule, ARPC recommends that officers retain copies of all personnel actions, such as accession, promotion and assignment orders, awards and decorations, performance reports, promotion recommendations, and military education records. With copies of these materials in hand, the officer is well equipped to correct any omissions or errors in his/her record.

If desired, officers may also obtain a copy of their entire military personnel record, and ARPC can provide specific instructions.

MILITARY RECORDS AND PREFIXES MSCs are advised to monitor their personnel records for accuracy, especially prior to selection boards. This includes the status of AFSC prefixes such as the "M" prefix awarded for board certification. The "M" prefix on either the primary, secondary or tertiary AFSC is the only thing that makes the "Board Certified" field on an officer's selection brief read "YES." AFPC has noticed some cases where previously assigned prefixes have been deleted or replaced with other prefixes. This most likely occurs when a new prefix is being awarded and an existing prefix is mistakenly replaced. Regardless of the reason for these mistakes, it highlights the need for officers to review their records for accuracy. In order to get your record updated to show you are board certified just take your letter or certificate from your approved board certifying agency to your Force Support Squadron (FSS) and they will update your record to include the "M" prefix.

Review your records to ensure your Officer Selection Record (OSR) and your Officer Pre-selection Brief (OPB) are up to date and current at the Air Reserve Personnel Center (ARPC).

It is Your Record! It is your responsibility to ensure the accuracy of your record.

Errors left uncorrected could have a negative effect on your promotion opportunity.

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MISCELLANEOUS OUTSIDE THE MED GROUP Because of the depth and breadth of skills and competencies held by the MSC Officer, MSCs are often times in great demand even outside of the standard Air National Guard Medical Groups. Organizations such as the Civil Support Team (CST), CBRNE Enhanced Response Force Package (CERFP), Homeland Response Force (HRF), and Air Evacuation (AE) have requirements for the experience of the MSC. It is the MSC’s knowledge of unit operations such as logistics, finance, management, and administration that make the MSC valuable. With that being said, these are great opportunities to gain career experience in joint operations and DOMOPS missions. However, in order to maintain momentum in the MSC career field, there should always be a deliberate reach back to the unit to insure that you are maintaining currency in training, changes in policy, and all other aspects associated with the ANG MDG.

AIR NATIONAL GUARD MEDICAL SERVICE CORPS SOCIETY The Air National Guard Medical Service Corps Society is the professional organization that represents the ANG MSCs. This is a non-profit organization. Check the latest issue of ANG MSC Newsletter on the ANG/SG portal page under the MSC homepage for a current listing of officers. Contact anyone listed for information about the Society. The missions of the society are to improve and enhance health care administration in the Air National Guard, to unite and coordinate efforts of the Medical Service Corps Officers, and to elevate the practice of administration. Membership in this organization shall be composed of members of such categories, qualifications, and rights, as may be set forth in the By-Laws.

The officers of the Society shall consist of the President, Vice-President, Secretary, and Treasurer. The immediate past President will be an officer, ex-officio. At the end of a two-year term of office, the following nomination successions will occur: Vice-President to President, Treasurer to Secretary, and Secretary to Vice-President.

MENTORING While choosing to participate in a mentoring program is “optional”, it should be something that all officers, regardless of rank or grade, should consider and actively seek out. In terms of getting the relationship started, start looking around in your organization for someone with a reputation for excellence. Then expand your search and talk to peers and leaders you trust. When you find a prospective mentor, call them. Provide some background information about yourself and tell them why you would like them to be your mentor. Then, just ask. Follow up with a letter and a short biography, making sure to identify your career goals and specific, long-term projects you are now working on. These individuals are typically removed from your direct reporting chain but possess direct career experience and knowledge of your work environment and culture. In some cases, they may be retired from active service or they may still be serving in the military but work in a different organization, corps or functions. While there will always be real-world differences between the mentor and protégé, it is the similarities and value of their counsel that can make the difference between career mistakes and successes.

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Beyond the traditional bounds of a mentor/protégé relationship, all supervisors have an inherent responsibility to provide leadership and career guidance for their assigned people. Supervisors must take an active role in their subordinates’ professional development and assist their people by providing realistic evaluation of both performance and potential. Supervisors must also be positive role models. While a supervisor can aspire to act as a “mentor”, there are times when a subordinate or protégé will not want to come forward for advice as either the question or subject may create tension in the formal supervisory relationship. As such, the military fully recognizes the value of and need for traditional “mentors” who are not in a supervisory relationship with the protégé. The Air National Guard is committed to mentoring. ANGI 36-3401, The Air National Guard Mentoring Program, covers mentoring in the Air National Guard. In the Air National Guard, there are senior and peer Medical Service Corps officers that are willing to be mentors for junior MSCs. This can be very important when a unit has only one or two MSC officers and both are new to the career field.

RESUME It is important to keep your Military Resume up to date. There will be many opportunities to broaden your knowledge base and experience. Make sure you show it appropriately and accurately. For a copy of your Verification of Military Experience go to the following web site: http://www.dmdc.osd.mil/vmet/owa.

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CONCLUSION

Young MSCs often ask, “Bottom line, what is an MSC?” It’s easy to recite the concepts and items of importance necessary for the growth and development of any MSC. Additionally, information such as that provided in this guide can outline career path and education opportunities; however, there are some key concepts and components, which can only be learned through experience and practice. Many are the intangibles associated with any position and others are learned through the “day to day” operations, often times difficult to capture through documentation alone.

By way of explanation, an MSC can be best categorized as the KEYSTONE of the unit. In its simplest terms, a keystone is defined as “anchor: a central cohesive source of support and stability.” The MSC serves as the keystone for the many different, often times diametrically opposed, relationships within the organization – and not just within the medical unit but within many of the interactions of the medical group.

It is important to understand that this role is necessary for any MSC, regardless of experience, knowledge, position in the unit, levels of responsibility – all MSCs serve as the “Keystone”. Below are listed some of the many situations where without the MSC – without the “Keystone” – the two groups would fall away from each other, initiating what could be a slow breakdown of the relationship.

COMMANDER – MSC – UNIT: Often times, the MSC will be required to support roles such as the deputy commander while simultaneously serving as the buffer between the commander and the unit. Responsibilities could include having a pulse on the unit and insuring the commander has an “in the weeds” feel for what is going on in the unit. Similarly, the MSC will be responsible to make sure the commander’s culture, vision, and operating changes are communicated and continually reinforced within the group. This task also falls on the rest of leadership; however, because the MSC is often times the “right hand man” of the Commander, it is especially vital for the MSC to provide the support.

WING LEADERSHIP – MSC – UNIT: This relationship is critical. It is up to the MSC to remember that they represent the ideas, thoughts, and direction of the group to the wing and wing leadership and similarly, the MSC is responsible for carrying and communicating the message, culture, and ideals of the wing to the group. The commander will have the ear of the wing staff; however, as a traditional guardsman, the subtle nuances and rank and file version of wing ideas are sometimes lost. It is the MSC that must make sure the message is carried in both directions.

FULL TIME STAFF – MSC – TRADITIONAL GUARDSMAN: It is challenging to insure everything that occurs during the month are not only communicated accurately to the traditional staff but are communicated at all. It is up to the MSC to link the two groups together – to make sure there is a constant flow of information so critical items and decisions are neither forgotten nor a surprise come drill weekend. The status of the MSC is immaterial in this role as the key is communication

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MEDICAL STAFF – MSC – NON-MEDICAL STAFF: It is easy to get caught up in what is going on in your immediate section and thus, lose track of the many different variables and aspects of a unit necessary to keep the unit running smooth and effectively. The MSC will be required to make sure the needs of the two different groups are linked tightly. This link may be a logistical link, a services link, or perhaps sometimes, a mediation link. Regardless, the MSC needs to have the knowledge of the issues, challenges, and general happenings of each section to be able to keep the many different sections tied together.

WING MEMBERS – MSC – UNIT: The medical group’s responsibility, in part, is to make sure the wing is medical qualified and prepared to deploy. These requirements are many and it is up to the MSC to make sure they are consistently and accurately communicated to the wing. Medical group leadership will have a grasp on their sections responsibilities; however, the MSC will have the responsibility to incorporate each sections message into one message to the wing. Conversely, if there are challenges in the wing with meeting the IMR standards, the MSC has the responsibility of insuring the information is brought to the correct section and appropriate attention is given in support of the wing.

UNIT – MSC – SG: The SG staff has 89 units to watch and manage. This, admittedly, is a daunting task. It is up to the MSC to make sure the needs and requirements of the unit are communicated clearly to the SG staff. Conversely, as guidelines and requirements flow out of the SG staff, the MSC will be responsible for disseminating the information to the group. This is not to say each section shouldn’t being working directly with their FAM; however, so much of the information has an impact across sections and the MSC must be the conduit carrying the information through the sections of the group and through the SG staff as appropriate.

ANG – MSC – AD: As the ANG changes and takes more of an active role in today’s military requirements, the culture is constantly evolving. It is up to the MSC to insure these changes are properly communicated through the group and the wing. Similarly, the MSC will have to serve as the liaison between the AD component and the group especially when preparing for deployments, trainings, and humanitarian efforts. Gone are the days of “guard only” missions and trainings. The effort to provide a “mirror force” extends throughout all components of today’s Air Force and is the MSC’s responsibility to be familiar with the impact each representative component can have on the others. AIR GUARD – MSC – ARMY GUARD: Purple is becoming more and more likely and more and more real. The MSC needs to understand and grasp this concept in order to be ahead of the curve. There are many services, skills, and resources that can be used on a cooperative level between the two organizations. However, because the relationships are still very new, there is typically minimal interaction from, for example, an Air doctor to Army doctor or Air logistician to Army logistician. It is up to the MSC to not only establish these relationships but to bring a working knowledge of each service to the discussion.

MILITARY – MSC – CIVILIAN: As budgets become restricted and resources become limited, it is quickly recognized that no one organization is capable of being all things to all contingency responses.

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The need to leverage outside, primarily civilian, organizations to help in the response scenario is very real. Once again, the bridge between the two organizations will fall on the shoulders of the MSC. Understanding both internal and external capabilities is crucial. This knowledge and expertise and the relationships developed will prove to be a great help should the need for a joint response arise.

As with most things, this is not a blanket approach. The set-up of the unit, the status of the MSC, the experience of the MSC, and the involvement of the leadership staff will all have an impact on the extent with which the MSC serves as the keystone in these various relationships. However, the MSC recognizing the importance of the role and understanding the value of this responsibility, will provide the unit and its various associations the foundation for effective communication, efficient operations, and ultimately, successful missions.

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Inte

rper

sona

l Ski

lls

Writ

ten

Com

mun

icat

ion

Ora

l Com

mun

icat

ion

Crea

tivity

&

Inno

vatio

n Ex

tern

al A

war

enes

s

Flex

ibili

ty R

esili

ence

Stra

tegi

c Thi

nkin

g

Visi

on

Conf

lict

Man

agem

ent

Leve

ragi

ng D

iver

sity

Deve

lopi

ng O

ther

s

Team

Bui

ldin

g

Acco

unta

bilit

y

Cust

omer

Serv

ice

Deci

siven

ess

Entr

epre

neur

ship

Prob

lem

Sol

ving

Tech

nica

l Cre

dibi

lity

Fina

ncia

l M

anag

emen

t

Hum

an C

apita

l M

anag

emen

t

Tech

nolo

gy

Man

agem

ent

Part

nerin

g

Polit

ical

Sav

vy

Influ

enci

ng /

Neg

otia

ting

Acce

ssio

ns

AMS/

OTS

Tech

Tra

inin

g

Spec

ial D

uty

AO/E

xec

BDE

Flig

ht

CC

Depl

oym

ent

Staf

f

IDE

Spec

ial D

uty

Fello

wsh

ip

IDC

Squa

dron

CC M

aste

rs

Degr

ee

Depl

oym

ent

JQO

Leve

l II

CDC

Grou

p

CC

Depl

oym

ent

Staf

f

SDE

Staf

f

JQO

Leve

l III

Win

g CC

Defe

nse

Stra

tegi

c C

APPENDIX A

OFFICER SCORECARD

Required Civilian Education

Joint Matters

Career Broadening Opportunity Fundamental Competency

Command Supplemental/Military Education

Senior Leadership Assignment

Executive Core Qualifications / Competency

8

Commissioned Service (Years)

14 16 18 21

Status

Leadership Competencies:

Status

Describe your Non-Military Experience: Positions / Greatest Responsibility / Certifications Held:

27

Leadership Competency Definitions: www.ang.af.mil/careers/forcedevelopment

27

Rank

MDG

/CC

PLANS

JPG

MAO

Chair E & T

MRO

Ed and Trng

RA

AO

Mem

ber EMC

Mem

ber EET

SID Monitor

PME

APPENDIX B

Amercian College of Contingency Planners

Contemporary Base Issues

Crse

MSC Career Track Assignments

ANG Sr. Leader Seminar Affiliation - AAMA, ACHE, etc.

WMD Destruction Command,

Control and Coordination

Asst to COCOM C

O Total AF Ops and Law Course NGB/SG2

JTF Sr Medical Ldr Seminar Med Grp CC Orientation to

Aerospace Med

L ANG Asst to HAF

Leadership for the Information Age

USAF MDG CC Course JTF Sr Medical Ldr Seminar SGA

A W C

Homeland Security Medical

Investigative Officers Course Investigative Officers Course L T

AF Med Resource Conference Leadership for the Information Age

Intermediate Executive Skills AF Med Resource Conference SGX C NGB-JTF HRF Med O

Executive Course All Readiness and Logistics Intermediate Executive Skills

Joint Medical Planners Course Homeland Security Medical

Executive Course

Plans/Ops L NGB-HRF Prg Mgr

A Contingency Wartime

C Planners Course Joint Medical Planners Course Joint Medical Planners Course CERFP/HRF/CC ANG DOMOPS M A

S Joint Operations Medical Contingency Wartime Planners C o n t i n g e n c y Wartime Planners SGE J

C Managers Course Course Course

SORTS Joint Operations Medical

Managers Course Joint Operations Medical

Managers Course

JOINT STAFF

SIDS Monitor

Global Medical Readiness

S Symposium * DMLSS

Medical Readiness Managers O Course

Junior Officer Leadership

Contemporary Base Issues Global Medical Readiness

Symposium * Medical Readiness Managers

Course Junior Officer Leadership

Global Medical Readiness

Symposium * Medical Readiness Managers

Course Junior Officer Leadership

C A P

Junior Officer Leadership S

Development Symposium (JOLDS)

All Logistics Development Symposium (JOLDS)

Development Symposium (JOLDS)

Development Symposium T (JOLDS)

FEMA (ICS) FEMA (ICS) FEMA (ICS) 1 Medical Logistics Mgmt

Symposium* Medical Logistics Mgmt

Symposium* Medical Logistics Mgmt L

Symposium* Medical Services Mgmt Medical Services Mgmt Medical Services Mgmt T

READINESS FRONTIERS* Health Services

Health Services Health Services Health Services Administration Health Services Administration Health Services Administration Health Services Administration

Administration Course/AECOT

Administration Course/AECOT Administration Course/AECOT

Course/AECOT Course Course Course 2 L

Reserve Commission Officers Reserve Commission Officers Reserve Commission Officers Reserve Commission Officers Reserve Commission Officers Reserve Commission Officers Reserve Commission Officers T Training- Commissioned

Officers Training Training- Commissioned

Officers Training Training- Commissioned

Officers Training Training- Commissioned

Officers Training Training- Commissioned

Officers Training Training- Commissioned

Officers Training Training- Commissioned

Officers Training

Logistics (SGL) Readiness (SGX) Administration (SGA) Command

Technician CERFP

Full time/Stat Tours/ADOS Possible Additional Duties STAT-Tour

*Yearly Event COLOR KEY

Text Civilian Education/DOMOPS

TEXT Career Broadening Opportunity

TEXT Required TEXT Joint Matters

TEXT Supplemental/Military Education

HRF ADOS Positions- Courses needed in those positions

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APPENDIX C Tips for a successful IDE/SDE/ASG Package

• Competitive Packages: - First Impressions Count - Letter of Intent

Demonstrate the applicant’s ability to articulate in written format

Clear, concise, and big picture oriented

How will this opportunity benefit the Air National Guard?

What makes the panel member want to read the package? - Review AF Tongue and Quill

• Endorsements: - Written from a personal frame of reference

• A personal recommendation versus a template - Stratification

• Counts only if they explain “why” the member is their “number one” officer

• What makes the member stand above the crowd? - Future plans for the member

• How will the opportunity benefit the Air National Guard or the State? • Breadth and Depth:

- Assignments - Captured on personnel RIP - Command Experience - Look for the “C” prefix - Awards and Decorations - Deployments - Annotated in resume and personnel data - Resumes - Match personnel data - Civilian Experience - Accentuate leadership experience

• Final Check List: - Letter of Intent – Make the panel members want to read more (not “hunt”

for information)

- Endorsements – Prepare the draft with a personal touch

- Cross-check the resume with the personnel data RIPS

- Include civilian experience in the resume when supporting breadth and depth of experience

- Tell the story on how this opportunity will benefit the future of the Air National Guard!

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APPENDIX D LEADERSHIP COMPETENCIES

Competencies are the personal and professional attributes that are critical to successful performance in leadership roles. The fundamental competencies are the attributes that serve as the foundation for the skill every leader needs to develop and subsequently use as we develop our personal leadership style and approach. Each of us will experience varying levels of comfort in each of the competencies, however, the understanding, practice, and use of each aspect, at least at a basic level, is necessary for success. Experience and training that strengthen and demonstrate the competencies will enhance a candidate's overall qualifications for senior leadership roles.

• Interpersonal Skills: Treats others with courtesy, sensitivity, and respect. Considers and responds

appropriately to the needs and feelings of different people in different situations. • Oral Communication: Makes clear and convincing oral presentations. Listens effectively; clarifies

information as needed. • Integrity/Honesty (an Air Force Core Value): Behaves in an honest, fair, and ethical manner. Shows

consistency in words and actions. Models high standards of ethics. • Written Communication Writes in a clear, concise, organized, and convincing manner for the

intended audience. • Continual Learning (an Air Force Core Value: Excellence in All We Do) Assesses and recognizes own

strengths and weaknesses; pursues self-development. • Public (Customer) Service Motivation (an Air Force Core Value: Service Before Self): Shows a

commitment to serve the public / customer. Ensures that actions meet public / customer needs; aligns organizational objectives and practices with public / customer interests.

• Creativity and Innovation: Develops new insights into situations; questions conventional

approaches; encourages new ideas and innovations; designs and implements new or cutting edge programs/processes.

• External Awareness: Understands and keeps up-to-date on local, national, and international

policies and trends that affect the organization and shape stakeholders' views; is aware of the organization's impact on the external environment.

• Flexibility: Is open to change and new information; rapidly adapts to new information, changing

conditions, or unexpected obstacles.

• Problem Solving: Identifies and analyzes problems; weighs relevance and accuracy of information; generates and evaluates alternative solutions; makes recommendations.

• Technical Credibility: Understands and appropriately applies principles, procedures,

requirements, regulations, and policies related to specialized expertise.

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• Financial Management: Understands the organization's financial processes. Prepares, justifies, and

administers the program budget. Oversees procurement and contracting to achieve desired results. Monitors expenditures and uses cost-benefit thinking to set priorities.

• Human Capital Management: Builds and manages workforce based on organizational goals, budget

considerations, and staffing needs. Ensures that employees are appropriately recruited, selected, appraised, and rewarded; takes action to address performance problems. Manages a multi-sector workforce and a variety of work situations.

• Technology Management: Keeps up-to-date on technological developments. Makes effective use of

technology to achieve results. Ensures access to and security of technology systems. • Partnering: Develops networks and builds alliances; collaborates across boundaries to build

strategic relationships and achieve common goals. • Political Savvy: Identifies the internal and external politics that impact the work of the organization.

Perceives organizational and political reality and acts accordingly. • Influencing/Negotiating: Persuades others; builds consensus through give and take; gains

cooperation from others to obtain information and accomplish goals. • Resilience: Deals effectively with pressure; remains optimistic and persistent, even under adversity.

Recovers quickly from setbacks. • Strategic Thinking: Formulates objectives and priorities, and implements plans consistent with the

long-term interests of the organization in a global environment. Capitalizes on opportunities and manages risks.

• Vision: Takes a long-term view and builds a shared vision with others; acts as a catalyst for

organizational change. Influences others to translate vision into action. • Conflict Management: Encourages creative tension and differences of opinions. Anticipates and takes

steps to prevent counter-productive confrontations. Manages and resolves conflicts and disagreements in a constructive manner.

• Leveraging Diversity: Fosters an inclusive workplace where diversity and individual differences are

valued and leveraged to achieve the vision and mission of the organization. • Developing Others: Develops the ability of others to perform and contribute to the organization by

providing ongoing feedback and by providing opportunities to learn through formal and informal methods.

• Team Building: Inspires and fosters team commitment, spirit, pride, and trust. Facilitates

cooperation and motivates team members to accomplish group goals. • Accountability: Holds self and others accountable for measurable high-quality, timely, and cost-

effective results.

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• Determines objectives, sets priorities, and delegates work: Accepts responsibility for mistakes.

Complies with established control systems and rules. • Customer Service: Anticipates and meets the needs of both internal and external customers.

Delivers high- quality products and services; is committed to continuous improvement. • Decisiveness: Makes well-informed, effective, and timely decisions, even when data are limited or

solutions produce unpleasant consequences; perceives the impact and implications of decisions. • Entrepreneurship: Positions the organization for future success by identifying new opportunities;

builds the organization by developing or improving products or services. Takes calculated risks to accomplish organizational objectives.

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APPENDIX E Training Courses

BASIC QUALIFICATION COURSES The following courses should be completed within 12 months of commissioning, IAW AFI 36-2013, 3.18. You must complete the Commissioned Officer Training course and the Health Services Administration course to remain in the 41AX Air Force Specialty Code and to wear the Badge. Please see ANGI 36-2005 for additional guidance. You must pass a test 90 days prior to the start date of the course and only then are you eligible to apply for Commissioned Officer Training Course (COT) through your Unit Training Manager.

Commissioned Officer Training Course (COT) (23 training days) – MOTS002 - Provides training in basic military subjects essential in developing directly commissioned officers to serve in the US Air Force. Provides post-commissioning training for Air Force direct-commissioned health professions officers (Medical Corps, Dental Corps, Nurse Corps, Medical Service Corps, and Biomedical Science Corps), and Chaplain Corps. Also trains Air Force Reserve officers selected to participate in the Air Force Health Professions Scholarship Program and those enrolled in the Uniformed Services University of Health Sciences. Also included for training are those officers selected to serve in the Air Force Reserves and Air National Guard. Training includes, but is not limited to, instruction in four major areas: profession of arms, military and international security studies, leadership studies, and communication skills. The profession of arms area includes dress and grooming; professional appearance; customs and courtesies; pay, leave, and allowances; and base services. Military and international security studies classes include Air Force heritage, terrorism/force protection, and US policy. Leadership studies classes include leadership and management theory and officership. Leadership instruction is reinforced with practical field leadership exercises. Communication skills include basic military speaking principles and writing formats. Drill and ceremonies and physical fitness training are also included.

*Reserve Commissioned Officer Training (RCOT) (13 Training Days) - MOTS003 - Provides training in basic military subjects essential in developing directly commissioned officers to serve in the US Air Force. Provides post-commissioning training for hard-to- recruit Air Force Reserve and Air National Guard direct-commissioned health profession officers (Medical Corps, Dental Corps, Nurse Corps, Medical Service Corps, and Biomedical Science Corps), and Chaplain Corps. Training includes, but is not limited to, instruction in four major areas: profession of arms, military and international security studies, leadership studies, and communication skills. The profession of arms area includes dress and grooming; professional appearance; customs and courtesies; pay, leave, and allowances; and base services. Military and international security studies classes include Air Force heritage, terrorism/force protection, and US policy. Leadership studies classes include leadership and management theory and officership. Leadership instruction is reinforced with practical field leadership exercises. Communication skills include basic military speaking principles and writing formats. Drill and ceremonies and physical fitness training are also included.

*RCOT is reserved for physicians and hard-to-recruit specialties. If an MSC Officer wishes to

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attend RCOT they must provide an exception to policy letter to NGB/SGAE stating why they cannot attend COT.

Health Services Administration (20 days) – J3OBR41A1 00AB - https://kx.afms.mil/hsa. This course provides training for newly commissioned Medical Service Corps (MSC) officers. Training will include familiarization to the Air Force Medical Service including medical administration core competencies of communication and analysis. Training will also include the primary functional roles of the MSC officer: medical readiness and planning, health plan management, medical logistics and facilities, medical resources, and information services. This base-level knowledge will culminate with instruction in how the patient care delivery process works in both in-garrison and expeditionary environments. Course is designed to incorporate team interaction through case studies, role playing, problem solving, and group dynamics. The course emphasizes personal interaction within the medical facility and interpersonal relationships with all members of the Air Force community.

Medical Readiness Management Course - J3OZR4XXX 00BC The Medical Readiness Management Course (MRMC) is required for all newly assigned Medical Readiness Officers (MRO), Medical Readiness NCOs (MRNCO) and Medical Readiness Managers (MRM) IAW AFI 41-106, Unit Level Management of Medical Readiness Programs. The MRMC is an 80-hour introductory course for newly assigned Medical Readiness (MR) personnel. The course is offered to active duty, Air Reserve Component, Air National Guard and civilian personnel currently in or being assigned to a medical readiness position. The MRMC provides the new medical readiness professional with an overview of DoD Organization, Mirror Force and Air Reserve Component (ARC); an orientation to the Medical Readiness Office; DoD, Air Force and Unit level planning with particular emphasis on local unit plans; Status of Resources and Training Systems (SORTS), Medical Deployment Program and requirements; UTC CONOPS and War Reserve Material (WRM); Disaster Preparedness Program to include homeland security/defense; Medical Readiness Reporting; Medical Readiness Staff Function (MRSF)/Executive Management Committee (EMC); responsibilities relative to a Medical Readiness Program, Medical Readiness Decision Support System (MRDSS); OPSEC and COMSEC; and Medical Readiness Training and Exercises requirements and plans.

Medical Readiness Courses This section describes Medical Readiness courses that are available to MSC officers. Knowledge of Medical Readiness concepts is a core competency of MSC officers. ANG MSC officers should strive to develop expertise in the area of Medical Readiness.

Global Medical Readiness Symposium (4 days) – J5OZO4XXX 08BB - This symposium presents a forum where Air Force medical Chemical, Biological, Radiological, and Nuclear (CBRN) defense professionals and medical readiness planners receive annual training in topics dealing with CBRN detection, identification, surveillance and consequence management, contingency and disaster planning, current operations and initiatives in medical readiness. Other topics include Homeland Security, National Disaster Medical System and Installation Protection Program policies, equipment updates, medical planning and policy updates, and theater operations. The goal of the symposium is to support principles of CBRN Defense awareness outlined in JP 3-11, Joint Doctrine for Operations in Nuclear, Biological, and Chemical Environments and AFDD 2-1.8, Counter CBRN

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Operations, AFI 41-106 Medical Readiness Planning and Training, and AFI 10-401 Air Force Operations Planning and Execution. It also provides medical personnel with training to accomplish their responsibilities outlined in AFI 10-2501, AF Emergency Management Program Planning and Operations, AFMAN 10-2602, Nuclear, Biological, Chemical and Conventional (NBCC) Defense Operations and Standards, AFTTP 3.42.3, Health Service Support (HSS) in Nuclear, Biological, and Chemical (NBC) Environments, AFTTP 3-42.32, Home Station Medical Response to CBRNE Events, Air Force Doctrine Document 2-.4.2. Health Services Operational Doctrine, AFTTP 3.42.1. Medical C2, AFTTP 3.42. 2. Casualty Prevention, and AFTTP 3-42.5. Aeromedical Evacuation (AE). All who plan to attend must request and apply for a Training Line Number through their Unit and MAJCOM functional representative.

Aeromedical Evacuation Contingency Operations Training (5 days) - J3ORR4XXX 00CB - This 5-day course held on the Medical Readiness Field Training Site is designed to provide operational orientation/familiarization training for USAF personnel assigned to Aeromedical Evacuation ground support UTCs and Critical Care Air Transport Teams. This course is required for all USAF Active Duty, Air Force Reserve Component, Aeromedical Evacuation units and CCATT IAW 41-106 and AFI 10-2912. Training culminates with a comprehensive exercise. This exercise is scenario-based training and demonstrates a broad spectrum of casualty movement highlighting the roles and responsibilities of the Theater Aeromedical Evacuation System UTCs and supporting elements taught. The following elements are staffed and employed by the student population; AECS, AELT, MASF, AEOT, CCATT. Prerequisites: Applicants must be assigned to an AE ground UTC and know which UTC they are assigned to prior to arrival at the MRFTS.

Contingency Wartime Planning Course (10 days) - MCADRE 002 This is a basic course designed to provide selected contingency/wartime planners in all AF functional areas w/ a broad conceptual overview of current planning systems, policies, practices, and procedures. Prerequisites: Grades E-5 through O-6

Total Air Force Operations and Law Course (3 days) - MAFJAG624 - For commanders and judge advocates of deployable active duty and air reserve components (Air National Guard and Air Force Reserve Category A) units. Stresses the practical aspects of dealing with unanticipated deployment-related operational/legal problems and the critical relationship between commanders and judge advocates during oversees deployments. Should a unit wish to participate, at least one commander (not necessarily the wing or group commander, but a commander who would deploy) and at least one judge advocate (not necessarily the staff judge advocate but a staff judge advocate that would deploy) should attend. The commander(s) and judge advocate(s) will be seated together during the lecture and will function as a team during seminar discussions Prerequisites: Commanders and judge advocates assigned to deployable active duty and air reserve components. Joint Operations Medical Managers Course (JOMMC) (1 week 2 days) - J5OZA44XX 00CA - The Combat Casualty Management, Echelon III course (C4A) is a tri-service, post graduate, continuing medical education course designed for Military Health Service Officers to function in executive leadership roles in an Echelon III Combat or Military Operations Other Than War (MOOTW) support facility. Core competencies necessary to function in such positions are addressed

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in the areas of leadership, communication, logistics, medical evacuation, planning, NBC, preventive medicine, medical intelligence, and telemedicine. Topics covered are organization and capabilities of field hospitals, command and control, Army, Navy, Air Force, and Marines joint force medical capabilities, public affairs, joint medical logistics including the blood program, global patient movement, psychological operations, preventive medicine/public health, intelligence, operations other than war, planning, and "lessons learned." Among the guest speakers are representatives from the State Dept, USAID, OASD and the line. Students participate in a joint health service support practical exercise involving operational planning tools/formats. A course study notebook with pertinent references, bibliographies, and case studies, along with exercise materials and checklists serves as a central reference to support and integrate the knowledge necessary to plan joint health support. Contact ANG/SGX for information about the nomination process. ANG/SGX nominates candidates for this course. Prerequisites: Must be a member of the DC, MC, NC, BSC, or MSC and have 1 year of Air Force retainability after completion of the course.

Joint Medical Planner’s Course (15 academic days) - J5OZN4XXX 08AB - Prepares intermediate level officers, (0-4/0-6) and NCOs (E-7 and above) to effectively function as medical planners at the Joint Staff, Unified Combatant Command (both Geographic and Functional), Combined Forces Command, Component Command, Service Headquarters, Joint Task Force and Major Command Headquarters. JMPC provides training, skill progression, familiarization, and proficiency in the concepts, procedures, and applications of joint planning, with emphasis on joint medical issues critical to strategic and operational planning. THIS INCLUDES: Joint Planning Orientation Course, Service Health Service Support capabilities, Medical Intelligence, Patient Movement, Non-Governmental Organizations, and Combatant Command Medical Planning Considerations. NBC Planning and Biological Warfare, Force Health Protection, Preventative Medicine, Joint Logistics Planning, Armed Services Blood Program. The course is usually conducted four times a year at the Naval School of Health Sciences in Bethesda, MD. The Contingency Wartime Planning Course and Medical Readiness Planners Course are preferred as course prerequisites. Contact ANG/SGX for information about the nomination process. ANG/SGX nominates ANG candidates. Prerequisites: Current or projected assignment to the Joint Staff, one of the Unified Combatant Commands (Geographic or Functional), HQ USAF, or MAJCOM level. Prior completion Medical Readiness Planner's Course is preferred.

Joint Medical Planner Course (5 days) – M9-85 - Provide the necessary background knowledge to undertake a NATO medical planner’s appointment and to provide national planners with an understanding of multinational medical support planning. The mean areas are: structures, doctrine and operational medical planning procedures and techniques.

Medical Management of Chemical Casualties (6 days) – J5OZA44XX 00BA – The Medical Management of Chemical and Biological Casualties Course (MCBC), is a six day course conducted jointly by the US Army Medical Research Institute of Chemical Defense (USAMRICD) and the US Army Medical Research Institute of Infectious Diseases (USAMRIID) four times a year. For course dates, see the CCCD web site at: http://ccc.apgea.army.mil. The course is designed for Medical Corps and Nurse Corps officers, physician assistants, Medical Service Corps officers in specialties 67B, C, or E, and other selected medical professionals. It is appropriate for Air Force physicians, physicians

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assistants (PA), and nurses assigned to deployable expeditionary medical support (EMEDS) packages and decontamination teams (unit type code FFGLB), emergency room physicians and senior medical technicians, flight surgeons who respond as part of a disaster team, or Air Force medical providers who serve as Casualty Management Officers. Independent duty medics and Air Force skill level 5 (journeyman) and 7 (craftsman) medics assigned to decontamination teams can also attend this course. This course is also appropriate for Bioenvironmental Engineers / Public Health Officers assigned to Biological Augmentation Teams (BAT). Information regarding this course may be obtained by going to the Chemical Casualty Care Division (CCCD) web site: http://ccc.apgea.army.mil, or http://ccc.apgea.army.mil/air_force/afhome.htm. If questions cannot be answered through the frequently asked questions page on the web site, call (410) 436-2230, or DSN 584-2230, or write to: Commander, USAMRICD, ATTN: MCMR-UV-ZM (Chemical Casualty Care Division), 3100 Ricketts Point Road, Aberdeen Proving Ground, MD 21010-5400.

Joint Task Force Senior Leadership Seminar (JTF SMLS) (5 days) – J5OZN4XXX 09AA – This professional Seminar focuses on leading in a joint operational environment. It is designed to enhance preparation of senior Medical, Dental, Medical Service, Biomedical Sciences, and Nurse Corps Officers (05/06) from all Services and coalition forces who have the potential to serve in a joint operational medicine leadership role. It is also targeted to broaden the operational medicine skills of DoD civilians and senior interagency personnel employed in the health care arena. Emphasis will be placed on integration and team building in the joint operational medicine environment. ANG/SGX nominates ANG attendees.

DoD Defense Support of Civil Authorities (DSCA) (Distance Learning) - The DoD Defense Support of Civil Authorities (DSCA) Course focuses on training senior military officers, Department of Defense (DoD) civilians, and their staff to ensure the DoD’s readiness to support its Homeland Defense and Civil Support missions. The course introduces participants to National, State, Local, and DoD statutes, directives, plans, command and control relationships, and capabilities with regard to disaster and emergency response. To register and take course, go to: http://www.usarnorth.org/public/

Homeland Security Medical Executive Course (HLSMEC) (5 days) – J5OZA4XXX 09AA – This course is offered for field grade officers and SNCOs who have a requirement to attend the training. The course focuses on working within the National Response Framework to prepare, respond, and recover from an all-hazards incident. Participants gain knowledge and skills using expert presentations, table-top exercises, and professional interactions. Major speakers are representatives from various military and governmental agencies including Federal Emergency Management Agency (FEMA), Federal Bureau of Investigation (FBI), U.S. Public Health Service (USPHS), Department of Homeland Security (DHS), Department of Health and Human Services (DHHS), and the U.S. Northern Command (US NORTHCOM). At the conclusion of this course, attendees will be able to identify key components that build the foundation for an effective medical response to an all-hazards incident, and identify the process to ensure that a comprehensive national medical response system is brought together and it coordinates all necessary response assets quickly and effectively to an all-hazards incident.

Weapons of Mass Destruction Command, Control, and Coordination (5 days) - J5OZD32E1D

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04DA – This course is designed for commanders and command staff. It provides education and training in responsibilities, problems, and current issues associated with planning and responding to a Weapons of Mass Destruction (WMD) incident at the installation level. This course also covers the overall Federal Response Plan. See your local Base Education and Training Manager for more information.

LEADERSHIP AND MANAGEMENT COURSES This section describes training opportunities designed to improve/develop leadership skills.

Intermediate Executive Skills (IES) (6 days (48 hrs)) - J3OZR4XXX 08AB - The IES course is targeted for officers and senior enlisted members who are selected as healthcare executive team members at the SGA, SGB, SGD, SGH, SGN and Group Superintendent level. The course is intended to bridge the gap between initial management training provided for first-time supervisors and advanced leadership training received prior to command. The course consists of core curriculum lectures addressing both military and civilian healthcare concepts and corps-specific breakout sessions targeting job specific requirements. The course addresses executive skills core competencies in the areas of Military Medical Readiness, General Management, Health Law/Policy, Health Resources Allocation and Management, Ethics in Health Care Environment, Individual and Organizational Behavior, Clinical Understanding, and Performance Measurement. Prerequisites: Rank and Position Requirements: Lt Col (sel) or Lt Col and SMSgt/CMSgt already in or going into a first-time executive position (SGA, SGB, SGD, SGH, SGN and Group Superintendent) or squadron command. Waiver authority resides with AFPC Utilization Branch and HQ USAF/SGC (CMSgt Donna Totten).

Leadership for the Information Age (LDC) (5 days) - E5OZD33S4 00CA - This course examines Information Age leadership and organizations. It describes the successful Information Age leader and organization as constantly learning and adapting to an increasingly complex, changing, and information-rich environment. Emphasis is placed on “out-of-the-box” thinking, individual and organizational innovation, and the processes and structures that enhance an organization’s ability to learn, adapt, and compete in the Information Age. The course also explores the role of information and technology in the Information Age organization; the relationships among learning, change, and strategic planning; and the new abilities required for leading in the Information Age. The course is for middle- to senior-level managers who lead and organize Information Age organizations.

Junior Officer Leadership Development (JOLD) Course (4 days) – PDC-JOLD – To provide company grade officers a professional development opportunity to obtain valuable tools and skills in leadership principles and practices. Themes are developed by the course host to facilitate this objective upon approval from HQ AFRC. Prerequisites: AFR Officers in guards of 01-03, Reserve, Guard, and Active Duty.

International Junior Officer Leadership Development (IJOLD) Course (7 days) – PDC- IJOLD – This is an exciting opportunity for the Air Force Reserve and international reserve junior officers to work together as an international team in the areas of leadership, teambuilding, cultural diversity, mobilization issues and military officership. Prerequisites: AFR Officers in guards of 01-03 (must be physically fit for participating in field team building activities). Attendance is a one-time

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experience; therefore, previous attendees are not eligible to attend.

USAF Medical Group Commander’s Course (10 training days) - MLMDC872 - Prepares Medical Group Commander selectees to meet their responsibilities as Medical Group leadership and introduces attendees to their roles as Commanders within the framework of Air Force policy. The curriculum provides a broad view of the organizational environment in which the medical group commander functions. The focus is on a comprehensive treatment of command, leadership, logistics, personnel and support activities, including intensive study of current systems, processes, and procedures impacting the medical group commander in the performance of their duties and responsibilities. The course is based on extensive field research, consultation with past and prospective commanders, and analyses of current events, theory, and challenges facing medical group commanders. Attendees will have the opportunity to discuss current operations issues and problems with functional area experts, experienced commanders, and their peers. Prerequisites: Air Force officers (active duty, AFRC, ANG) selected by the Command Screen Board to become medical group commanders.

MISCELLANEOUS COURSES

Reserve Components National Security Course (RSNSC ANG) – This course is a two- week seminar offered to senior officers (04 and above) and non-commissioned officers (E8/E9) of the U.S. Reserve Components, allied officers, and select civilians working in national security. The RCNSC is designed to lay a foundation for students moving on to joint command management and staff responsibilities in a multinational, intergovernmental, or joint national security setting. The curriculum consists of lectures, panel discussions, seminars, on-site visits, and a simulation exercise dealing with national security policy and defense resource management. The presenters are faculty members of the National War College, the Industrial College of the Armed Forces (ICAF), the Information Resource Management College (IRMC), and other distinguished speakers. Contact ANG POC: MSgt William Quarles, Comm.: 703 607-3047 or DSN 327-3047 to determine eligibility; website: http://www.ndu.edu/jrac/.

Naval War College Short Courses – The Naval War College at Newport, RI offer two-week programs each year for reserve officers. These courses (Operational Support National Security Decision Making (OS/NSDM), Operational Support Strategy and Policy (OS/S&P, and Operational Support Joint Military Operations (OS/JMO) are a synopsis of the programs offered at the college and, if the officer completes them, they may be applied as partial credit toward a Naval War College diploma through the College of Distance Education Web-enabled or CDROM-based Programs. The courses are normally scheduled during the respective department’s non-teaching trimester but may vary from year to year, depending on the Naval War College program of resident academic study. Prior preparation and study are required. Nominees must be O-4s to O-6s and hold a secret clearance. Interested officers must submit an application package to ANG/DPDE. Information about these courses can be found at: http://www.nwc.navy.mil/academics/courses. These courses are unit-funded. ANG/DP sends out a yearly message that provides details on how to apply.

Federal Emergency Management Agency (FEMA) Independent Study Courses – FEMA’s independent study program is delivered through the Emergency Management Institute (EMI) and consists of several self-paced courses. The average course completion time is 8 hours. Please

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contact the SGX for FEMA classes that support planners. Each set of course materials includes practice exercises and a final examination. Those who score 75 percent or better are issued a certificate by EMI. There is no charge for enrollment. See http://training.fema.gov/IS/crslist.asp for additional information and/or to enroll.

The Air and Space Power Course – This course is a self-paced interactive course, consisting of 7 separate lessons. The course allows students to develop a broader comprehension of aerospace power principles, concepts, and applications. The course is primarily intended to better prepare Air Force officers in joint duty assignments to articulate and advocate aerospace power principles and beliefs but can be beneficial to all aerospace power enthusiasts. See http://www.apc.maxwell.af.mil for course information. This course takes approximately 8 hours to complete. OTHER OPPORTUNITIES The ANG also has other resident school quotas. Senior service schools generally include the Army War College, Harvard Fellows Program, Industrial College of the Armed Forces, Inter-American Defense College (must speak fluent Spanish), National War College, and the Naval War College. Intermediate service schools generally include the Army Command and Staff College, College of Naval Command and Staff, and the Marine Corps Command and Staff College. A message is sent to Base Education and Training Managers annually (generally in the May timeframe) with application for these schools and Air War College and Air Command and Staff College.

Intermediate Development Course (IDC) Course POC: NGB/HRT, Training and Development Division Registration: Through Wing Force Development Superintendent (FSS/FDS) Course Objectives and Overview: The overarching objective of the course is to provide current and future ANG Commanders and other leaders the “tools” they need to become better leaders with enhanced core competencies. The various blocks of instruction use different approaches and provide differing levels of detail as appropriate, but all are designed to be complimentary and 6 Oct 11 yield the desired results. At the conclusion of the course, the students should be much more knowledgeable of leadership principles, understand the requirements of a myriad of ANG programs for which they are expected to provide oversight and guidance, and have a roadmap of SMEs and other resources for specific assistance that may be required by future situations. A final objective is to motivate the students to pursue additional training and other developmental opportunities and challenging assignments throughout their careers, in order to maximize their own potential while continually improving Air National Guard capabilities. A cadre of instructors with a wide range of subject matter expertise from NGB and field units across the country present the various blocks of instruction in a five-day format for classes of approximately 35 students ranging in rank from O-2 to O-6 (with the majority of the students at the O-4/O-5 level) five times per year. Attendance at the course is unit funded. The course was held at the ANG/TEC until 2011 when it was moved to the ANGRC at Joint Base Andrews. Course Outline: The course is administered by a volunteer Course Director (O-6) from the field with an O-6 level Seminar Leader, as well as support staff from the field and NGB/HRT staff. The blocks of instruction and instructor schedules are coordinated by the Course Director. Registration for the

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course is handled through the Base Education and Training Manager at the student’s base, and overseen by HRT staff and the Course Director. The Course Director emails Reporting Instructions and other information to the students in advance, as well as fields calls from students and BETMs throughout the ANG. A welcome package with course schedule, maps of the local area and other instructions are prepared by the support staff and given to students on the first day of class. Throughout the week, the Course Director, Seminar Leader and support staff shuttles and coordinates with instructors, provides support to the students as needed and ensures the class runs smoothly. Students are required to complete critiques for each instruction block, as well as an end of course critique. The support staff compiles and produces an in-depth Course Report which is distributed to the instructors and the NGB/HRT staff. When trends are detected which indicate need for improvement, expansion, abbreviation, or deletion, necessary modifications are made to continually improve the training provided to the students and ensure the course meets the intent of ANG senior leadership.

Commanders Development Course (CDC) Course POC: NGB/HRT, Training and Development Division Registration: Through Wing Force Development Superintendent (FSS/FDS) and CoP Below Course Objectives and Overview: The Air National Guard Commanders Development Course (CDC) is designed to inform and equip officers who are currently leading, or projected to lead, at the Wing, Group, or Headquarters level. The course is conducted “By the Field, For the Field” with presentations from Air National Guard and Air Force leaders. Designed to provide leaders with tools and information to enhance their leadership skills, it synthesizes the experiences of seasoned commanders and leaders throughout the Air National Guard to offer information and perspective for addressing a broad spectrum of challenges and opportunities. CDC is designed for Wing Commanders, Wing Vice Commanders, Group Commanders, Directors of Staff, USP&FOs, HROs, NGB Staff, State Staff, ANG Advisors, senior Army National Guard officers working in Joint assignments, and active component officers serving at ANG Associate Units. Course Outline: The Commanders Development Course is held twice a year, April and July, in Washington, DC. One Course day is conducted at the Pentagon, one at the National Guard Association of the United States (NGAUS) Memorial Building, and the remainder at the Air National Guard Readiness Center (ANGRC) on Joint Base Andrews. The class size is normally 40-45 students, and it is 11 days long (including travel days). It is not only a wonderful opportunity to learn from senior Air Force and Air National Guard leaders, it is also a superb opportunity to exchange information with peers and to form beneficial and enjoyable relationships. The course is unit funded. The course is unit funded. More information is available at https://wwwd.my.af.mil/afknprod/ASPs/CoP/OpenCoP.asp?Filter=OO-ED-AN-65

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APPENDIX F Air Force Approved MSC Board Certification Agencies:

American College of Healthcare Executives The American College of Healthcare Executives (ACHE) is the organization most widely recognized and accepted in both the military and civilian sector. In the profession of healthcare management, membership in ACHE sends an unmistakable signal of your commitment, professionalism, and adherence to the highest standards. This organization consists of three levels: Associate, Diplomat and Fellow (board certification is Diplomat or Fellow). The annual Congress on Administration is the premier ACHE educational event and is held in Chicago IL each spring. Other offerings include: Regional chapters of young healthcare executives, seminars, institutes, and conferences. They have a broad array of publications, several of which are complimentary to members. Meeting with other successful people in your field is a proven avenue to broader vision and new opportunities. As a member of ACHE, you would be making the kind of professional commitment that can make a real difference in your outlook and your future. Contact: American College of Healthcare Executives, 840 N. Lake Shore Dr., Chicago IL 60611. Telephone: (312) 943-0544, and Fax: (312) 943-3791. World Wide Web address: www.ache.org.

American Academy of Medical Administrators The American Academy of Medical Administrators (AAMA) is one professional association of healthcare leaders. Many MSCs and other healthcare leaders enjoy this organization's lower dues, easier advancement, seminars and meetings, and education credits. The AAMA has Fellows, Members and Nominees. Its annual meeting is held each November. An advantage of AAMA is the dual membership in any of the five national colleges, or others as they are developed. The national colleges include: The American College of Managed Care Administrators (ACMCA); the American College of Cardiovascular Administrators (ACCA); the American College of Healthcare Information Administrators (ACMIA); the American College of Oncology Administrators (ACOA); and the American College of Neuromusculoskeletal Administrators (ACNA). Contact: American Academy of Medical Administrators, 30555 Southfield Rd, Ste 150, Southfield MI 48076-7747. Telephone: (313) 540-4310, and Fax: (313) 645-0590. World Wide Web address: www.aameda.org.

American Society for Hospital Engineering The American Society for Hospital Engineering (ASHE) is a society for hospital engineers, facility managers, directors of buildings and grounds, assistant administrators, directors of maintenance, directors of clinical engineering, design and construction professionals, and safety officers. ASHE works to promote better patient care by encouraging and assisting members to develop their knowledge and increase their competence in the field of facilities management. Contact: American Society for Hospital Engineering, One North Franklin, Chicago IL 60606. Telephone: (312) 422-3800. Or c/o American Hospital Association, 840 N. Lake Shore Dr., Chicago IL 6061. Telephone: (312) 280-6180. World Wide Web address: www.ashe.org. Association for Healthcare Resource and Materials Management The Association for Healthcare Resource and Materials Management (AHRMM) is a national association for executives in the healthcare materials and resource management profession and prepares our members to be well qualified in this field World Wide Web address:

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www.ahrmm.org/Ahrmmfront.asp. Healthcare Financial Management Association The Healthcare Financial Management Association (HFMA) is a board certifying organization (board certification is Fellow) for the finance and resource management professional. Those who are employed by hospitals and long-term care facilities, public accounting and consulting firms, insurance companies, government agencies, and other organizations, belong to this association. Contact: Healthcare Financial Management Association, Two Westbrook Corporate Center, Ste 700, Westchester IL 60154. Telephone: (708) 531-9600. World Wide Web address: www.hfma.org.

Healthcare Information and Management Systems Society The Healthcare Information and Management Systems Society (HIMSS) is designed for individuals who are professionally qualified to engage in the analysis, design, and operation of hospital telecommunication, management, and information systems. The organization works to enhance professional approaches to the study and operation of hospital telecommunications, management, and information systems while striving for high quality levels of patient care at the lowest practical costs. Contact: Healthcare Information and Management Systems Society, 840 N. Lake Shore Dr., Chicago IL 60611. Telephone: (312) 280-6147. World Wide Web address: www.himss.org/ASP/index.asp. International Association of Emergency Managers The International Association of Emergency Manager (IAEM) is a non-profit educational organization dedicated to promoting the goals of saving lives and protecting property during emergencies and disasters. World Wide Web address: www.iaem.com/index.html.

Medical Group Management Association The Medical Group Management Association (MGMA) is for persons actively engaged in the business management of medical groups consisting of three or more physicians in medical practice with a centralized laboratory, x-ray, medical records, and business functions. Sponsors educational training programs leading to membership in the ACMGA. Contact: Medical Group Management Association, 104 Inverness Terrace E., Englewood CO 80112-5306. Telephone: (303) 799-1111. World Wide Web address: www.mgma.com.

National or State Council of Architectural Registration Boards Contact your state board for more information. Board certification is for a Registered Architect.

Project Institute Management The Project Institute Management (PIM) is a nonprofit professional association in the area of Project Management. PMI establishes Project Management standards, provides seminars, educational programs and professional certification that more and more organizations desire for their project leaders. World Wide Web address: www.pmi.org.

Other Professional Organizations:

International Certification Commission (ICC) for Clinical Engineering and Biomedical Technology The Commission was founded in 1972 and serves the health care community by certifying clinical engineers, biomedical equipment repair technicians and other specialists. It consists of

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representatives provided by member’s organization the ICC overseas two Boards of Examiners who administer certification programs for engineers and technicians. Certification by the Commission is equivalent of Board certification is for Certified Clinical Engineers. Contact: ICC Certification Program Administrator, 3330 Washington Blvd, Suite 400, Arlington, VA 22201-4598. Telephone: (800) 332-2264. World Wide Web address: www.accenet.org/certification/cecert1.html.

Society of Logistics Engineers The Society of Logistics Engineers (SOLE) is another highly credited organization that leads other organizations in the Logistics career field; for corporate and individual management and technical practitioners and covers every logistics specialty. Sponsors job referral services, conducts specialized education programs, and operates a speakers bureau. Board certification is for Certified Professional Logisticians. Contact: Society of Logistics Engineers, 125 W. Park Loop, Ste 201, Huntsville AL 35806. Telephone: (205) 837-1092. World Wide Web address: www.sole.org. American College of Medical Group Administrators The American College of Medical Group Administrators (ACMGA) is a professional certification organization. Membership is drawn from the Medical Group Management Association. ACMGA encourages medical group practice administrators to improve and maintain their proficiency; provides appropriate recognition; establishes a program with uniform standards of admission, advancement, and certification in order to achieve the highest possible standards in the profession of medical group practice administration; informs the medical profession and the public of the value of trained and experienced men and women in the management of the administrative affairs of all forms of group practice. Contact: American College of Medical Group Administrators, 104 Inverness Terrace E., Englewood CO 80112-5306. Telephone: (303) 799-1111. World Wide Web address: None

American Hospital Association The American Hospital Association (AHA) is dedicated to promoting the welfare of the public through its leadership and assistance to its members in the provision of better health services for all people. The organization carries out research and education projects in such areas as healthcare administration, hospital economics, and community relations and represents hospitals in national legislation. AHA offers programs for institutional effectiveness review; technology assessment; and hospital administrative services to hospitals. Contact: American Hospital Association, 840 N. Lake Shore Dr., Chicago IL 60611. Telephone: (312) 280-6000. World Wide Web address: www.aha.org.

American Managed Care and Review Association The American Managed Care and Review Association (AMCRA) seeks to provide better medical care and to render the most appropriate and economical setting for its delivery. Represents all medical organizations from the managed healthcare industry, which represents over 250,000 practicing physicians. Contact: American Managed Care and Review Association, 1227 25th St NW, No. 610, Washington D.C. 20037. Telephone: (202) 728-0506. World Wide Web address: None

American Management Association The American Management Association (AMA) seeks to broaden members' management knowledge and skills for managers in industry, commerce, government, charitable and non- commercial organizations; university teachers and administrators. The organization offers courses, workshops

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and briefings. Contact: American Management Association, 135 W. 50th St., New York NY 10020. Telephone: (212) 586-8100. World Wide Web address: www.amanet.org/

American Society for Hospital Materials Management The American Society for Hospital Materials Management (ASHMM) is for individuals active in the field of purchasing; inventory and distribution; and materials management as performed in hospitals; related patient care institutions; or government and voluntary health organizations. ASHMM seeks to help members with their job responsibilities and provide access to the latest ideas, methods, developments, information, and techniques in the field of hospital purchasing and materials management. Contact: American Society for Hospital Materials Management, c/o American Hospital Association, 840 N. Lake Shore Dr., Chicago IL 60611. Telephone: (312) 280-6137. World Wide Web address: None

American Society of Military Comptrollers The American Society of Military Comptrollers (ASMC) is an excellent organization for all civilian and military personnel who are now or who have been involved in the overall field of military comptrollership. ASMC is a fully chartered, non-profit professional society as described in IRS regulation 501(c) (3). They offer chapter activities, a quarterly professional journal, and an annual Professional Development Institute (PDI) along with a variety of member services. The PDI is their annual meeting where everyone attends seminars with keynote speakers and various workshops. Many chapters of the ASMC have mini-PDIs for education and training purposes. Contact: American Society of Military Comptrollers, National Headquarters, 225 Reinekers Lane, Ste 250, Alexandria VA 22314- 2875. Telephone: 1-800-462-5637 or (703) 549-0360. OR PO Box 338, Burgess VA 22432- 0338. Telephone: (804) 453-7626. World Wide Web address: www.asmconline.org.

Association for Advancement of Medical Instrumentation The Association for Advancement of Medical Instrumentation (AAMI) is an organization involved in a myriad of different aspects of medical equipment, such as setting standards for the operation, maintenance, and safe use of the equipment; certification of Biomedical Equipment Technicians (BMETs) and Clinical Engineers; and medical device research. The organization is also heavily involved with the FDA to help ensure that new technology not only meets the requirements of the industry but is safe to use for both the provider and patient. Contact: Association for Advancement of Medical Instrumentation, 3330 Washington Blvd, Ste 400, Arlington VA 22201-4598. Telephone: 1-800-332-2264. World Wide Web address: www.aami.org. Association of Military Surgeons of the United States The Association of Military Surgeons of the United States (AMSUS) is the Society of the Federal Health Agencies, and as such contributes to the improvement of all phases of the Federal health services. This organization has a similar membership structure to the other organizations. Their annual meeting emphasizes continuing health education and professional excellence. The advantage to this organization is the diversity of its members. Contact: Association of Military Surgeons of the United States, 9320 Old Georgetown Rd., Bethesda MD 20814. Telephone: (301) 897-8800. World Wide Web address: www.amsus.org.

Health Care Material Managers Society

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The Health Care Material Managers Society (HCMMS) is designed for materials management and purchasing directors in healthcare and hospital fields. Purpose is to advance healthcare materials management. Provides a forum for the exchange of professional and technical information and ideas among members. Contact: Health Care Material Managers Society, 13223 Black Mountain Rd. # 1-432, San Diego CA 92129. Telephone (619) 538-0863. World Wide Web address: None

National Association of Air National Guard Health Technicians The National Association of Air National Guard Health Technicians (NAANGHT) aims to provide more effective medical services in Federal Air National Guard health facilities through interchange of ideas and dissemination of information. It provides liaison with professional groups and educational and government institutions. Contact: National Association of Air National Guard Health Technicians, 6032 Chetwind Dr., Cicero NY 13091. Telephone: (315) 458- 2251.

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APPENDIX G SUGGESTED READINGS

Alessandra, Tony, and Phil Hunsaker, Communicating At Work, Simon & Shuster, New York, 1993.

Ambrose Stephen E., Band of Brothers, Simon & Schuster, New York, 1992

Ambrose, Stephen E., Citizen Soldier, Simon & Schuster, New York, 1997

Ambrose, Stephen E., Comrades, Simon & Schuster, New York, 1999

Ambrose, Stephen E., D-Day, Simon & Schuster, New York, 1994

Ambrose, Stephen E., The Victors-Eisenhower and His Boys-The Men of WWII, Simon & Schuster, New York, 1998

Axelrod, Alan, Patton on Leadership, Prentice Hall Press, Reissue edition, August 28, 2001

Bennett, William J., Our Sacred Honor, Simon & Schuster, 1997

Benton, Jeffrey C., Air Force Officer’s Guide, Stackpole Books, 2002

Berrett, Peter, Stewardship, Choosing Service Over Self Interest, Block-Koehler Publisher, San Francisco, 1993

Blanchard, K., and Johnson, S. The One-Minute Manager, William Morrow, New York, 1982

Block, P., The Empowered Manager: Positive Political Skills at Work, Jossey-Bass, San Francisco, 1987

Bowden, Mark, Black Hawk Down, Atlantic Monthly Press, New York, 1999

Bridges, William, Managing Transitions - Making the Most of Change, Addison-Wesley, Massachusetts, 1991

Brokaw, Tom, The Greatest Generation, Random House, New York, 1999

Chadwick, David, The 12 Leadership Principles of Dean Smith, Total Sports Illustrated, New York, 1999

Conner, Daryl R. Managing At The Speed of Change: How Resilient Managers Succeed and Prosper Where Others Fail, New York: Villard Books, 1993.

Fritton, Robert A., Leadership Quotations from the Military Tradition, Westview Press, Boulder, 1990

Ginn, Richard V. The History of The U.S. Army Medical Service Corps. Washington D.C., 1996.

Goodstein, L.D., Applied Strategic Planning, Pheiffer & Company, San Diego, 1992

Goodstein, L.D., Plan or Die; 10 Keys to Organizational Success, Pheiffer & Company, San Diego, 1993

Jones, Laurie Beth, Jesus CEO: Using Ancient Wisdom for Visionary Leadership, Hyperion (Adult Trd Pap), April 1996 Karnow, Stanley, Vietnam, A History, The Viking Press, New York 1983

Kennett, Lee, GI, The American Soldier in World War II, Charles Scribner’s Sons, New York 1998

Knopf, Alfred A., Thriving on Chaos, Tom Peters, New York, 1987

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Kouzes, J.M., The Leadership Challenges, Jossey-Bass, San Francisco, 1987

La Monica, Elaine L. Discovering Your Communication Styles. Xicom Incorporated, 1995.

Lynch, Robert F., and Thomas J. Werner. Continuous Improvement: Teams & Tools. Milwaukee, Wisconsin: ASQC/Quality Press, 1992.

Millenson, Michael L., Demanding Medical Excellence, University of Chicago Press, Chicago, 1997.

Neuhauser, Duncan. Coming of Age, Health Administration Press, Ann Arbor, Michigan, 1995.

O’Rourke, P.J., Give War a Chance, Atlantic Monthly Press, New York 1992

Pagonis, Lt. General William G., Moving Mountains, Lessons in Leadership and Logistics from the Gulf War, Harvard Business School Press, Boston, 1992

Parker, Glenn M. Parker Team Player Survey. Xicom Incorporated, 1997.

Phibbs, Brendan, The Other Side of Time, A Combat Surgeon in World War II, Little, Brown & Company, Boston 1987

Powell, Colin with Joseph E. Persico, My American Journey, Random House, New York, 1995

Schwarzkoph, General H. Norman, It Doesn’t Take A Hero, Bantam Books, New York, 1992

Senge, Peter M. The Fifth Discipline: The Art & Practice of the Learning Organization, Doubleday, New York 1990.

Slater, Robert, Jack Welch and the G.E. Way, McGraw Hill, New York, 1999

Thompson, Leroy, The All Americans, the 82nd Airborne Division, Sterling Publishing, New York, 1988

Thatcher, Margaret, The Downing Street Years, Harper Collins, New York, 1993

Tichy, Noel W, and Mary Anne Devanna. Control Your Destiny Or Someone Else Will. New York: Doubleday, 1993

Tichy, Noel M., and Mary Anne Devanna, The Transformational Leader. John Wiley & Sons, New York, 1990

Thomas, Kenneth W, and Waler G. Tymon, Jr. Empowerment Inventory. Xicom, 1997

Tripp, Nathaniel, Father, Soldier, Son, Steerforth Press, South Royalton, Vermont, 1996

Ury, William. Getting Past No-Negotiating Your Way From Confrontation to Cooperation. Bantam Books, New York: 1991.

Chief of Staff of the Air Force’s Reading List

Basic List: Sun Tzu, "The Art of War," William Morrow & Co. Phillip Meilinger, "10 Propositions," Air Force History and Museums

James Stokesbury, "A Short History of Air Power," William Morrow & Co. Donald

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Phillips, "Lincoln on Leadership," Warner Books

Tom Wolfe, "The Right Stuff," Bantam Books

James Hudson, "Hostile Skies," Syracuse University Press

DeWitt Copp, "A Few Great Captains," Air Force Historical Foundation

Geoffrey Perret, "Winged Victory," Random House John

Sherwood, "Officers in Flight Suits," NYU Press T.R.

Fehrenbach, "This Kind of War," Brassey's

Jack Broughton, "Thud Ridge," Imagination Transportation, Inc.

Harold Moore and Joseph Galloway, "We Were Soldiers Once and Young," Harper Collins

Richard Reynolds, "Heart of the Storm," Air University Press

Intermediate List: Peter Paret, "Makers of Modern Strategy," Princeton University Press

Tony Mason, "Air Power: A Centennial Appraisal," Brassey's

George C. Kenney, "General Kenney Reports," Air Force History and Museums

Donald Slayton, "Deke!" Forge Books

Lee Kennett, "The First Air War," Smithsonian Institution Press

Thomas Hughes, "Over Lord," Free Press

Frank Futrell, "USAF in Korea," Air Force History and Museums

Mark Clodfelter, "The Limits of Airpower," Free Press Richard Hallion, "Storm Over Iraq," Smithsonian Institution Press

Advanced List: Carl von Clausewitz, "On War," Princeton University Press

I.B. Holley, "Ideas and Weapons," Air Force History and Museums

James Belasco and Ralph Stayer, "Flight of the Buffalo," Warner Books

Walter McDougall, "The Heavens and the Earth," Johns Hopkins University Press

Ray Fredette, "The Sky on Fire," Smithsonian Institution Press

R.J. Overy, "Why the Allies Won," Norton

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Phillip Meilinger, "Hoyt Vandenberg," Indiana University Press

Ulysses Sharp, "Strategy for Defeat," Presidio Press

James Winnefeld and Dana Johnson, "Joint Air Operations," Naval Institute Press

Roger Beaumont, "Joint Military Operations," Greenwood

Michael Gordon and Bernard Trainor, "The Generals' War," Little Brown & Company

John Warden, "The Air Campaign," Brassey's

Professional journal to be read by officers of all grades: Airpower Journal

Web Site for Professional Reading Program for Officers: http://www.af.mil/news/Feb1997/n19970207_970148.html\

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APPENDIX H Glossary

AAS Army Ambulance Service AAMA American Academy of Medical Administrators ACHE American College of Healthcare Executives ACE - American Council on Education AD Active Duty AE Aeromedical Evacuation AELT Aeromedical Evacuation Liaison Teams AES Aeromedical Evacuation Squadron ACC Air Combat Command ACSC Air Command and Staff College AF Air Force AFI Air Force Instruction AFM Air Force Manual AFMOA Air Force Medical Operations Agency AFMS Air Force Medical Service AFRC Air Force Reserve Command AFRICOM Africa Command AFGST Air Force Global Strike Command AFSC Air Force Specialty Code AHRMM Association for Healthcare Resource and Materials Management AMC Air Mobility Command AMSUS Association of the Military Surgeons for the United States ANG Air National Guard ANGI Air National Guard Instruction ANGRC Air National Guard Readiness Center ARC Air Reserve Component ARPC Air Reserve Personnel Center APJME Advance Joint Professional Military Education ASHE American Society for Healthcare Engineering ATP Ancillary Training Programs AWC Air War College BSC Biomedical Sciences Corps BMSC Biomedical Specialist Corps CAT Crisis Action Team CHE Continuing Health Education CMRT Combat Medical Readiness Training CONUS Continental United States COT Commissioned Officer’s Training CRTC Combat Readiness Training Center DC Dental Corps DoD Department of Defense DL Distance Learning EMC Executive Management Committee GSU Geographically Separated Units HQ Headquarters HFMA Healthcare Financial Management Association HIMSS Healthcare Information and Management Systems Society HLS Homeland Security

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HSA Health Services Administration HSM Health Services Management IAEM International Association of Emergency Managers IAW In Accordance With IM Information Management ISS Intermediate Service School IT Information Technology JAWS Joint Advanced Warfighting School JCWS Joint & Combined Warfighting School JPME Joint Professional Military Education LPN Licensed Practical Nurses MAJCOM Major Command MAO Medical Administrative Officer MASF Mobile Aeromedical Staging Facilities MC Medical Corps MDG Medical Group MGMA Medical Group Management Association MSC Medical Service Corps MTF Medical Treatment Facility NGB National Guard Bureau NC Nurse Corps NORTHCOM North America Command OASD-HA Office of the Assistant Secretary of Defense for Health Affairs OCONUS Outside the Continental United States OES Officer Evaluation System OPR Officer Performance Report OPD Officer Professional Development OPLANS Operational Plans PFW Performance Feedback Worksheet PIM Project Institute Management PME Professional Military Education POC Point of Contact PSVP Peacetime Skills Verification Program RSVP Readiness Skills Verification Program RCOT Reserve Commissioned Officer’s Training RN Registered Nurses ROPMA Reserve Officer Personnel Management Act SAS State Air Surgeon SCPS-M Survivable Collective Protection System – Medical SOS Squadron Officer School SSS Staff Summary Sheet STAT Statutory tours TAG The Adjutant General TPFDD Time-Phased Force and Deployment Data UDM Unit Deployment Manager USAF United States Air Force USAFE United States Air Force Europe UTA Unit Training Assembly UTC Unit Type Codes YHCA - Young Health Care Administrator