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Inside Story Headline
Newsletter Title Spring 2013
From the Corps Chief Brig Gen Charles E. Potter
U.S. Air ForceU.S. Air ForceU.S. Air Force
Spring 2013
Medical Service CorpsMedical Service CorpsMedical Service Corps
Upcoming Events
2013
10-14 Jun, DT/Senior
MSC Council, San Anto-
nio, TX
3 Jul, HSA Graduation,
San Antonio, TX
15-26 Jul, Lt Col/Maj
Promotion Board
23-26 Sep, DT/Senior
MSC Council, San Anto-
nio, TX
1-4 Oct, MSC Accession
Board, San Antonio, TX
www.facebook.com/AFMSC
Brig Gen Potter serves as the
Assistant Surgeon Gen-
eral, Health Care Opera-
tions, Office of the Surgeon
General, Falls Church, VA.
Newsletter
HQ USAF/SG1A
7700 Arlington Blvd Ste 5157
Falls Church VA 22042
703-681-7163
https://kx.afms.mil/msc
H appy Spring! The
famous Washington
DC Cherry Blossoms
bloomed later than expected
this year after an unusually
cold March. The last time
they bloomed this late was
back in 2005. They finally
reached peak bloom during
the second week of April
and more than one million
people visited the nation's
capital to celebrate their
arrival.
A lot has happened since
our last MSC Newsletter.
The Military Health System
Modernization study is in
full swing and is an ongo-
ing effort to garner all the
Defense Health Program
(DHP) efficiencies we can,
by looking at Shared Ser-
vices once the Defense
Health Agency (DHA)
stands up this fall. Air
Force (AF) Maj Gen Doug
Robb has been nominated
for appointment to the rank
of Lieutenant General and
for assignment as the first
DHA Director. Sequestra-
tion has come out and the
Air Force Medical Service
(AFMS) continues to deal
with those issues alongside
our sister services and of
course, the Line of the AF.
I’m sure you are all witness-
ing the effects of Sequestra-
tion on your bases and within
your organizations. There's
also a 30-day "Airmen Pow-
ered by Innovation" call for
ideas geared towards how we
can cut costs. We are all in
this together and need to
think about our future. The
Chief of Staff, United States
Air Force (CSAF) has a link
on the AF Portal for idea sub-
missions. Airmen, especially
medics, are innovative by na-
ture. The AF is counting on
your ingenuity to come up
with ideas for cutting costs
and doing things more effi-
ciently.
The travel restriction contin-
ues, however some confer-
ences and workshops are still
being approved. A change to
exemptions in the Deputy
Secretary of Defense Guid-
ance, initially issued on 29
September 2012, was recently
approved by the Deputy Sec-
retary and SG1 will be send-
ing those out to the field
soon. The best news was that
our MSC DT in June was ap-
proved!
Before the travel re-
strictions hit, I was able
to go out and meet with
Col Doreen Wilder (60
MDG/SGA), Lt Col Der-
rick McKercher (60
MDSS/CC), and the rest
of the MSCs at the 60th
Medical Group, Travis
AFB. I spent the entire
day with them and toured
the facilities, which in-
cluded the Fisher House
and VA clinic (situated
right next to the hospital).
(The “From the Corps
Chief” article is contin-
ued on the next page.)
efforts. With that in mind, take a
minute to read Maj Emirza Gradiz's
article, "A Patient's Perspective."
I would be remiss if I didn't mention
the MSC Corps Office. Our Corps
Director, Col Pat Dawson, and his
team - Lt Col Michaelle Guerrero
and Maj Joi Dozier, continue to lead
our MSC daily operations very
well! They are spinning lots of
plates and making great things hap-
pen. Their leadership is certainly
appreciated!!
I really do wish I could get out and
see all the wonderful things you all
are doing to enhance patient care
and make our facilities the best
place for our beneficiaries to come
and receive their care. I do realize
that the Western Region is going
through the growing pains of a new
contract. All the issues are being
reviewed here in DC as the reports
keep coming in. Have no fear, we
are aware and are reading about all
of the issues before channeling them
up to TRICARE Management Ac-
tivity/Health Affairs (TMA/HA).
Your voices are being heard. For
those of you who are deployed
around the world, we are thinking of
each and every one of you every
day, so please let us know if there is
anything we can do for you. Until
the next newsletter or visit from me,
please, “Stay Strong, Stay Vigilant,
and Stay Healthy!”
The project officers for my visit,
Capt Maribethy Cash and Lt Billy
Cantu, arranged a wonderful visit.
Due to this budget constrained envi-
ronment, I started looking for local
opportunities to meet with MSCs.
We had a luncheon, hosted at the
Pentagon, that was well-attended by
MSCs within the NCR and another
one with Lt Col Chris Vaughn (779
MDSS/CC) and the MSCs at Joint-
Base Andrews. I also attended Col
Eric Hyde’s promotion ceremony
and recently had the honor to pre-
side over two 0-6 promotions: Col
Eric Huweart, Deputy CIO, and Col
Greg DeWolf – who, by the way, is
heading out this month to be the
Medical Group Commander at Al
Udeid for the next year.
I’ve since traveled down to two
HSA graduations, one all Guard and
Reserve class, 13-B, and just a few
weeks ago, I was able to spend some
time speaking to class 13-C. I really
enjoy being able to listen and speak
to these amazing MSCs who are em-
barking on their careers. The
Schoolhouse will be experiencing
some changeover this summer with
the rotation of the Course Director -
Maj Andy Herman, Logistics In-
structor - Maj Chris Gonzales and
Resource Management Office
(RMO) instructor - Maj Wendy
Moreno. They have done a fantastic
job preparing our accessions for
their first MSC assignment. During
my most recent trip to San Antonio,
I managed to visit with Col Kerry
Dexter and the MSCs at AFMOA.
Maj Carmal Terrell, the project of-
ficer for this visit, arranged a very
nice luncheon with all the MSCs at
the Logistics Warehouse and Lt Col
Ron Merchant is doing a great job
leading the Loggies down there.
During lunch we chatted about what
is happening in DC and I was able to
answer quite a few questions for
them. There are plenty of great articles in
this latest newsletter. The Senior
MSC Spotlight article on Col Jim
Clapsaddle is especially notewor-
thy. Col Paul Martin covers the
question, "What does Specialty
Match mean to me?” Additionally,
our Information Management/
Information Technology (IM/IT)
crowd will appreciate the Infor-
mation Assurance article written by
Lt Col Michael Stone and Maj
Shaundra Knight. There are also
lots of great pictures throughout the
newsletter, so please keep sending
them into the Corps Office.
I dusted off a "Quest for Quality
Quiz" I used as a Major, Squadron
Commander, and Administrator,
back at Moody AFB in the late
1990s, in preparation for our HSI/
JCAHO at the time. The Corps Of-
fice put a more updated twist on
some of the questions - and it just
may inspire you or your personnel
to put more effort into making our
patients feel comfortable and wel-
come when they come in for care.
We are still trying to bring as many
beneficiaries as we can back to the
MTFs through our recapture care
From the Corps Director Col Denise K. Lew
Medical Service Corps MSC Newsletter, Fall 2010
From the Corps Chief (continued) Brig Gen Charles E. Potter
Page 2
Medical Service Corps
MSC Newsletter, Spring 2013
assess all factors in the officer's rec-
ord that bear on promotion, including
job performance, professional quali-
ties, leadership, depth and breadth of
experience, job responsibility, ad-
vanced academic and developmental
education, and specific achievements.
Of these factors, job performance is
the most important. As in previous
SECAF approved promotion board
instructions for MSCs, “board certifi-
cation is considered an important ac-
complishment.” With that, board cer-
tification is not mandated. While
board certification is not mandated, it
is evidence of continuing education
and adherence to professional stand-
ards associated with our administra-
tive specialty. Consequently, the Air
Force Medical Service Corps consid-
ers board certification an important
accomplishment. Corps MLR prod-
ucts were recently reviewed and coor-
dinated with HQ AF/SGJ, HQ AF/
JAA, and recently approved by SE-
CAF General Counsel.
Notably, I’d like to give special
recognition to Maj Joi Dozier, our
MSC Corps Office fellow. She has
performed brilliantly in her fellowship
and will graduate soon. We are very
proud of her in all she has accom-
plished. Fortunately, we were able to
keep her on the Corps office staff (I
am jumping up and down with “Joi”
right now...ha), so expect more great
things from Joi in the weeks and
months to come!!!!
(The “From the Corps Director” arti-
cle is continued on the next page.)
I t is hard to
believe we
have already
entered yet
another busy
spring, and
will soon enter
the summer of
2013, and up-
coming PCS
season. First
of all, I’d like
to congratulate
our MSCs se-
lected for our
annual awards.
Normally, we are able to personally
present our individual annual awards
at the MSC Annual Awards Dinner at
the American College of Healthcare
Executives Congress in Chicago. Un-
fortunately, due to Department of De-
fense fiscal challenges this year, the
awards dinner and our conference
attendance was cancelled. The recipi-
ent of the Commitment to Excellence
Award for 2012 will be announced
within the next couple of months at a
special ceremony. The recipients for
the 2012 Commitment to Service
Award and the Young Healthcare Ad-
ministrator of the Year awards are Col
(sel) Chris Phillips, and Capt Josh
Peter, respectively. Congratulations
to these stellar MSCs, and to the
many annual team winners as well!!!!
No rest for the weary! The upcoming
Corps schedule continues on the fast
track. HQ AF/A1 approved the
AFMS Development Team (DT)
schedule for 2013. Each Corps man-
ages force development through the
DT process. However, due to fiscal
constraints, steady state vectoring will
not be done at upcoming DTs, only
those DT functions involving a board
selection process for command, IDE/
SDE, SGA, AES/DO, and other force
development programs were approved.
The AFMS significantly streamlined
DT processes, reduced the number and
length of DTs, and the number of DT
participants. As a result, HQ AF/A1
approved HQ AF/SG1s plan for two
face-to-face DTs within the MC, DC,
NC and MSC and one for the BSCs.
The MSC DT will meet 10-14 June,
and again from 23-26 September. The
upcoming June DT agenda includes
selecting SQ CC candidates and Health
Professions Education Requirements
Board candidates (for AFIT, EWI and
Fellowship opportunities). In addition,
we will select MSCs to attend in-
residence developmental education
opportunities such as ACSC, AWC,
RAND, or NWC. With that in mind,
please remember it is your responsibil-
ity to ensure the accuracy and currency
of their military personnel record. As
you can see, there are a lot of activities
occurring this summer and year, so
please remember to continually check
our website for the latest updates to the
MSC Calendar of Events at https://
kx.afms.mil/msc.
As you know, board certification for
MSCs competing for Major is masked
(hidden) at promotion boards (as all
CGO efforts should be to focus on
functional experience, not board certi-
fication). This same info is not masked
for folks competing for Lieutenant
Colonel and Colonel. Air Force pro-
motion board instructions are approved
by the Secretary of the Air Force
(SECAF). Generally, these instruc-
tions are nearly eight to ten pages long.
SECAF instructs promotion boards to
apply the whole-person concept and
From the Corps Director Col Denise K. Lew
Medical Service Corps MSC Newsletter, Fall 2010
From the Corps Director Col Patrick L. Dawson
Page 3
Medical Service Corps
MSC Newsletter, Spring 2013
Col Dawson serves as
the Director, Medical
Service Corps, Office
of the Surgeon Gen-
eral, Falls Church, VA.
From the Corps Director Col Denise K. Lew
Medical Service Corps MSC Newsletter, Fall 2010
From the Corps Director (continued)
Col Patrick L. Dawson
Page 4
Medical Service Corps
MSC Newsletter, Spring 2013
Here’s a reminder to everyone regarding the AF’s 101 Critical Days of Summer safety campaign, which will begin soon.
Wingman safety days will occur this month to kick these activities off, so I encourage maximum participation from all
MSCs! Of note, please remember the AF Comprehensive Airman Fitness Model’s four wellness pillars: mental, physi-
cal, social, and spiritual.
Last, but not least, thank you all for what you do! Your leadership and mentorship are so important in our AFMS! Not
all that long ago, I found a leadership article some of you may be interested in. In your free time, Google up, “The Five
Disciplines of Genius-Makers,” posted by Maynard Brusman, or find it at: http://www.hr.com/en/app/blog/2012/10/
genius-or-genius-maker_h8yklhd7.html.
6th Medical Group Re-enacts 1941 Photo 6th Medical Group, MacDill AFB, Florida, 17 April 2013
Page 5
Medical Service Corps MSC Newsletter, Spring 2013
These two-year opportunities include
one year of didactic learning followed
by a one-year residency. While all
MSC officers are eligible, the target
audience is Captains with ~5 years of
total active commissioned service who
do not already have a post-
baccalaureate degree.
Representing a wide variety of the
MSC specialty areas, the EWI and Fel-
lowship programs are unique training
opportunities for MSC officers to par-
ticipate in benchmark programs at the
leading edge of healthcare manage-
ment and policy development. These
programs are designed to prepare an
MSC to assume key leadership posi-
tions in the Air Force Medical Service.
EWI opportunities are focused on in-
ternships with civilian sector
healthcare organizations or federal
healthcare regulating agencies, such as
Johns Hopkins or the Centers for Med-
icare and Medicaid Services (CMS),
respectively. These experiences build
on a strong foundation of MTF experi-
ence, allowing the MSC officer to gain
focused training and expertise in a par-
ticular MSC specialty area. The target
audience for EWIs is senior Captains
and Majors with two MTF assign-
ments.
Similar to EWI opportunities, Fellow-
ships are internships within DoD or-
ganizations, such as OSD, HHS, US-
SOCCOM, A1, A5, A8, etc. As a Fel-
low, an MSC is exposed to various
DoD offices and processes in efforts to
garner insight into the respective or-
ganization’s perspective in order to
bring that expertise back to the AF/SG.
The target audience is Majors and Lt
Cols, to enable members Intermediate
or Senior Developmental Education
(IDE/SDE) in-residence equivalency
credit upon completion.
In June, the MSC Developmental
Team competitively selects officers for
the HPERB opportunities. Interested
applicants should already be preparing
for the call for candidates normally
released in April. As a preview to so-
licitation, interested applicants must
meet the following pre-requisites:
- Demonstrated record of superior
performance as an MSC Of-
ficer
- Appropriate PME completed or
due to be completed within the
first year of the DE program
- Two years time on station
- Fellowship and EWI applicants
must have at least 5 years
commissioned service and
meet rank/experience require-
ments, as required by the re-
spective opportunities
- At least three years of intervening
service since in-residence IDE/
SDE or education assignment
Nomination packages must include:
- Completed/digitally signed
“MSC Education Program Ap-
plication” for the respective
year
- A letter of endorsement from
MTF Senior MSC with a
“Courtesy Copy” (CC:) to the
MAJCOM SGA
- GRE/GMAT scores
- ADP
- PME status/completion as reflect-
ed on member’s SURF
(The “AFPC Corner” further outlines
the timeline of this process on Page 9.)
As with any assignment/professional
development opportunity, you should
communicate with your Squadron
Commander, MDG SGA, MAJCOM
SGA, and Associate Corps Chief to
discuss your areas of interest and via-
ble options. Good luck!
From the Associate Corps Director Lt Col Michaelle Guerrero
W ow, we
have al-
ready begun the
second quarter of
CY2013. Rolling
with the guidance
from the SECDEF
and SECAF, our
request for con-
ference attend-
ance at this year’s
ACHE Congress
was disapproved.
While AETC in-
formed us the
April 2013 Inter-
mediate Execu-
tive Skills (IES)
Course was cancelled, the next sched-
uled IES Course was approved as a
training event (versus “conference”),
tentatively scheduled for September
2013. Those activities aside, we still
have a full agenda for Spring/Summer
of 2013 and our next major milestone
will be the Health Professions Educa-
tion Requirements Board (HPERB).
In this process, the Senior MSC Coun-
cil, comprised of the Corps Chief,
Corps Director, MAJCOM SGAs and
Medical Service Corps Associate Corps
Chiefs, establish MSC DE opportunities
for the following academic year (AY).
These Force Development opportunities
include Advanced Academic Degrees
(AADs), Education with Industry
(EWIs), and Fellowships. So, what’s
the difference?
The Advanced Academic Degree
(AAD) program provides an opportuni-
ty for MSCs to obtain typically a Master
of Healthcare Administration, Master of
Business Administration, Master of In-
formation Systems, or Master of Sci-
ence in Supply Chain management via a
civilian institution, the Army-Baylor
program or the Uniformed Services
University of Healthcare Sciences.
Lt Col Guerrero
serves as the Deputy
Chief, Medical Per-
sonnel Plans and
Integration Division,
Office of the Sur-
geon General, Falls
Church, VA.
Medical Service Corps MSC Newsletter, Spring 2013
From the Editor Maj Joi Dozier, Fellow, MSC Force Structure Management
Page 6
I thought I would take this opportunity to write about a couple of the initiatives we’ve started in the National Capi-
tol Region (NCR), all with the same goal of reaching out to our fellow MSCs. Some of these have been started as
a result of us operating under our new budget constraints, while others have come about as a result of great sugges-
tions made by you. (We are listening!) In addition to these being minimal to no-cost alternatives, these examples
may also be items you can replicate in the field.
In the past, our Corps Chief and Corps Director have been able to get out and visit many of our MTFs. However, due
to overall spending cuts, which have, in turn, led to TDY budget decreases, both Brig Gen Potter and Col Dawson
have been able to meet with our MSCs by other means, such as attending MSC luncheons at bases located in the
NCR. In addition to the traditional MSC NCR Luncheon(s), Brig Gen Potter and Col Dawson attended a Joint Base
Andrews MSC Luncheon to reach out and extend the goodwill and support of the Corps Office. A luncheon with
Joint Base Anacostia-Bolling MSCs is being planned to continue efforts to fellowship with our Corps members living
in the region. While luncheons with the Corps Chief and Corps Director may not be possible in your region, setting
up a luncheon with your area’s senior-ranking MSCs or MAJCOM SGA (or both) will payoff in dividends. This took
place during my two previous assignments — Mentoring Luncheons with the SGA of Wilford Hall in San Antonio,
Texas and with the MAJCOM SGA and senior-ranking MSCs on the island of Oahu at Joint Base Pearl Harbor-
Hickam, Hawaii. To this day, I still remember advice given to me during these forums and am thankful to have been
a part of these conversations.
Another endeavor started at the Defense Health Headquarters (DHHQ) has been the “MSC Speaker Series.” This
series was started after the successful and well-attended 4A/MSC Panel was held at the DHHQ during 4A/MSC Ap-
preciation Week in October 2012. Because there are approximately 80 MSCs assigned to the DHHQ here in Falls
Church, Virginia, this new Speaker Series serves as a way for the Corps Office to provide professional development
opportunities to all of our officers. Our first MSC Speaker Series topic was “Command Opportunities,” where Col
Patrick Dawson, our Corps Director, discussed his experience as the 55th Medical Group Commander at Offutt AFB,
Nebraska. Our second MSC Speaker Series was a panel discussion highlighting “Graduated Squadron Command-
ers.” This was a multidisciplinary panel made up of officers from all of the AFMS Corps (MC, DC, BSC, NC, and
MSC) and offered our MSCs (many of whom are currently being primed for Squadron Command) the chance to hear
firsthand some positive and challenging experiences often encountered during Command. Our next scheduled MSC
Speaker Series will occur in the next few weeks and will feature a panel of “Graduated Squadron Superintendents,” to
impress the importance of the professional relationship between the Superintendent and the Commander, and further
our understanding of the Command structure we all come into contact with one way or another.
While these are just a couple of items we’ve implemented to counter the lack of professional development opportuni-
ties available due to budget cuts, they have proved to be informative, useful and offer us occasions to network with
our co-hort outside of our office settings. Hopefully, these examples will spur you on to think about new, innovative
ways to go about providing career/professional development tools, especially during these fiscally constrained times.
Recent or Upcoming MSC Retirements Thank you for your service · best wishes for a successful future
Maj Kimberly Bogumil
Maj Thomas Lipscomb
Maj Jennifer McCoy
Maj James C. White
Maj Thomas Windley
Maj George Zaldivar
Lt Col Troy McGilvra
Lt Col Kenneth Whitlock
Col Kerry Dexter
If we have missed someone, please let us
know. We are not routinely notified by
the personnel system and rely on infor-
mal channels including retirement letter
requests. To request a retirement letter
from the Corps Chief, please go to
https://kx.afms.mil/msc.
Page 7
Medical Service Corps MSC Newsletter, Spring 2013
MSCs. Finally, they are
responsible for assisting
AFPC with the proper
placement of specialty
matched officers into key
positions and educational
opportunities. In the end,
all these responsibilities
develop a cadre of well-
trained senior MSCs ready
to take their place as the
next Associate Corps
Chief.
Unit and MAJCOM SGAs
serve as the primary guides
and mentors to MSC offic-
ers during their first years
prior to specialty match
and again as MSCs seek to
broaden their skills in SGA
and Squadron Commander
roles. The MAJCOM SGAs, in conjunction with the
Associate Corps Chief(s), are your representatives at the
Development Team meetings throughout your entire
career.
Along the way you have a responsibility to keep your
ADP and record up-to-date so the Development Team
knows exactly where you are in your career develop-
ment. We are very concerned about “lost patrols,” those
MSCs in career broadening positions who may not have
a direct link back to the Corps. The Senior MSC Coun-
cil is looking at ways to ensure that one of us remains in
a Senior Mentor role for you. With that in mind, your
MAJCOM/SGA, Associate Corps Chief, or equivalent
want to hear from you so we can help prep you to take
our place. “Dudes and Dudettes,” we are tired and want
to hand the reigns over to the next generation of
brighter, smarter and more energetic MSCs.
(The “What Does Specialty Match Mean to Me” article is
continued on the next page.)
What Does Specialty Match Mean to Me? Col Paul Martin
A s the last MSC Development Team meeting,
a concern was raised that members of our
Corps were not sure what the value and intent of
specialty match was for them or the Corps. Upon
review, we realized that we have done a poor job
of marketing this program of late.
The Specialty Match program was originally pro-
posed via a White Paper in February 2003. It was
intended to end a long standing argument of rather
an MSC should be a specialist or generalist, by de-
claring that you should be both. In an environment
as complex as healthcare management, the AFMS
needs MSCs with both in-depth technical compe-
tence and broad managerial experience to lead the
proper integration of all administrative and support
functions.
Specialty Match is a formal mentoring program. It
is designed to match the career long growth and
development of our MSCs with the shifting force
structure needs and senior leadership requirements
of our Corps.
MSCs are expected to spend approximately half
their careers developing expertise through educa-
tion, training and experience in one functional spe-
cialty. The other half of their careers are to be
spent broadening managerial and leadership com-
petence in other specialty areas or in career broad-
ening jobs. To facilitate this, they are expected to
rotate through different specialties every 18 to 24
months during their first five to six years. At the
end of that time, they are to apply for specialty
match in the career paths that interest them the
most.
Associate Corps Chiefs have the responsibility for
managing their specialty areas. They do this
through a multitude of roles. First, they have the
responsibility for developing the career pyramids
within their specialty areas. Second, they are part
of the specialty match board picking those MSCs
that show the most promise in their area. Third,
they serve as mentors to the specialty matched
Col Paul Martin is the
Chief, Medical Support Di-
vision, Office of the Com-
mand Surgeon and
MAJCOM SGA for United
States Air Forces in Europe,
Ramstein AB, Germany.
Page 8
Medical Service Corps
MSC Newsletter, Spring 2013
you aspire to be the next Col Dex-
ter, Col Terry, Col Langston, Col
Faust or Col Cecil. Well OK, may-
be not the next Col Cecil - but you
are ready to take his position. Bot-
tom line--rotate career tracks in the
first quarter of your career, special-
ize in the second quarter, broaden in
the third and take over for us in the
fourth. Tell us which track you
want to specialize in and trust us to
give you the right opportunities at
the right time, to prep you for the
top positions in that career track.
In other words, “Right person,
right place, right time.”
What Does Specialty Match Mean to Me? (continued) Col Paul Martin
So what does specialty match
mean to you? It is your declara-
tion that you are ready to move up
in the Medical Service Corps. It’s
your commitment to take the jobs
and educational opportunities the
Corps needs you to take in prepa-
ration for more rank and responsi-
bility. It’s your bold statement that
an introduction to the operational
community and defines the role of
AFSOC Medical Service Corps
planners. The fellow is given
firsthand experience assisting in
planning Emerald Warrior, a cap-
stone exercise with U.S. Special Op-
erations Command and coalition
forces to evaluate the integration of
forces and capabilities.
The AFSOC fellowship provides a
gradient approach to the special op-
erations planning community and the
tools to leverage conventional expe-
rience in areas such as logistics,
medical readiness and resource man-
agement to deliver medical support
in a dynamic environment. The end
result of the fellowship is to be a full
-up special operations force medical
planner, who can "speak SOF" in a
joint environment for deliberate and
contingency planning at the opera-
tional level.
Follow-on assignments from the fel-
lowship normally are to one of the
five medical operational flights with-
in a special operations group. Duties
are similar to those of an admin-
istrator with responsibilities of
WRM UTCs, budgeting Air
Force O&M and SOF Military
Funding Program, and assisting
in ensuring clinical currency of
SOF medics in a line unit.
With an operational mindset and
traditional Medical Service Corps
skills, AFSOC Medical Readi-
ness Fellowship graduates in
their first duty assignment have
deployed to Haiti, Qatar, Iraq and
Afghanistan at various theater,
operational and tactical levels.
If you are interested in learning
more about the AFSOC Medical
Readiness Fellowship, please
contact Maj Lee Nenortas at
COMM: 850-884-7868 or Maj
Gabe DiNofrio at COMM: 850-
884-6252.
NOTE: Maj Gabe DiNofrio cur-
rently serves as the AFSOC Medi-
cal Readiness Fellow in Hurlburt
Field, Florida.
W elcome to Air Force Spe-
cial Operations Command
(AFSOC) -- where references to
"the bearded ones" and "missions
in faraway lands" have real mean-
ings and are complex, yet precise,
instruments of power in the Air
Force arsenal. Here, the tempo is
high, the people are highly-skilled,
the equipment is lean and the envi-
ronment is fluid.
Although this community consists
of several generations of experts in
special operations forces, it's not
exclusive. It's an environment
where a proud heritage meets new
innovations and one generation is
eager to teach and learn from the
next generation to keep the flag
moving forward.
The AFSOC fellowship curricu-
lum consists of courses in special
operations, joint planning, medical
planning and irregular warfare
along with studies in AFSOC doc-
trine and medical capabilities.
The year-long fellowship provides
Air Force Special Operations Command (AFSOC) Medical Readiness Fellowship Maj Gabe DiNofrio
Page 9
Medical Service Corps
MSC Newsletter, Spring 2013
AFPC Corner Maj Silvia Robledo
HPERB Health Professions Education Requirements Board
(HPERB) message is tentatively scheduled to be re-
leased in early May 2013. If you are applying for an
AFIT, please ensure that your GRE/GMAT has been
taken within the last five years.
The PSDM Call for SQ/CC, SGA and AES/DO can-
didates will be released shortly and the timelines for
nomination will be quickly thereafter (April). Ensure
your record is current and you are communicating
your intents with your leadership.
The MSC Developmental Team will be meeting
10-14 June 2013.
Fall Assignment Cycle
Initial VML: 1 Apr 13
Reclama Window: 11 Apr 13
Final VML: 16 Apr 13
Requisitions Due: 22 Apr 13
AMS Visibility Window: 2 -22 May 13
ADPs Due: 22 May 13
AFPC Matches: 23 May - 8 Jul 13
RNLTD Months: October 2013 - January 2014
Projected Timelines for Accession Year 2014
(AY14) Accession Guide Release Date: Early Apr 13
(tentative)
Accession Interviews Due: 30 Aug 13
Complete Package Due Date: 13 Sep 13
Accession Board: 1-4 Oct 13
AFPC MSC TEAM
You can contact your AFPC MSC Team at DSN 665-
4094. The team is composed of:
Lt Col Kathy Pflanz
Maj Silvia Robledo
Capt Stephanie Stemen
Ms. Kathy Brister
TOTAL FORCE SERVICE CENTER (TFSC)
1-800-525-0102
MyPers
Your RNLTD can be requested from MyPers. The re-
quest is routed through your gaining and losing com-
mander(s) for concurrence, then to AFPC for final ap-
proval/change.
The AFPC MSC Team gets a Tour and
Mission Brief in the Warehouse at
AFMOA/SGALW with Lt Col Ronald
Merchant.
(From left to right: Capt Stephanie Stemen,
Lt Col Kathy Pflanz and Maj Silvia Robledo.
Missing from the photo is Ms. Kathy Brister.)
Page 10
Medical Service Corps MSC Newsletter, Spring 2013
business practices are made
through a very slow-moving ac-
quisitions process. From the re-
sourcing/acquisition standpoint, it
is difficult to identify and secure
funding that will sustain IT
through its lifecycle. Procurement
of IT equipment must be managed
within the constraints of the tedi-
ous DoD acquisition process. To
alleviate roadblocks, personnel at
local levels should ensure require-
ments are vetted through appropri-
ate functional communities and in-
turn, routed for corporate approv-
al. Then, and only then, should a
requirement move forward
through the acquisition process.
The AFMS also deals with
OPSEC and PHI considerations
for every medical system or de-
vice on the AF network. The un-
fortunate reality is, most compa-
nies do not, as a matter of practice,
incorporate the level of security
that the DoD and the Federal Gov-
ernment require during develop-
ment. Reengineering often
proves expensive and is met with
resistance from civilian corpora-
tions. Subsequently, we end up
with products that do not survive
the DIACAP or Risk Management
Framework Assessment. DIA-
CAP requirements are met by re-
viewing the DoDI 8500.2 and
DoDI 8510.01, which may be uti-
lized by any vendor to ensure they
are postured appropriately. The
take-home message to PMO’s and
vendors: “Security must be incor-
porated at the beginning stages of
product development, not the end,
in order to be successful within the
DoD.”
With that said, efficiencies in our
certification process have been
identified to ensure the certifica-
tion process is as simple as possi-
ble. The following steps will en-
sure technology is properly vetted
and flows through our system in
the most efficient manner:
1) Ensure all proposed solutions
are properly vetted by the appro-
priate functional community.
2) Properly route requests through
Portfolio Management and the
SGROCC to ensure sustainment is
addressed.
3) Assign a dedicated Program
Manager and Vendor Representa-
tive to each system to expedite
document processing.
4) Be clear, concise and thorough
with all required documents and
artifacts.
5) Be responsive throughout all
phases of the process because we
can’t complete the certification
without your support. If vendors
can mitigate risks in a timely man-
ner, the IA process can be stream-
lined to a total of two – three
months.
Hopefully this has provided some
insight into the world of IA. Our
office can be reached anytime for
questions at:
AFMSA.InformationAssurance@p
entagon.af.mil. Also, please visit
us on the KX at: https://
kx.afms.mil/IA.
AF/SG Information Assurance: The Methods Behind the Madness Lt Col Michael Stone and Maj Shaundra Knight, AF/SG IA Division
T here are several common
goals of a MSC assuming a
role within the Information Assur-
ance (IA) Division, “Change the
IA Process . . . Make It Faster . . .
Make It Easier,” to ease the burden
and allow our MTF’s to quickly
implement the latest and greatest
technology. As an Information
Assurance Fellow, I started my
journey with these very goals in
mind. I wanted nothing more than
to simplify the process for the field
and shorten the timelines for sys-
tem certification approvals. It
wasn’t until I understood the pro-
cess that I truly grasped the meth-
ods behind the madness. Our goal
is to shed some light on Air Force
IA considerations that must be ap-
plied to every system presented for
certification.
On a weekly basis, we receive
many questions from the field with
the most prevalent being, “Why
can’t our medics acquire/deploy a
technology that is commonly uti-
lized in the civilian sector or often
times another DoD Branch.”
There are two main reasons that
the AFMS does not use the same
"latest & greatest" software and
hardware as our civilian colleagues
or our sister Services. They are:
1) resourcing/acquisition practices
of the DoD and AF; and 2) Infor-
mation Assurance requirements
where Operations Security
(OPSEC) and Protected Health In-
formation (PHI) are concerned.
The AFMS is a dynamic enter-
prise, and decisions determining
what tools are used to support
Page 11
Medical Service Corps MSC Newsletter, Spring 2013
H ow has your work - life balance been lately? Do you work 12-14 hour days and leave feeling like
you've crossed nothing off of your “To Do” list? Do you want to make life better for your people?
When you are ready to stop fighting fires and methodically problem-solve, continuous process improvement
tools can help, and AFSO21 provides a great set of tools to build your MSC Portfolio!
So what exactly is AFSO21? Air Force Smart Operations for the 21st Century or “AFSO21,” incorporates
various elements from Lean, Six Sigma, Theory of Constraints, and Business Process Reengineering. It’s
streamlining a medical contracting process to save two weeks of lost time for in-processing. It's a Medical
Evaluation Board Office reducing their number of late cases by 50 percent. It's an Operating Room maximiz-
ing their use of limited resources to reduce patient wait times from upwards of 90 days, down to less than 30
days. Essentially, AFSO21 is a standardized, disciplined approach to eliminate waste and save time for every
Airman. In today’s fiscally-constrained environment, we need AFSO21 now more than ever!
Our MSC Strategic Plan tells us that, as MSC officers, we should embrace a “culture of excellence.” One way
to do so is to “implement the art of continuous process improvement as a core competency (analytical think-
ing, AFSO21, LEAN, Six Sigma, etc.) [throughout our careers, in order] to promote agility and precision
health care” - MSC Strategic Plan, March 2010. This high standard demands that we “use creativity and re-
sourcefulness.” Innovation is one of our guiding principles and continuous process improvement is in our
DNA - a “Corps” Competency. AFSO21 provides us with the tools and methodologies to improve every pro-
cess within our Air Force Medical Service – readiness, clinical, and business. (The Strategic Plan can be
found on the Medical Service Corps Knowledge Exchange Page under “MSC Strategic Plan.”)
So how can you embrace our Corps’ legacy and develop your AFSO21 skill set, on a continuous basis,
throughout your career? You can start by getting (re)trained. I know what you’re thinking – in a week filled
with meetings, an inbox overflowing with emails, and folders stacking up on your desk, you simply don't have
time. But all of us have an obligation to make time so we can learn how to improve our organization’s perfor-
mance. Most Wings offer one-day training courses and may be willing to tailor training to your specific needs.
Reach out to your Wing point of contact and generate AFSO21 events where you work.
Most importantly, we’re giving you a head-start with “tools you can use.” Check out the newly developed
AFSO21 tab on the Medical Service Corps Knowledge Exchange, for briefings, tools, and templates - all ready
for your use!
And please don’t forget to spread the concept of continuous process improvement throughout our 4AX com-
munities and with our partners throughout the MTF and AFMS. Some of the best ideas will come from those
on the front lines of delivering mission-ready medics, a medically-ready force, patient-centered care, and com-
munity health!
NOTE: 1st Lt Brandt Higley is the AFSO21 Lead for the 87th Air Base Wing’s and is assigned to the 87th
Medical Support Squadron, 87th Medical Group, Joint Base McGuire-Dix-Lakehurst, New Jersey.
AFSO21: What’s In Your MSC Portfolio? 1st Lt Brandt Higley
Page 12
Medical Service Corps MSC Newsletter, Spring 2013
C itizen Airmen have more than one way to serve the United States Air Force Reserve (USAFR).
As a member of the USAFR for more than 30 years, I have served as a Traditional Reservist in a
variety of leadership roles. Starting my military career in aeromedical evacuation as an operations of-
ficer, I had the opportunity to deploy oversees twice after 11 September 2001.
The USAFR develops leaders and provides many leadership roles for Reservists. I served in three
command positions, one of which resulted in forming the first Reserve Medical Unit (RMU) to sup-
port the Total Force Integration efforts at Nellis Air Force Base, Nevada. Starting a new RMU was
successful, in part, because of the joint efforts of the Active Duty and the 99th Medical Group at Nel-
lis. I learned firsthand that the Total Force concept really works.
I now serve as an Individual Mobilization Augmentee (IMA). An IMA is an Air Force Ready Reserv-
ist assigned to a position within an Active Duty unit or component, working side-by-side with Active
Duty members. While I still remain a member of the USAFR, I no longer work as a Traditional Re-
servist with monthly drills. IMA assignments offer Citizen Airmen leadership positions in areas that
are not typically available to Traditional Reservists and provide Active Duty with qualified profes-
sionals needed to meet the Air Force Medical Service mission.
MSC’s who separate from Active Duty may be eligible to go directly into the IMA program as a Re-
servist. Becoming a Reservist, allows individuals to continue service with the Air Force as an MSC,
but in a part-time capacity. MSC IMA positions (Major, Lieutenant Colonel, and Colonel) are as-
signed at the level of MAJCOM equivalent and higher.
Working together seamlessly, Citizen Airmen and Active Duty can learn from each other and become
better equipped to provide quality patient care and medical services more effectively. Not only is it a
win-win for the United States Air Force, it is a smart way to run an enterprise. If you would like more
information about the IMA program, please contact me at [email protected] or Colonel
Teri Mueller at [email protected]. I look forward to working with all of you in the Corps!
NOTE: Col Patton serves in the United States Air Force Reserve and is an Individual Mobilization
Augmentee to the Director of the Medical Service Corps, Office of the Air Force Surgeon General.
Serving in Key Roles: From Traditional Rerservist to Individual Mobilization Augmentee (IMA) Col Judith P. Patton
Page 13
Medical Service Corps MSC Newsletter, Spring 2013
personnel from Walter Reed National
Military Medical Center
(WRNMMC), Fort Belvoir Communi-
ty Hospital and the 79th Medical
Wing to support this monumental Na-
tional Special Security Event (NSSE).
JTF CapMed’s support involved one
Medical Tactical Command Post and
eight aid stations which were integrat-
ed with the Department of Health and
Human Services and District of Co-
lumbia Fire and Emergency Medical
Services. They ended up treating 127
patients, and providing medical sup-
port to two ceremonial staging facili-
ties that processed approximately
11,000 Inaugural ceremony partici-
pants. In addition, one aid station team
provided support to the Commander’s
-in-Chief Ball at the Washington Con-
vention Center and one medical team
supported the National Prayer Service
which took place at the National Ca-
thedral.
Finally, I had the opportunity to be
engaged in the planning of conse-
quence management operations by
posturing local and federal govern-
ment agencies to provide rapid emer-
gency response in the event of a mass-
casualty. These team planning efforts
fostered a safe environment for the
Nation to celebrate the 57th Presiden-
tial Inauguration.
NOTE: Maj Andrea Maya serves as
the RMO Flight Commander, 779
MDG, Joint Base Andrews, Maryland.
W hat an honor to be part of the
Joint Task Force - National
Capital Region (JTF-NCR) Command
Surgeon Team during such an histori-
cal event in our country’s lineage.
JTF-NCR is under the auspices of
Joint Force Headquarters National
Capital Region (JFHQ-NCR), and
was charged with coordinating all
Presidential Inauguration military
ceremonial events, to include medical
support. As a joint command, JTF-
NCR includes members from all
branches of the armed forces of the
United States.
As part of the JTF-NCR Presidential
Inaugural Staff, I served as the De-
partment of Defense (DOD) medical
liaison to the Joint Congressional
Committee on Inauguration Ceremo-
nies (JCCIC) and the Presidential In-
augural Committee (PIC). In this
role, I coordinated and processed re-
quests for military medical support at
all inaugural events. I also planned,
synchronized and oversaw the execu-
tion of DOD medical support to DOD
Inaugural participants and DOD bene-
ficiaries, including members of the
executive government. This integra-
tion with our interagency partners
culminated in a full medical unity of
effort.
As the Inauguration Medical Planner,
I was responsible for tasking Joint
Task Force National Capital region
Medical Command’s (JTF CapMed)
deployment of 300+ medical support
Brig Gen Charles Potter
presented Col (sel) Christopher
Phillips with the 2012 Brigadier
General Patricia Lewis Commit-
ment to Service Award at the
March 2013 NCR MSC Luncheon,
held at the Pentagon Dining Room.
This award is sponsored by the
Medical Service Corps Association.
2012 Brigadier General
Patricia Lewis
Commitment to Service
Award Winner:
Col (sel)
Christopher
Phillips
Inbound MSC AES/DOs (2013)Inbound MSC AES/DOs (2013)Inbound MSC AES/DOs (2013)
Lt Col (sel) Timothy Christison, 43 AES, Pope AFB
Lt Col Angela Thompson, 18 AES, Kadena AB
Deployed as the 57th Presidential Inauguration Medical Planner Maj Andrea Maya
Page 14
Medical Service Corps MSC Newsletter, Spring 2013
It has been a year since my admission to the hospital. When it all started, my feelings were of sheer desperation to get the right care,
then I went into panic as I experienced a “continuum of care” which was disconnected. Then, disillusionment hit at the recognition
that, in 16-years of service to the AFMS, I’d barely touched the tip of the iceberg of a very complex system. Throughout my personal
experience, there were several occasions where I realized how far reaching a healthcare administrator’s decision can be. It is this,
specifically, I hope stays with you. In the interest of time, I will share only a few stories of my initial journey—and I do so, with the
greatest desire of improving the patient’s experience, to the extent that your influence allows.
I was under a PCM’s care for months and my condition was worsening. I called the appointment line and went into the abyss. The
recording said the appointment lines were being centralized to improve service to the patient. I left t-cons that went unanswered. I
reached a point where my pain had escalated dramatically, I could hardly walk and I could no longer tolerate solids so I reported into
the ER on a Sunday. The ER took some preliminary tests which all came back showing no concern. Due to the intensity of the pain,
the ER ordered an ultrasound but the Ultrasound department was “too busy” to see me. The reason was because their department had
recently changed the business rules and now scheduled patients on the weekends to take care of their patient backlog – improving pa-
tient care. Given my clear anxiety and yes—I was emotional, the ultrasound tech accepted to see me. I was wheeled into her waiting
area and to my surprise there was a room full of patients, most complaining. The tech was the phone person, the check-in person, the
ultrasound tech, and the only one there besides the doctor. While she cared for me, the doctor called her via speaker phone frustrated
that she had taken an ER patient. The doctor (clearly not aware I was listening) said, “Remember, the ER patients don’t place com-
plaints like the others do.” I was released with pain meds and a “Stat” referral. I was told that a “Stat” meant I would get a quick ap-
pointment with a GI specialist.
I called the appointment line number I was given. “Stat appointments are supposed to be scheduled between providers,” I was told.
Since it was coded “Stat” in the system, it caused a freeze and the clerk could not schedule an appointment. I was asked to contact the
ER provider. The ER provider was not working the next two days and sadly no one else could help. My pain was so incredibly sharp
I couldn’t stand upright anymore. In tears, I called a MSC friend who put me in touch with a Chief Nurse. The Chief Nurse listened
and immediately called the hospital (not sure what she said—but she obviously made her point). She called me back with instructions.
Thereafter, I called GI and the clerk told me the system did not allow her to book my type of appointment, but full of pride, she told
me she had learned of a way to circumvent the system, and thus was able to help me.
When I arrived at GI, the Nurse Practitioner (NP) took one look at me and said, “I know your tests all came back fine, but you don’t
pass the eye test.” His words were the most incredible form of relief. He ordered more tests, made phone calls, and reassured me I
would be taken care of. I later found out, several of his attempts to contact the surgeons went unanswered because the business rules
didn’t allow the nurses to contact the surgeons unless it was an emergency. (Remember, my ER tests were all fine.) The NP called a
retired Air Force Colonel who also happened to be a GI provider, and it was this GI provider who made the phone calls to get the sur-
geons’ attention.
Throughout that morning, I was on a patient bed, wheeled from one department to the other. At some point, a nurse found me in one
of the waiting areas and said she needed her bed back. When told that I was in a lot of pain and it took a great amount of effort on my
part to move, she said, “Sorry, but I have to maintain control over my beds or they get misplaced and we don’t get them back.” I was
too tired to argue, so with a lot of difficulty, I moved into the wheelchair she gave me as an option. In little time, I was admitted. The
surgeons’ assessment was that I was probably hours from an escalated condition which would have put me in an Intensive Care Unit
(ICU). Nonetheless, I was now in the right hands and it was smooth sailing from there—or so I thought.
Little did I know my journey had just begun. What could have been a next day procedure turned into 2 1/2 weeks of inpatient care in
2 hospitals, with 4 procedures, 2 ambulance rides, 5 weeks of having a drainage catheter, and 3 months of convalescent leave. Not to
mention the incredible, incredible physical pain and emotional drain. Through it all, I lived enough—both good and bad— to write a
book. However, the most important lesson was to recognize the hardship placed on the patient because of business rules, front desk
policies, upgrade in appointment lines and things of that nature, which I am sure began as inherently good ideas, but ultimately caused
communication gaps and shortfalls elsewhere when not thoroughly thought out, planned or communicated. It was then, that I really
understood the importance of what we do and the incredible impact we have. I am thankful for the patient’s perspective.
Final comment: I am thankful to those who took this journey with me and to whom I couldn’t be more grateful: my dearest colleague
and true Wingman, Maj (ret) Carla Cleveland; my dearest nurse friend, Col (sel) Rebecca Lehr; and my hero of a husband Carlos
Gradiz. These individuals truly saw me at my worst and held my hand the whole way through (literally)! I am most certain that with-
out their care, attention, and advocacy, I would not be writing this article today.
A Patient’s Perspective Maj Emirza Gradiz
I left the office sick to my stom-
ach. I was hurt and numb. My
civilian supervisor at the time
pulled me aside and shared some
wisdom I will always appreciate.
He said the “butt-chewing” I en-
dured was a great and valuable ex-
perience and that I will be a better
leader because of it. “Never forget
how embarrassed and humiliated
you are right now,” he said. "A
good leader would never cause
others to feel this way. You must
never cause your people to feel
this way. It is one thing for a lead-
er to have dignity, but permitting
those around you to maintain their
dignity is another, and it is the su-
perior of the two."
You can’t be an uplifting leader if
you beat people down. There will
never be a situation in which you
gain dignity by stripping someone
of theirs. You must seek to disci-
pline, instruct and motivate your
people while leaving their dignity
intact; in so doing, you preserve
your own.
2. Being Seen is Important, But
Being Seen Positively is More
Important.
It is not enough that your Airmen
know you; they need to know you
as a good and positive person. Let
me share two real-life incidents
that exemplify this advice.
(The “Senior MSC Spotlight - Col
James Clapsaddle” article is con-
tinued on the next page.)
C olonel
James R.
Clapsaddle en-
tered active duty
in 1990 and will
retire in June,
2013, upon his
redeployment
from command-
ing the 379th
Medical Group
at Al Udeid Air
Base, Southwest
Asia. Col
Clapsaddle’s
resume is unique in that he has
held a variety of positions that are
most decidedly not part of the tra-
ditional MSC career path. For in-
stance, he found himself casting
actors and singers for a NATO-
sponsored musical about the Berlin
Airlift, he advised politicians as a
Defense Fellow on the staff of a
US Senator, served on the Secre-
tary of the Air Force’s Congres-
sional Legislative Liaison Team,
and was the Deputy Team Chief of
the Secretary of Defense’s legal
team orchestrating the repeal of
“Don’t Ask, Don’t Tell.”
I interviewed Col Clapsaddle hop-
ing to glean some leadership les-
sons from his experiences. He was
refreshingly candid in his respons-
es.
Introduction
Maj Dozier called to ask if I would
share some of the leadership les-
sons I’ve learned in my 20-plus
years as an MSC. I retire soon, so
this is my last chance to communi-
cate with my fellow MSCs; thus, I
appreciate this opportunity. There
may be some natural-born leaders,
but I do not think I am one of
them. I have had to work at it.
Nonetheless, I would like to share
three lessons that I try to pass on to
others whenever I have the oppor-
tunity. They are: 1. Maintain dig-
nity; yours and theirs. 2. Let your
people see you often. 3. My job is
to serve others. I explain each be-
low.
1. Maintain Dignity; Yours and
Theirs.
As a leader, you cannot maintain
your own dignity if your actions
strip others of theirs. I learned this
lesson the hard way. When I was a
Captain, I messed up on a produc-
tivity report. My mistake was, ad-
mittedly, idiotic. I think my report
showed our providers were seeing
an average of 140 people a day
(individually, not as a clinic). The
report reached the Wing Com-
mander, who mentioned it to the
Group Commander, who men-
tioned it to my Squadron Com-
mander. The Squadron Command-
er was embarrassed by my mistake
and was furious at me. He stood
me before his desk while he
growled and barked about my in-
eptness. He questioned my intelli-
gence, officership, and even my
loyalty. The session ended with
him throwing my wadded up re-
port at me.
From the Corps Director Col Denise K. Lew
Medical Service Corps MSC Newsletter, Fall 2010
Senior MSC Spotlight – Col James Clapsaddle
Maj Joi Dozier
Page 15
Medical Service Corps
MSC Newsletter, Spring 2013
Colonel James
Clapsaddle is the com-
mander of the 379th
Expeditionary Medi-
cal Group, 379th Air
Expeditionary Wing,
Southwest Asia.
3. My Job Is To Serve Others.
I am an administrator. I tend to
view the medical field through dif-
ferent lenses as would a physician,
nurse, technician, or pharmacist. I
view the medical field through the
eyes of a bureaucrat. That’s good.
I’m proud of it. We need good bu-
reaucrats who know how to work
the system to support those medics
who are providing care.
But sometimes, we MSCs fall into
the trap of determining a person’s
value to the Air Force from our
vantage point as an office-
dwelling, paper-pushing, number-
crunching bureaucrat. That’s bad.
In other words, we might form
mistaken judgments about our pro-
vider staff based upon their ability
to craft timely reports, evaluations,
minutes, and budgets. But, this is
lunacy. Such things are our job,
not theirs. Admittedly, every Air-
man has to learn admin skills to do
their job (it is the same in the civil-
ian sector), but we can all agree
that the more time providers spend
on paperwork, the less time they
have to care for our people. To
keep myself from falling into the
trap of judging providers by their
admin skills, I occasionally watch
them “do their thing” by observing
surgeries, sitting in our lobby for
an hour to watch how our staff
process patients, spending time on
the ward with patients and nurses,
or by observing activity in the
Emergency Room.
(The “Senior MSC Spotlight - Col
James Clapsaddle” article is con-
tinued on the next page.)
My cat Bonkers was sick for 18 of
its 19 years. Sick cats need pills.
It is difficult to shove a pill down a
cat's throat; they fight back.
Thank goodness for the invention
of the Cat Pill Gun (Amazon.com,
$7). The pill gun is a slender tube
you jam into your cat's mouth,
press a button and it shoots the pill
to the back of the cat's throat
where it is swallowed.
Bonkers was sick, but not stupid;
the moment she saw me grab the
pill gun she disappeared under the
bed. Thus, the need for a Cat
Snare (Amazon.com, $57).
One of my Airmen told me that
her cat has no fear of the pill gun;
it actually likes the gun and comes
running whenever he sees it. The
Airman routinely feeds her cat tu-
na treats, catnip, and peanut butter
with the gun. She also left the gun
next to the food bowl so it was al-
ways visible. Her cat associated
the pill gun with positive things.
He ran to it. My cat associated the
pill gun with bad things. He ran
away from it.
Then, my Airman gave me some
mentoring. She said, “Bosses are
to Airmen like pill guns are to cats.
If the only time a boss approaches
you is to deliver something un-
pleasant like criticism or a tasking,
you get anxious when they appear
at your doorstep. You run away.
However, if the boss drops by rou-
tinely to deliver good news, crack
a joke, smile, join a potluck or just
to enjoy a conversation, then you
associate his or her presence with
pleasure, positive feelings, and
trust. You run to them.”
My brother, Dave, would have
agreed with that Airman’s advice.
Dave was a civilian hospital ad-
ministrator who had a knack for
making people flock to him. He
had a variety of tactics that elicited
positive reactions from his staff.
For example, Dave arrived at work
every morning carrying a bag of
small Tootsie Rolls. As he walked
down the hallway on the way to
his office, he would throw every-
one a Tootsie Roll. Without
breaking stride, he would deliver
the candy with hook shots, behind-
the-back tosses, underhand lobs,
etc. He did so with such accuracy
that his staff would simply sit at
their desk, raise a hand, and the
Tootsie Roll would hit its mark.
Dave’s morning arrival created a
sense of excitement and fun; staff
ensured they were at their desks
every morning in time to catch
their Tootsie Roll. Some would
keep a score board of how many
catches in a row they made. One
had a small plastic baseball bat he
used to swat the pitched, flying
candies. Anther would hold up a
bulls-eye target. The point is
Dave’s presence brought joy. My
brother’s Executive Staff actually
looked forward to seeing their boss
arrive at work each morning.
Who among us has achieved that?!
Be out and about. Be seen. And
be joyful.
From the Corps Director Col Denise K. Lew
Medical Service Corps MSC Newsletter, Fall 2010
Senior MSC Spotlight – Col James Clapsaddle (continued)
Maj Joi Dozier
Page 16
Medical Service Corps
MSC Newsletter, Spring 2013
do their job. I don’t want them to
have to do mine.
Final Note: Military people - es-
pecially medics - are held in great
esteem in our country. If you are
in uniform, complete strangers will
walk up to you, shake your hand,
and thank you for what you do.
The truth is, they don’t really
know what you do, they just know
you serve the country. They are
grateful for our sacrifice. But I
don’t feel as though I’ve sacrificed
anything to be in the Air Force.
The Air Force and my Medical
Service Corps has provided me
more than I have given it. I will
always be in its debt.
My time in the Air Force has usu-
ally been fun; it has always been
meaningful. It has not been easy,
but it has been worth it. I’m proud
of this Air Force. I’m proud to
have served it as an MSC.
I was doing just that the other day
(observing an ER event) when I
witnessed a painful scene. A man
died. He was a Third Country Na-
tional who collapsed on the job.
His fellow countrymen did not
render aid; they are not trained to
do so. He lay unattended to for
10-15 minutes before our medics
arrived. I watched for another 40
minutes while these medics tried
to bring him back. The medics
were amazing. They were heroic.
But they were not successful.
When the doctor called the Time
of Death, all movement stopped.
Everything was suddenly quiet.
The medics looked silently at the
patient. They felt grief. I looked
at my medics. I felt grief with
them, but I also felt something else
- an intense and renewed sense of
purpose. My purpose is to do eve-
rything in my power to get these
people the training, the tools, and
the time they need to protect and
save lives. The “time” portion of
this is critical. It’s painful for me
to watch a physician spend an
evening typing up minutes or per-
formance evaluation. Chaining a
doctor to a computer is like har-
nessing a race horse to plow- they
can do it, but it’s not what they are
bred for. We serve the provider
staff best by relieving them of ad-
ministrative burdens that distract
from patient care. Every Airman,
including medical staff, must be
proficient at admin tasks; we’ll
never fully relieve them of such
duties, nor should we. Without
mastering such activities, our fel-
low Airmen would not be able to
advance in rank or learn, become
the SGN, SGH, or be a command-
er. But we should seek to relieve
them from as much as possible.
Bureaucracy is my job. Their job
is to protect and save lives. I can’t
From the Corps Director Col Denise K. Lew
Medical Service Corps MSC Newsletter, Fall 2010
Senior MSC Spotlight – Col James Clapsaddle (continued)
Maj Joi Dozier
Page 17
Medical Service Corps
MSC Newsletter, Spring 2013
Inbound SGAs (2013)
Lt Col William Breedlove, 28 MDG, Ellsworth AFB
Lt CoL Michael Dinkins, 559 MDG, Joint-Base San Antonio-Lackland
Maj Jennifer Garrison, 20 MDG, Shaw AFB
Lt Col (sel) Dolphis Hall, 6 MDG, MacDill AFB
Maj Andrew Herman, 87 MDG, Joint Base McQuire-Dix-Lakehurst
Maj Charles Moniz, 47 MDG, Laughlin AFB
Maj John McFarlane, 61 MDSS, Los Angeles AFB
Lt Col Russell Nail, 421 ABS, RAF Menwith Hill
Maj Laura Patz, 43 MDSS, Pope AFB
Lt Col (sel) Mark Reynolds, 21 MDG, Peterson AFB
Maj James Robertson, 422 ABG, RAF Croughton
Lt Col Amy Russo, 86 MDSS, Landstuhl AB
Page 18
Medical Service Corps MSC Newsletter, Spring 2013
B rig Gen Potter created a “Quest for Quality” Quiz for the 347th Medical Group (Moody AFB) back
when he was a Major, and when the 347th was still a hospital. This quiz is focused on providing
quality customer service in the MTF and has been revised based on some feedback from the field. Though in-
formal, the quiz is intended to promote lively discussion and get the 41AX and 4AX communities thinking
about the importance of always delivering high quality customer service to our patients/customers. Enjoy!
THE QUEST FOR QUALITY QUIZ (Prescriptions for Achieving ________Medical Group/Wing Excellence)
(Insert Number of MDG/MDW)
INTRODUCTION
Discuss these situations during your flight/sectional training sessions. These make for good discussions. For the pur-
pose of this quiz, the words “patient” and “customer” are used interchangeably. (I do not expect answers back.) Scoring
with points is available at the end of the quiz. Finish the quiz first and then score!
How would you respond in the following hypothetical situations?
Choose only one letter/answer per question.
1. In the eyes of many patients, the _____Medical Group/Wing provides highly valued service. This sentiment is often
expressed immediately after service. However, while shopping at the BX, you overhear them make complimentary com-
ments about the quality of the Medical Group/Wing. What would you do?
a) Politely introduce yourself and thank them for their comments
b) Mind your own business
c) Be especially courteous to them in the future
d) Arrange for a special gift as a token of your appreciation for them
2. At the end of a long day, a patient approaches you and complains that he/she has been kept waiting without apparent
reason. In an angry voice, he/she demands an explanation. What would you do?
a) Drop everything else and spend as much time as necessary to appease the patient
b) Politely request more information until he/she has calmed down
c) Apologize for the delay and immediately work to solve the problem
d) Respond indifferently to the patient and offer an excuse
3. During the business day, a patient asks to speak with you and then requests a special service you do not normally pro-
vide. What would you do?
a) Give the patient what he/she wants as long as, in your judgment, it would not be expensive or excessive
b) Agree to the request because you always give the customer what they want
c) Consider whether a precedent exists for such a request and agree to it only after one exists (or if MTF policy allows
it)
d) Deny the request, no matter how small
Quest for Quality Quiz Brig Gen Charles E. Potter/Medical Service Corps Office
Page 19
Medical Service Corps MSC Newsletter, Spring 2013
4. After receiving service from you, a patient makes a face that indicates she is irritated or annoyed. What will you do?
a) Ask politely if anything is wrong
b) Presume something is wrong with the service and ask the patient how you can correct the problem
c) Pretend not to notice or wait for the patient to say something
d) Ask the patient if you can be of help and, if possible, offer her something extra to make amends
5. A patient asks you for personal information about another employee (i.e. – birthdate, address, cell phone number,
etc.). When you resist, the patient reminds you that he/she has been an advocate of military medicine for many years.
What do you do?
a) Tell the customer to get lost
b) Explain to him/her it’s against MTF policy to release that kind of information
c) Give the information freely
d) Weigh the sensitivity of the information sought, the reason for wanting the information, the appropriateness of the
disclosure, and then base your response on your assessment
6. While leaving the clinic one day, you accidentally bump into a patient. The patient, having been almost knocked
down, is speechless. What do you do?
a) Quickly say, “Sorry,” and walk away.
b) Apologize and help the patient regain his/her composure
c) Express regret and show genuine concern for the patient’s well-being
d) Express regret and offer a special service as a way to apologize
7. Your Squadron Commander tells you a very special group of VIPs will be seeking your MTF’s service during the
next month and you should take extra care to satisfy all your customers during this period of time. You interpret this to
mean:
a) You should conceive of ways to pleasantly surprise most of your customers
b) You should be especially friendly and courteous
c) You should stage an elaborate show of attention and provide additional benefits for all customers during this time
d) You shouldn’t make mistakes
8. After being treated at your MTF, a customer calls to ask for more information. The customer, a history buff, begins
his/her inquiry by asking you to explain the recent history of your MTF. You:
a) Place the customer on hold and ask the Flight Commander to tell you what to say
b) Tell him you don’t know the MTF’s recent history
c) Explain what you know and, if necessary, offer to find out more information and promise to call the customer back
d) Ask a senior employee to chat with the customer about the history of the MTF
Quest for Quality Quiz (continued) Brig Gen Charles E. Potter/Medical Service Corps Office
Page 20
Medical Service Corps MSC Newsletter, Spring 2013
9. An expert in customer service visits your MTF several times one month to give your Squadron Commander/Exec
Staff an honest appraisal of service personnel throughout the MTF. She is most likely to describe you and your fellow
employees as:
a) Flexible and professional
b) Impersonal and unknowledgeable
c) Courteous and interested
d) Very generous and eager to please
10. After receiving service from your MTF, a patient returns and says, “I am totally dissatisfied with the service I re-
ceived.” What would you do?
a) Politely ask for more information and then follow MTF policy
b) Explain the MTF wishes to correct any mistakes it may have made and then work with the patient to resolve the prob-
lem
c) Immediately ask to provide an additional appointment to the patient to make friends
d) Regard the patient suspiciously and direct him/her to the Patient Advocate
11. Which metaphor best describes the way you view the _____ Medical Group’s/Wing’s patients? They are:
a) Acquaintances
b) Relatives
c) Strangers
d) Friends
12. Which term best describes how you treat the _____Medical Group’s/Wing’s patients? You treat them as:
a) An interruption
b) A necessity
c) Special people
d) Royalty
Quest for Quality Quiz (continued) Brig Gen Charles E. Potter/Medical Service Corps Office
Page 21
Medical Service Corps MSC Newsletter, Spring 2013
SCORING
To score your quiz, enter the number that corresponds with the letter you selected for each question. Add these numbers to get your
total, then refer to the chart below. This chart indicates the ______Medical Group’s/Wing’s Zone of Service Quality (assuming
your fellow medics or supervisors would answer similarly).
____________ a=3 b=1 c=2 d=4
____________ a=3 b=1 c=2 d=4
____________ a=3 b=1 c=2 d=4
____________ a=3 b=1 c=2 d=4
____________ a=3 b=1 c=2 d=4
____________ a=3 b=1 c=2 d=4
____________ a=3 b=1 c=2 d=4
____________ a=3 b=1 c=2 d=4
____________ a=3 b=1 c=2 d=4
____________ a=3 b=1 c=2 d=4
____________ a=3 b=1 c=2 d=4
____________ a=3 b=1 c=2 d=4
___________________________________________________________________________________
_____________ Your Total Score
Your Numeric Score Your Customer Service Zone of Quality
12-18 Rigid
18-30 Safe
30-42 Progressive
42-48 Indulgent
DISCUSSION
Your answers may put you within more than one zone of service. This isn’t unusual and simply indicates you and/or your section
need(s) a clearer vision of quality service. This, undoubtedly, makes your service inconsistent. Organizations that show inconsisten-
cies are often in transition, and (hopefully) in the process of improving. Regardless of the reason, inconsistency is confusing and
disconcerting to patients. Hope this quiz made you think more about the importance of providing excellent customer service!
Quest for Quality Quiz (continued) Brig Gen Charles E. Potter/Medical Service Corps Office
Page 22
Page 22
Col (sel) Danny L. Blake
Col (sel) Duane M. Bragg
Col (sel) John R. Brooks
Col (sel) Kevin M. Franke
Col (sel) Sean A. Holloway
Col (sel) Ronald L. Johnson
Col (sel) Daniel E. Lee
Col (sel) Michael D. Lovering
Col (sel) Christopher Phillips
Col (sel) Steven P. Van De Walle
Col (sel) Andrea C. Vinyard
Congratulations to Our New
MSC Colonel (Selects)!
“March Madness Mustaches” at AFPC
Page 23
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Inbound MSC Group Commanders (2013) Col Andrew Cole, 87 MDG, Joint Base McGuire-Dix-Lakehurst
Col (sel) Gregory DeWolf, 379 EMDG, Al Udeid AB, Qatar
Col Rachel LeFebvre, 377 MDG, Kirtland AFB
Col Michael Patronis, 47 MDG, Laughlin AFB
Col (sel) Curt Prichard, 20 MDG, Shaw AFB
Col Frederick Weaver, 325 MDG, Tyndall AFB
Inbound MSC Squadron Commanders (2013)
Lt Col Wade Adair, 52 MDSS, Spangdahlem AB
Lt Col Arlene Adams, 319 MDSS, Grand Forks AFB
Lt Col Tracy Allen, 355 MDSS, Davis-Monthan AFB
Lt Col Michael Barry, 412 MDSS, Edwards AFB
Lt Col Jacqueline Bowers, 8 MDSS, Kunsan AB
Lt Col Richard Broyer, 92 MDSS, Fairchild AFB
Lt Col Robert Corby, 366 MDSS, Mountain Home AFB
Lt Col Brenda Corrunker, 22 MDSS, McConnell AFB
Lt Col Lee Erickson, 71 MDSS, Vance AFB
Lt Col Christopher Estridge, Yokota AB
Lt Col William Fecke, 59 MDSS, Joint Base San Antonio-Lackland
Lt Col Tommy Franklin, 45 MDSS, Patrick AFB
Lt Col Kara Gormont, 633 MDSS, Joint Base Langley-Eustis
Lt Col Pagerine Jackson, 7 MDSS, Dyess AFB
Lt Col Matthew Krauchunas, 628 MDSS, Joint Base Charleston
Lt Col Edward Lagrou, 96 MDSS, Eglin AFB
Lt Col Kathleen Mackey, 49 MDSS, Holloman AFB
Lt Col Patrick Martinez, 30 MDSS, Vandenburg AFB
Lt Col Ronald Merchant, 81 MDSS, Keesler AFB
Lt Col Todd Osgood, 2 MDSS, Barksdale AFB
Lt Col Robert Peltzer, 35 MDSS, Misawa AB
Lt Col Kenneth Perry, 509 MDSS, Whiteman AFB
Lt Col Jennifer Riggins, 97 MDSS, Altus AFB
Lt Col Alisha Smith, 377 MDSS, Kirtland AFB
Lt Col Richard Smith, 65 MDSS, Lajes AB
Lt Col Janet Urbanski, 78 MDSS, Robins AFB
Lt Col Jay Veeder, 18 MDSS, Kadena AB
Lt Col Victor Weeden, 23 MDSS, Moody AFB
Page 24
Page 24
Capt Wayne Barnum, AFIT MHA Civilian Institution
Maj Alejandro Breceda, AF/A5R Acquisitions (Rqmts) FS
Maj Merritt Brockman, HQ AMC Readiness Planning/Ops FS
Maj Mark Chojnacki, EWI, Medical Logistics—Health and Human Services
Capt Marsha Doldron-Bryan, PACAF/SGX & 13 AF/SG Med Red FS
Capt Dossy Felts, MHA/MBA Army Baylor Program
Lt Col Michael Foutch, RAND (SDE)
Lt Col Mary Garbowski, EWI, Medical Logistics—LMI
Maj Stella Garcia, ACSC (IDE)
Capt Ryan Gassman, AF Special Operations Readiness FS
Maj Glen Gilson, AFIT Doctorate Program
Maj Christopher Gonzales, HQ AMC/MEFPAK FS
Maj Emirza Gradiz, ACSC (IDE)
Maj David Huinker, IM/IT EWI—MEDSTAR
Capt Kerry Hutchings, AFMSA/SG3SA HPM FS
Maj Jamie Kaauamo, Spec Ops Planner PACOM FS
Maj Nathan Kellett, EWI, Def Spt Civ Auth—HHS
1st Lt Nathaniel Krouse, IM/IT Masters Information Systems
Maj Jennifer LaVergne, AFMOA HPM FS
Lt Col Zoya Lee-Zerkel, Cost Assess & Prog Eval (CAPE) FS
Capt Tara Lovell, HQ USAF Med/LAF Plng/Prg FS
Capt Megan Malcom, IM/IT Masters Information Systems
Lt Col William Malloy, AWC (SDE)
Maj Renee McClennon, EWI, Medical Logistics—FEDEX
Capt Ryan McCrae, HQ ACC Readiness Planning (S) FS
Capt Jared Oldham, EWI, GPM Johns Hopkins
1st Lt Fredric Orcutt, MHA/MBA Army-Baylor Program
Maj Robert Orlando, ACC/MEFPAK IM/IT FS
Capt Phillip Pope, Force Management/Staffing FS
Maj Javier Rodriguez, HQ ACC NAF Med Planner (N) FS
1st Lt Sean Rotbart, MHA/MBA Army-Baylor Program
1st Lt Zachary Rumery, MHA-USUHS
Maj Robert Russin, SAF/FMB Financial Management FS
Maj Jeffrey Schuler, Joint Surgeon (J-4), Readiness Plans FS
1st Lt Samuel Sells, MHA-USUHS
Capt Randall Shiflett, EWI, IM/IT—IBM
Maj Heidi Simpson, IM/IT—USAMITC FS
Capt Blake Smith, AFIT MS Logistics/Supply Chain Mgt
Lt Col Vito Smyth, AWC (SDE)
Capt Christy Snow, MSC Utilization& Education FS
Maj Raynold Vincent, ACSC
Maj Daniel Zablotsky, EWI, GPM-Lehigh Valley Health Net
Page 25
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Capt Joshua Peter
ACC – Capt Stephanie Ceron
AETC – Capt Joshua Peter
AFDW – Capt Tyler Grunewald
AFGSC – Capt Wendy Benavides
AFMC – 1st Lt Mandy Bradesca
AFRC – Capt George Mokriakow
AFSOC – Capt Greg Kirkwood
AFSPC – Capt Jeremiah Jacobs
AMC – 1st Lt Brooks Crane
ANG – Capt E. Denise Osborne
At-Large – Capt Rory Peterson
PACAF – Maj Jocelyn Whalen
USAFA – Capt Joshua Miller
USAFE – 1st Lt Nathaniel Krouse
Congratulations to the
2012 Young Health Care Administrator of the Year!
2012 Young Health Care Administrator (MAJCOM Winners)
Page 26
Brig Gen (ret) Peter Bellisario, 13th Medical Service Corps Chief, was hosted by a group
of current and former MSCs at the 96 MDG. Brig Gen (ret) Bellisario shared insights
from his highly successful career and offered his perspective on strategies for challenges
faced by today’s Air Force Healthcare Administrators.
Pictured from left to right are: Col (ret) Robb Rennie, Capt Joe Sanchez, Lt Col (sel)
Don Kotulan, Col (sel) Curt Prichard, Maj Sean Marshall, Brig Gen (ret) Bellisario,
Capt Chris Hollis, Lt Col Keith Higley, Lt Col (ret) Randy Howell, 2d Lt Scott Suter,
Capt Tommy Shadd, Capt Wendy Franke, and Lt Col (sel) Tracie Swingle.
13th Medical Service Corps Chief Visits the 96 MDG 96th Medical Group, Eglin AFB, Florida, 21 February 2013
Page 30
19th Medical Service Corps Chief
JB Andrews MSC Mentoring Luncheon
February 2013
JB Andrews MSC Mentoring Luncheon
February 2013
Page 30
Page 31
19th Medical Service Corps Chief
JB Andrews MSC Mentoring Luncheon
February 2013
National Capital Region (NCR)
MSC Luncheon
March 2013
March 2013
National Capital
Region (NCR)
MSC Luncheon
Page 31
Wondering what to buy for the next promotion or farewell gift? Look no more!
Promote our MSC proud heritage https://kx.afms.mil/msc
(look for the ‘msc merchandise order’ link under the navigation column)
“A Decade of Traditions” 2001 MSC/4A0/4A1/4A2 Coin…$8
Now $5 (Limited Availability)
“Legacy Coin”…$8 “Airmen's Creed Coin”…$8
On sale Land’s End Polo Shirts…$30
Now only $25 Men’s Dark Blue: XXL
Lady’s Light Blue: S, M, L Page 32