Headquarters U.S. Air Force
Integrity - Service - Excellence
A View from the Top
Maj Gen Gretchen Dunkelberger
ANG Asst to AF Surgeon General
Brig Gen Chris Knapp
ANG Asst to ACC Command Surgeon
25 July 2015
Today’s Topics
 Human
 High
Performance
Reliability Organizations- “Trusted Care”
 International
 Current
 GOMO
 ANG
Health Specialists
ANG Assistants
Bench Updates
Research and AsMA
 Professional
Recruiting
Integrity - Service - Excellence
2
Air Force Core Missions


Our core missions have not fundamentally changed
since the U.S. Air Force was established in 1947:

Air and space superiority

Intelligence, surveillance, reconnaissance (ISR)

Rapid global mobility

Global strike

Command and control
Through these core missions, the Air Force provides
Global Vigilance, Global Reach, and Global Power
for America
America’s
I n t e g r i t y Air
- S eForce
r v i c e …Since
- E x c e l l e1947
nce
It used to be all about flying and those who
flew…
Integrity - Service - Excellence
4
Remotely Piloted Aircraft and ISR
Networks have joined the fight…
Integrity - Service - Excellence
5
And warfighters in stressed career fields are
still vital!
Integrity - Service - Excellence
6
AFMH Goal

“Air Force Medicine is now focusing on human performance”*

“Our population is the healthiest and highest performing
segment of the U.S. by 2025” focuses on health, not health care

AFMH accomplishes this vision by supporting quality, safety and
reliability through standardized processes tailored to populations
with defined performance outcomes

The AFMH provides five capabilities:
 Manage population health and performance as well as
individual cycles of care
 Mission support
 Service member availability
 Exams and standards
 Public health
*Air Force Surgeon General’s Message to Medical Airmen, April 2015
Integrity - Service - Excellence
7
Enabling Capabilities


Population-focused,
data-driven decision
making
Managing AFMH design

Continuous process
improvement and
reliability growth
Integrity - Service - Excellence
8
Safe Care…Trusted Care
1. DON’T HURT ME
2. HEAL ME
3. BE NICE TO ME
IN THAT ORDER…
We can do this!
Integrity - Service - Excellence
9
High Reliability Organization

High Reliability Organization (HRO) definition
 An organization that succeeds in avoiding preventable harmful events in
an environment where human error is possible and accidents can occur
due to risk factors and complexity

Tenets
 Leadership Commitment
 Long term process….10-15 years
 See small changes as earliest indicators of threats to performance

Culture of Patient Safety
 Need to recognize errors quickly to reduce harm
 Culture of safety “preoccupied with failure”

Robust Process Improvements (RPI)


Measurement and transparency
Systematic approach using PI methods and change management
principles
Integrity - Service - Excellence
10
AFMS HRO Strategy Session
Led to the adoption of the 3 Tenets
and Guiding Principles
Culture
of
Safety
Leadership
Commitment
Continuous
Process
Improvement
AFMS Trusted Care Principles
RESULTS
–
Zero Harm
–
Maximize Value for the Patient and Staff
ENTERPRISE ALIGNMENT
–
Constancy of Purpose
–
Systems Thinking
CONTINUOUS PROCESS IMPROVEMENT
–
Focus on Front Line Operations and the People Who Do the Work
–
Every Airmen, Every Day, A Problem Solver
CULTURAL ENABLERS
–
Respect for People
–
Commitment to Resilience
–
Duty to Speak Up
Integrity - Service - Excellence
11
International Health Specialists and the ANG




Missions evolve
into enduring
relationships with
strategic impact

SPP currently at 74 Partnership-CNGB goal to get to 90
Sept 2015 ANGMS Transformation will include 6 new IHS UTCs
Would like to align with COCOMS
Tentative plan
 Develop implementation plan
 Secure additional training resources
 Move an NGAP Medical Position to SG3/5
 Robust Global Health Engagements and support TSCs
RENTENTION TOOL
National, state and
local; public and
private
Integrity - Service - Excellence
Current Assistants
Position
Officer
Orders End
HAF/SG
ACC/SG
AMC/SG&TransCOM
Dunkelberger
Knapp
Fenwick
27 May 2017
14 Aug 2016
9 May 2018
HAF/SGN
711th HPW/SG
25th AF/SG
Prince
Dodson
McEachen
9 Sept 2017
1 July 2017
11 Dec 2017
Bradley
Emschwiller
15 Feb 2018
15 Feb 2018
AFMOA/CC
HAF/SGD
HAF/SG3/IHS
PACAF/SG
Pending-DANG
TBD
Integrity - Service - Excellence
13
UNCLASSIFIED
GOMO General Officer Selection Past Process
Integrity - Service - Excellence
14
Guard Officer Career Management Bench
Process
Step 3
Step 4
Identified Positions
Step 1
Candidate Eligibility
TAGs Submit
• Any General Officer
• O-6s with COE
• Willing to relocate
• Scorecard rating
Professional Positions -SME Board
ANG
OML
Joint
OML
ARNG
Potential Assignments
OML
•Chairman’s Reserve
•Joint Staff EAD
•Joint Staff M-Day
•Limited Schools
•Others TBD
Pairwise Voting
Executive Leader Advisory Board
Step 2
GO Career
Management Bench
Adjutant General
Panel
Executive Leader
Board
• Reviews and qualifies
candidates
• Establishes Cutline
•Professional Specialties
(steps 3 – 5)
(SG, JA, HC) automatically added to Bench
Integrity -
Mentorship
Phase
Service -
Leader to
Step 5
position match
NG Succession
Plan
This advisory board will include
an AD USA 3-Star and an AD
USAF 3-Star
Excellence
15
Possible Future Metrics
Score Card content and weighting TBD
Integrity - Service - Excellence
16
Comprehensive Review Sheet
RANK/NAME/COE Exp: Col John Smith, 8 July 2016
STATE/TERRITORY: South Carolina
AGE: 54
MSD/MRD: GOL - 14 Jun 2016
TAG/CG Stratification Comp/Joint: 1/10 Air Cols; 5/20 Jt Cols
Joint Qualified: Level 2
Current Status :
EAD/M-Day/Dual Hat
Requested Status: EAD/M-Day/Dual Hat
Current Assignment/Date Assigned:
169th Fighter Wing Commander/1 Feb 2012
Highest level Civ Ed:
Masters Degree/Environmental Science
Command Positions Held/How Long/Highest Rank Held in Position:
1. Fighter Wing/2.5 (Current)/Col
2. Operations Group/2 Years/Col
3. Fighter Squadron/3 years/Lt Col
T
e
c
h
n
i
c
i
a
n
Most Qualified AFSC/Army Branch:
11F3, Fighter Pilot
Highest Level Military Education/Way:
AWC (Correspondence)
Dual Hat
Deployment (Country)/Position/Duty Length/Rank:
1. Afghanistan/Fighter Squadron Commander/4 months/Lt Col
2. Iraq/Fighter Pilot/2 months/Maj
National Level Mil Positions Held/How Long/Highest Rank Held:
1. NGB/A3 Branch Chief/3 Years/Maj
Top 3 Awards Earned/Number of Times:
1. LOM/1 (31 Jan 2012)
2. MSM/3
3. AF Comm/2
Civilian Positions Held/How long/Year Left:
1. Box Transport/5 Years/1998
Civilian Board/Councils Participating In:
1. N/A
Integrity - Service - Excellence
17
Dream Sheet – Position/Course Attendance
3
Integrity - Service - Excellence
18
ANG at the Aerospace Medical Association
(AsMA)

ADAF utilizes AsMA for professional Aerospace Medical education and networking

ANG and USAFR traditionally poorly represented (except during older Readiness
Frontiers)

Great Recruiting/Advertising opportunity

TFI issues concern all AF medics

PROPOSAL:

ANG-moderated panel options


Grand Rounds: discussion of interesting cases handled by ANG/SGP
ANG-specific topics of interest

Deadline for abstracts 31 Oct
 2016 at Harrah’s, Atlantic City: 24-28 April
 Travel up to presenter
Integrity - Service - Excellence
ANG Medical Recruiting

Convoluted, confusing, protracted, ineffective, inefficient
 Lengthy, loss prior to gain
 Tremendous benefit to gain fully trained/experienced asset: time/money saved

Recommendation
 Single POC/Mentor for each applicant/candidate
 Match Corps for mentoring through process; SAS, CC or Asst. for oversight
 Regular contact between recruit, mentor, ANG R/R, Senior Medic
 Vacancy ads/transparency across states/regions
 Coordination with local ADAF MTF, ISR, SAS and MDG/CC to ID projected losses
 List of contacts at AD MDG of current local MDG/CC and SAS for exit
interview/counseling contacts
Integrity - Service - Excellence
Questions