USAF MSC Association (MSCA)

Membership … Services … Culture! (404) 500-6772 www.MSCassociation.org Page: 1

FROM THE CHAIRMAN

To all MSC Association Members … Happy Holiday Season

and Happy New Year! I want to thank you for your confidence

in supporting me in this role. I am truly humbled in being trusted

to “carry the ball” further down the field. Your MSCA

leadership team is ready and able to continue to serve you and

the Medical Service Corps (MSC) the next two years! I want to

thank the MSCA Team and Reuinion Committee. The highlight

of the Reunion was listening to Brig Gen Wagner speak of our

culture, history, and legacy and how we must continue to support

each other. Finally, Col Douglas “DrQD” Anderson for his

leadership, tenacity and service the last two years. The Association is better for his leadership.

Thank you QD!!

My message is one of service and passion for a higher calling. The message struck me as

I was in my office at UT Dallas grading papers about the US Health Care System. The

observations, optimism and ideals of these young energetic minds prompted me to reflect on

how many of us lost the “fire” that guided us over the years--passion for a higher calling. Did

we get tired? Give up? Think we just cannot change it? I ask you to think about what changed

for you … or maybe it didn’t? Maybe you need a new passion to light that “fire.”

We hear about changes in healthcare, military healthcare, veteran’s healthcare and just about

everywhere else inlcuding this Newsletter. The intensity of change is creating anxiety,

confusion and disengagement at all levels. I have witnessed this first hand as I taught

undergraduate pre-med students about how “sick” our US Health Care System is. I learned

the system is more complex and messier than I thought! What I really learned came directly

from the students. They taught me a few lessons:

I left the semester optimistic about the future generation of providers and leaders. I left

with a new “fire” --passion for a higher calling. The Reunion also kindled the spirit to serve

and help others succeed--celebrating 70 Years of Excellence and Innovation is in our

DNA! We have an opportunity to serve the MSC and each other. We have generations of

service, experience and heart that must be shared for collective learning and motivation or

it will be lost. That’s why we started the webinars and amped up the history project. As we

move into next year, think about how you can serve the MSCA. We need to bring value by

volunteering to help serve and support others and develop the next generation of MSC

leadership. We must learn from each other and serve each other. Thank you again for your

service! You can expect me to hear from you in the New Year about continued service to your

Corps and health care. Happy Holiday Season and Happy New Year! ~Don

USAF MSC Association (MSCA) December 2019 NEWSLETTER

Happy Holidays Season and Happy New Year!

MSCA Team Col Don “Bulldog” Taylor, Chairman Brig Gen Chuck Potter, Vice-Chairman Col Leslie Ness, Treasurer Lt Col Joe Haggerty, Secretary Col Doug “DrQD” Anderson, Director/Newsletter Lt Col Ty Obenoskey, Director/By Laws Col Steve Pribyl, Director/Education Lt Col Joe Burger Director/Member Support Capt John Haas Director/Awards Lt Col Bryan Schneider, Director/Total Force Col Greg Cullison, ADAF Liaison Col Brian “B-TAG” Acker Project Connect Col Jim Moreland, Webmaster/Reunion Capt Wm. M. Copeland, Gen Counsel

Capt Ken Bonner, Member Services Col Tal Vivian Historian Lt Col Dan Sherred, Chaplain Col Linda Eaton Survivor Support Charlie Brown Honor Roll Emirza Gradiz, Sponsorships

Past Chairmen Col Doug Anderson Col Denise Lew Col Randy Borg Col Joe Vocks Col Jim Moreland Lt Col Arthur Small Col Frank Rohrbough Col Steve Mirick Col John F. Riley Col Lewis D. Sanders Col Ben P. Daughtry Col Edward S. Nugent BGen Don Wagner Col William M. Johnson

1. Every problem has a solution, you just have to care enough to find it.

2. We are in this together … nobody is alone in solving health care.

3. Political division can be solved in the next generation; their diversity is powerful.

4. They are seeking something to care about .. and it is not making money.

5. Always, always, always serve something greater than yourself.

http://www.mscassociation.org/


VICE CHAIRMAN MESSAGE

The New Year, 2020 is upon us, but 2019 was a banner

year for the MSC Association – the MSC Reunion in San

Antonio, Texas was a big success thanks to a lot of people

led by Doug Anderson, reunion expert Jim Moreland and

all the committee members. They organized us into a

lean, mean, reunion planning team. We also need to

provide a big shout out for our sponsors. The Reunion

could not have happened without their generosity and

gratitude. I thoroughly enjoyed doing the Trusted Care

“STAR” dance with General Pietrykowski and the former

MSC Corps Chiefs.

It was great seeing a lot of old friends and catching up on what they have been up to and what is happening

in the Military Health System (MSC) and the MSCorps. My job for the next three years is to give all the support

to our Chairman, Don Taylor I can – but to tell you the truth, those who know him, just give him a task and like

the Energizer Bunny, just watch him go. He does not have flashlight batteries – he has Tesla type batteries, really

high powered but don’t run out after 300 miles, he just keeps going. He has already had his first meeting with

the new leadership of the Association, so he is picking up right where Doug left off, and Doug pushed the ball

way down the field. I am excited to be a part of this team and look forward to serving each of you the best way I

can.

Can’t wait for 2021 in Orlando and the next Frank Cumberland show. Have a happy holiday season!

“God bless us one and all”

CHARLES E. POTTER, MA, FACHE

BGen, USAF, Retired

Assistant VP for University Programs, Southern Region

Uniformed Services University of the Health Sciences

Email: [email protected]

Office Phone: (210) 299-8504

Cell Phone: (703) 615-0589

"This is not the end, it is not even the beginning of the end. But it is, perhaps, the end of the beginning” ~Winston Churchill

2021


mailto:[email protected]


ATTENTION DUES PAYING MEMBERS!

2020 DUES PAYMENT OPTIONS AND

2021 DUES INCREASES Send Inquiries to [email protected]

Decision: During the 2019 Reunion business meeting, the Board of Directors (BOD) and members approved

2020 ANNUAL DUES PAYMENT OPTIONS AND 2021 DUES INCREASE. While the 2021 annual dues

increase amount has not been determined, the approved 2020 PAYMENT OPTIONS are provided below:

Category 2 Year 5 Year 7 Year Active duty in the grades of

05-07 and retired members $40 $100 $140

Active duty, drilling

guardsmen and reservists in

the grades of 01 – 04

$30 $75 $105

Rationale: Several factors drove the decisions:

1. Many members suggested the payment options as an improvement over the annual process for a small

amount; similar to what other Associations offer members.

2. Provides annual dues paying members a transition period.

3. Provides members a savings who take advantage of the offer as

the 2020 pending annual dues amount increases.

4. Aligns with the 2-year complmentatry membership for HSA

Students (previously BOD approved).

5. Reduces the administrative process burden to process small

amounts of dues payments.

6. While not decided, annual dues could be increased anywhere from

10-15%. This is required to offset increased overheard costs. It

will represent the first dues payment cost increase since the 1990s.

7. Life time membership is still available but are subject to change

with the anticiapated 2021 annual dues increases.

Other:

1. New members will automatically receive electronic versions of the newsletter.

2. Member promotees and retirees in the grade of 04—06 may receive a 1-year complementary membership

but must notify the membership team within 90 days of the effective date.

3. Non-member promotees and retirees in the grade of 04—06 may receive a two-year memebrship for the

price of an annual membership but must notify the membership team within 90 days of the effective date.

Send Inquiries to [email protected]

Life Time Memberships Are

Always Available




2019 MSC BIENNIAL REUNION - THANKS!

COL (RET) JIM MORELAND

As the Chairman of the Reunion Planning Committee, I would like to

thank all of you who have called, written or just talked to me about

how enjoyable our 2019 reunion was. I send those thanks on behalf

of all who helped make this reunion a great one! At the risk of

forgetting someone, let me point out a few of them. Beginning with

the Reunion Committee members, who did all kinds of things both out

front and behind the scenes; John Haas, Joe Vocks, and Randy

Ashmore. I cannot say enough about all the big things and literally

hundreds of little things those three saw through completion. Joe

Vocks did all the heavy lifting (and ordering) of the goodies in the

MSCA bags and John Haas designed and ordered the beautiful

"square" coins as well as handling all the last-minute details and on-

site sales of past year trinkets. Registration would not have gone so

smoothly without Ken Bonner who consolidated and printed all the

name tags, meal choices, tour tickets and collected all the money.

Steve Meigs who ran the registration desk, got the bags loaded up and

distributed, and put together a great registration team including Al

and AnnMarie Pease, Don Taylor, Pat and Mary Ann Behan, Ted

Rogers, and John Haas.

Major Gary Billingsley, HSA Course Director, hosted and briefed our members who visited the school house

at the Medical Education & Training Campus (METC) on Ft Sam Houston.

Lt Col Jocelyn Whelan, Commander, 59th Logistics Readiness Squadron, Wilford Hall ASC provided

transportation for the HSA tour by recruiting half-a-dozen active duty MSCs who volunteered their POVs to haul

us to and from the hotel. She also provided our flags, conducted the POW-MIA ceremony, and recruited the “all-

medic” Honor Guard. Al and AnnMarie Pease, Dennis and Linda Downing and my wife Allison kept our

wonderful Hospitality Suite stocked and running and Allison again, for her beautiful Memorial Service solo.

Dan Sherred for his duties as our Chaplain. Gen Wagner for his inspiring comments both Saturday night and

Sunday morning. The Holiday Inn Riverwalk Staff for the wonderful job they did from room reservations, to

check-in, our meeting room set-ups, and especially the catering crew. Don Palen (Big "D") for DJing the

Saturday night banquet.

Frank Cumberland for another awesome gig as our Master of Ceremonies and Joan Bellisario for being our

"official" photographer (soon to be on the website). Special thanks to our sponsors for their generous donations.

And finally, to our Chairman, Doug Anderson who set the overall tone and provided the guiding hand as well as

the entire program and line-up of speakers.

Apologies up-front if I missed anybody, and I know I probably did. As you can see, it takes a great team to put

one of these together, and we certainly had a great team for our 2019 reunion! It was a pleasure working with

everybody and I am eternally grateful to you all.

On behalf of Steve Meigs, thanks to all those who donated to the Brigadier General Don Wagner Scholarship

Fund. In addition to the $5,000 contribution from the Association, an additional $2,500 was added to the Fund

by individual donations and the silent auctions conducted during the reunion.



THE MSC ASSOCIATION COULD SAVE YOUR LIFE

FRANK CUMBERLAND, COL (RET), USAF, MSC, FACHE

We begin with a quiz: What two things are guaranteed to be mentioned at your

funeral?

Answer: Your family and your military service.

Next Question: What organization holds the most professional connections in

your life?

Answer: The United States Air Force.

And finally: What is emerging, in the science of aging, as the most important

determinant of health and longevity?

Answer: A person’s degree of connection with other people, including family,

friends, neighbors, colleagues and former colleagues.

I admit, at this critical point in this (landmark) article, my title may be a little exaggerated.

It’s not like General Bellisario is going to come to your house and give you CPR. But at

the same time, the questions and answers above point to a very important fact: If you are

a retired member of the Air Force Medical Service Corps, you built many close

relationships during your career, and it would be a very good thing for you to renew these

friendships. I read an article entitled, “Social relationships and physiological

determinants of longevity across the human life span” in the Proceedings of the National

Academy of Sciences, 2016. Here’s an excerpt:

“A defining characteristic of human society is that individual lives are intertwined through social relationships.

Full social participation is such a fundamental human need that research since the 1900s has found the lack of

social connections increases the odds of death by at least 50%. When multidimensional assessments of social

relationships were considered, the odds of mortality increased by 91% among the socially isolated.”

Quite clearly, there is significant value in staying in touch with people over the years. In the fall of 2015, I attended

my first MSC Association reunion. It was a blast. I also attended the Seattle (2017) and San Antonio (2019)

reunions. At these meetings I felt:

1. A deep sense of pride having served in the USAF, the Medical Service, and the Medical Service Corps.

2. A real happiness in reconnecting with people I’d worked with over the years.

3. A lot of laughs at stories that began, “Do you remember the time…?”

I believe we are all familiar with the Presidential Certificate of

Appreciation, signed via autopen, which is presented at military

retirement ceremonies. Following is an excerpt from the language

President George Bush (41) used on his certificate:

“I trust that in the coming years you will maintain an active interest

in the Armed Forces and the purposes for which you served.”

In this regard, a great feature of the MSC Association is learning

about what the current generation of MSCs is doing. They’re all

over the place--from the White House to serving in specified

commands that didn’t even exist when I was on active duty. Being



a member of the Association, reading the newsletter, and

attending the reunion, connects me with today’s MSCs as well.

Of course it makes me proud of them, but it also makes me feel

that a few of the things that I did--maybe--helped build a

foundation for the tremendous work they are doing. That gives

me a real sense of accomplishment, and a pride in being part of

history. So it’s true: all this connection stuff is good for you!

If you’re a current MSCA member, I hope you will reach out and

recruit a few former colleagues to join the Association. I also

hope you’ll make plans to attend our reunion in Orlando in

2021. I can guarantee when you leave that reunion, you will feel

more gratitude--that you had the privilege of serving your

country--than you’ve had in years. And it just might save your

life. [email protected]

During the 2019 USAF MSC Reunion, attendees enjoyed a walk down me memory lane ….. “Reliving

my “childhood”. On Thursday, Oct 3, we were treated to a tour of the new Medical Service Corps Officer

(called the Health Services Administration Course) schoolhouse in San Antonio, TX. The schoolhouse used

to be at Sheppard AFB in Wichita Falls, TX. I was a student at the school for 11 weeks in 1988-1989 before

heading to my first assignment at Homestead AFB. I returned to teach at the school from 1995 to 1998,

becoming the first female course supervisor. These pictures were on display at the school during the tour,

along with the class photo album.” ~Col (Ret) Lyndsay Campen Hastings.

Send MSCA Newsletter articles “Objective (not fake) news”, MSC Stories, and historical info so our

investigative journalists ([email protected]) and historians

([email protected]) can deliver them to the masses! Send pictures too!






AF MSC 70TH ANNIVERSARY, 3-6 OCTOBER 2019, SAN ANTONIO

BRIGIDIER GENERAL (RET) DONALD WAGNER

Introduction

I was handed this note a few moments ago - -

“should we let everyone enjoy themselves a

while longer --- or are you ready to speak

now”?? Our 70 anniversary !!!!!!!!!!! What a

joyous celebration!! This is indeed a night for

rebluing and rebonding, for breaking bread

together, for retelling old stories, (some of

which might even be true) for recalling our

own personally contrived history of time,

experiences on the job, and sojourns with

friends.

It is a time for reveling in memories, for

toasting achievements, for the exhilaration of friendships made still stronger by age like scotch, for bosses that

were standouts, and for those who were forgetable, for all the experiences from which we learned (some to

emulate and some to avoid), for recalling events that bonded, and perhaps some that disappointed.

How fortunate we are to be able to join here in person tonight as we recall many who would like to be present,

for all that it does mean to any one of us it does not include listening to speeches!!!!!!!!! At the same time, I was

invited to say a few words at this celebratory dinner. Invited, likely, because of my age, but then John Klotsko

and Frank Perri are both older than I am. For for the record as a matter of fact, I want to thank them publically.

I well recall how very kind both of them were to me when I was a boy!!

So, I will be very brief in my remarks. There are just a few pertinent events I believe are worth relating on

occasion of our 70th celebration. The most recent issue of our newsletter was masterful in recalling historical and

personal stories and it was exquisitely timed for release on the eve of our anniversary.

Speaking of historical publications. Let’s give a hearty thanks to Jimmie Sanders who years ago took on the

task of initiating and publishing our history. And to Jim Moreland, Doug Anderson, and Tal Vivian for their

energized commitment to leading the team of contributors toward the goal of recapturing still more of those stories

from our membership. I ask all to stand. Battle-line and follow-on medicine has always been crucial to the support

of the armed forces. Enlisted medics, physicians, nurses, dentists, pharmacists, rehabilitators, nutritionists joined

by other equally essential health-care disciplines constituted the indispensable healthcare support team. Separate

corps existed for physicians, surgeons, dentists, veterinarians, and nurses--each having clearly designated roles to

play.

Regarding veterinarians. We had a Veterinary Vorps in those early days. Their initial role had the added task

of food inspection and public health activitiy. I recall reading hospital activity reports which related to our Vet’s

work at the commissary involving shelf-life and “swellers and leakers” of canned goods and local meat inspecton

activities at the commissary involved them in a major way. Our Air Force Medical Service was patterened after

the organizational design of the army medical department. We wore army uniforms and were guided by army

policies and procedues. Over time, our own Air Force Regulatons were published and I recall the pride when we

changed from wearing khaki to air force blue uniforms.

I entered the Air Force Medical Service in August of 1952, three years after its creation. It has been a great

privilege to be closely associated with the Corps for 67 of its 70 year history, 30 of them in uniform and the rest



as a bench-player and cheerleader from the sidelines of the civilian healthcare sector. But, I did not get into our

corps in the usual way. An additional entity, no longer now known, did exist in 1952: The Women’s Medical

Specialist Corps (WMSC) which was part of the federally legislated structure of the Air Force Medical Service.

The Korean Conflict began Jun 1950 as I was entering the physical therapy program at Columbia University in

New York City. A mandatory selective service draft was in effect for all qualified men to go on active duty.

Trauma casualties were high in Korea as was pulmonary disease. Demand for physical therapy rehabilitattion far

exceeded the ability to recruit an adequate number of female therapists into the The Women’s Medical Specialist

Corps (WMSC), so, Congress passed special egislaton to provide relief to the staffing deficit. Congress

authorized commissoning for ten men to enter the The Women’s Medical Specialist Corps (WMSC)!! I was

one of the ten!!!!

We were activated for a three year period. I attended the Medical Service Basic Orientation Course at Gunter

AFB, Montgomery Alabama but did not go on to the MSC Health Service course. Instead I was assigned to the

Maxwell hospital for orientation to physical therapy in the Air Force. The Korean armistice was signed a year

later in July 1953. Shortly thereafter the patient rehabilitation workload diminished and all ten of us received

letters from the AF Surgeon General offering opportunity to leave active duty at the two year point or change

career fields, but, advising us that we could not remain on active duty in the career field of physical therapy !!!

Today, that is called “gender discrimination”!!!

I was assigned at Randolph AFB

at the time as the only trained

therapist along with two enlisted

assistants. Randolph was

operating 125 beds and had the

mission for thoracic surgery, a

mission placed at Randolph from

Wilford Hall while expansion /

construction was underway.

Thankfully, My administrator

was Major Fred Ehardt for

whom I had enormous respect,

and with whom I had a

wonderful relationship. He and

his wife had taken my wife and I

“under their wings”. Fred urged

me to stay for the additional year

offered and “study” with him to

introduce me to the work of hospital administration. That opportunity changed the entire trajectory of my

emerging professional life. I shall be eternally grateful for his mentorship. Please pardon all the personal

references.

Now, back to our Medical Service Corps beginning with an organizational entity named the Sanitary Corps in

World War I to the Medical Administrative Corps in 1920 and further developed through the medical departments

of the US Army. Another Corps of pertinence emerged to join the aggregated body of healthcare providers--the

Medical Service Corps. When the Air Force Medical Service was spawned in 1949, a courageous group of Army

MSCs transfered to the Air Force to get our Medical Service Corps up and running. Bill Johnson, our

Association’s founding president was among that group. Other notables like Wally Jarboe, Ken Johnson,

Ed Rogowski, Jim Mcinerny, Bill Shutt, Len Sagelow, Phil Fleetwood, Jim Polkinghorn, Barney Korn,

John Painter, and Fred Ehardt. Several of these men were my mentors as I was privileged to work diectly for

them and at their elbows. I’ve tried over the years to find a complete listing but have been unsuccessful. That



information would be a great addition to our history!! Tal Vivian, perhaps that info is availble someplace. These

men were our forefathers. We stand on their shoulders and have benefitted from their experience and

encouragment in bringing us along. It was a fine learning opportunity. The role they envisioned was that our

Corps, the MSC, would provide the “the glue” and “connective tissue” that bonded the varied clinical disciplines

of the medical service to one another. In this way, creating the functional body of the Air Force Medical Service.

My mind goes to the apostle Paul in his first century letter to the early church emerging at Corinth when

he reminded them of essential interdependence so very fundamental of that budding group. Let me paraphrase

from Paul’s letter to the Corinthians (Corinthians 12:14):

“Now the body is not made up of one part but of many. If the foot should say because I am not a hand, I cease to

belong to the body. And the ear should say because I am not an eye I do not belong to the body. If the whole body

were an eye- where would the sense of hearing be? If the whole body were an ear, where would the sense of

smell be. The eye can not say to the hand, I don’t need you and the head cannot say to the feet. I don’t need you.

As it is, there are many parts, but one body”.

Then Paul returns to the point of the letter and organizaton of the Corinthian church. He concludes by writing:

“God has appointed apostles, prophets, teachers, those with gifts of healing, those who speak with different

tongues and interpreters, and those with gifts of administration.”

We can, indeed, learn from history!! Paul’s words - -written 2000 years ago, are still pertinent!! So, here we

have all these important elements with specifically defined roles to play as specialists, and our corps of generalists

planted among them, the title administrators applied!!! MSC talent took the lead in:

− Facilities construction and modification;

− Maintaining patient medical records;

− Acquisition, storage, and distribution of medical supplies and maintenance of clinical equipment;

− Giving leadership to the management of personnel;

− Providing training to the enlisted cadre so very essential to all support activities;

− Leading readiness training and assigning instrumental roles in managing aeromedical evacuation programs.

− Working with the planning, operations and engineering staff of the line as part of command and control

− Justifying the operations budget for the medical service, and managing the allocation of funds thoughout the

fiscal year. Speaking of budgets, How many of you remember the extra planning required for the fiscal quarter,

“75 –T” ?

− When computers became essential to communication and storage - that function also came to us.

These broadly-based experiences prepared us for positions of significant leadership and eventually command.

I have been privileged to serve in the roles of an active player, part time participant, sideline bystander,

and ardent observer of the Medical Service Corps for almost all of its 70 year lifetime. A long and superb

opportunity to learn from a large group of dedicated and committed men and women – yet so varied in aspirations.

That experience taught me that:

− All of this group evidenced a common focus of seeking personal success;

− I found the vast majority seeking to grow professionally;

− Many were openly willing to serve in any location and in any capacity to which they were assigned.

− Our Medical Service Corps was “more than a job”. It was a mission they willingly pursued with passion and

total commitment bolstered by a shared and common vision to truly serve.



I’ve asked myself over the years, just what is it that drives this aggregated quest for service?? Just what

sustains us as a group to retain our focus on filling many operational gaps in providing medical services to our

constituents? To step up time and time again to new tasks in varied organizatons with changed titles serving in

places that we had never heard of with names difficult to pronounce??? My conclusion is that it is due to the

broadly disparate makeup of our corps, and the vastly varied backgrounds from which we come.

Unlike members of our sister corps, many, who from childhood wanted to be dentists or nurses or physicians or

veterinarians, there are very few, if any of our corps members who started on a lifetime career track out of high

school to become an Air Force MSC! Many of our corps members changed their vocational goals as we walked

down the hallway of life, saw an open door into new and curious opportunities, and walked in to give it a try.

Some even switched from physical therapy to hospital administration!!

Our broadly varied journies through life strengthened and readied us, as a total corps, to be adaptable, to take on

unfamiliar challenges, and yes, to excel in doing so!! We are a composite, an amalgam, an alloy and just as with

metallic alloys therein lies our strength; that aggregated strength that has prepared our corps to make significant

contributions over these 70 years and we will be called on to be still more adaptable and responsive as the

organizational landscape changes around us.

We are actually living the all too accurate predictions of Alvin Toffler put forth in his best selling book of

1970 - Future Shock” which described the stress and disorientation when individuals are subjected to too much

change in too short a time. Picture in your mind high school studies in physics. Picture a sine wave of ever-

increasingly higher and lower vacillations with ever-decreasing intervals between them. That was Toffler’s

forecast. Toffler defined his term by saying:

“Future shock…is the dizzying disorientation brought on by premature arrival of the future!”

How apropos to our world!! his calcualtion has been played out in the few decades since the end of the industrial

revolution. And now into these days of dramatic technological change, he adds this more comforting thought

toward the conclusion of his study of almost 50 years ago:

”These changes will radiate new opportunities for personal growth,

adventure, and delight. They will be vividly colorful and amazingly

open to individuality. The problem is not whether man can survive

the regimentation and standardization. The problem, as we shall

see is whether man can survive his freedom.” Tonight, as we

celebrate our anniversary, we can recall the dramatic changes of

70 years within the Air Force. Toffler was correct!!!

Think on:

− Overall force structure

− Objective medical group design

− Reduced end strength

− Added missions

− Conduct of Air Force clinical training programs

− Number of facilities and beds provided for delivery of

healthcare

− Expanded role of the MSC



Summary

And now, a sweeping new organizational design that resets our traditional operational configuration for providing

healthcare throughout the Department of Defense. Much has been achieved. Much more will be required. To

paraphrase an old adage, “we can take our hats off to the past, but we must take our coats off to the work of the

future.”

Our corps has weathered and mastered those changes of the past. I am totally confident we will survive the

freedom of our future. Happy anniversary and we ask God’s blessing on our efforts.

2019 USAF MSC Reunion, SATX. Know anyone? Give them a shout out! ~Courtesy of Col (ret) Ted Rogers

Send MSCA Newsletter articles “Objective (not fake) news”, MSC Stories, and historical info so our

investigative journalists ([email protected]) and historians

([email protected]) can deliver them to the masses! Send pictures too!

Switch to the Electronic Version of the

Newsletter Today!

[email protected]






AF MSC REUNION MEMORIAL SERVICE, 3-6 OCTOBER 2019, SAN ANTONIO

BRIGIDIER GENERAL (RET) DONALD WAGNER

I want to thank the Board of Directors for inviting me to participate

in our Memorial Service today. While each year is a somber

occasion as we recall our departed friends of the Corps, the last two

years have been particularly meaningful as the list grows longer.

The list of losses has been particularly difficult. The scythe of

Father Time swings widely - and FAR TOO near. We will hear the

names as the Honor Roll is read. Each of us will have vivid recall

of having shared experiences and personal relationships with many

of them. Let us have a moment of silence as we prepare our hearts

and minds for this service and think on those friends.

Gracious God, We thank you for memories of friends and

colleagues who are no longer with us and ask your blessing for

those impaired and unable to be here today. We thank you for vivid

memories, for experiences of both exhilaration and

disappointment, for opportunities in our work together that became

successful and for those that were rejected, for activities that were

substantive and for those that were meaningless.

ALL these make up the fabric of life and growth you have given us. You, Lord have always promised not to lay

more on us than we were capable of handling but you never promised total joy and success. We thank you for

your ever-present help and presence in our lives and especially seek your presence in this Memorial Service today.

We thank you, Lord for the lives of colleagues you placed in our pathways with whom we shared our past years

and ask your blessing on their families. AMEN

Just a few weeks ago our nation recalled the horrific tragedies of 9/11; a series of events so very stark that each

of us know where we were, what we were doing on that very morning... visions forever etched into our memories.

Video of actual collisions long stricken from the air waves were replayed. Picture after picture of individuals in

the area and terrified workers fleeing from the scene were shown. People on the street stood, heads up, faces

astonished and unbelieving at the sight of flowing clouds of dust and debris, reminiscent of a massive desert

sandstorm moving over them like an ominous giant marauder encapsulating the entire area.

Then, there in the midst of this terrifying turmoil, we saw first responders and their

vehicles going toward the scene. Policemen helping guide and direct the population

toward safety. EMS crews responded to those needing clinical help, firemen

heading to the scene and into the stricken buildings, loaded with protective gear and

air tanks and axes and pry bars and hoses, each of them focused on the work to be

done. The contrast in movement, though totally understandable was extraordinary

and remarkable. The first disorganized group, driven by fear for their personal

safety, the second driven by their commitment of service.

The bonds of camaraderie, their dedication to one another and faithfulness to the

daunting task they shared in selfless service. So exemplary, of a totally committed,

yet diverse group with varied accountabilities. That memorable scene of solidarity

is reminiscent of why we memorialize the friendship and bonds with our companions in the Corps. It is the very

reason we take time at each biennial reunion to remember and honor those with whom we served.



I just finished a book titled: “Compassionomics” authored by two physician-

researchers, Anthony Mazzarelli and Stephen Trezciak. The value of compassion in

our relationships of life is well known. Their thesis was to explore the scientific

foundations of just why this attitude is so important to healers and to the healing

patient. They set about to research the scientific support for this belief. Additionally,

they theorized that compassion included an extension of empathy and was something

in itself. Let me quote from their findings:

“There are actual neuroscience underpinnings for this distinction in terminology.

When people are studied with a brain imaging procedure called magnetic resonance

imaging (MRI) – subtle differences can be detected in cerebral blood flow. There is

higher activity in areas of the brain that are firing at any given moment”

The authors cite the results saying:

“When a person experiences empathy, the pain centers of the brain light up signaling that with empathy we

“experience another’s pain”! But when we are focused on compassion, a distinctively different area, a reward

pathway – lights up. An area associated with affiliation and positive emotion. We experience “feeling” out of

empathy, but we “tangibly respond” out of compassion!! Neuroscientists conclude that empathy hurts,

compassion heals. Empathy is feeling but compassion is action”

We have chosen not to be content with merely thinking

about those departed to not merely express thoughts and

empathy but have elected to take action at every reunion

to demonstrate our compassion as we reach out to the

families remaining. We honor our departed colleagues

and we honor their loved ones. That is compassion. That

is action. At each memorial service I challenge each of

us to urge that we not be content with just thinking about

those of our number for which we have special feeling

but to act on that feeling.

In the next few days after arrival at home find a quiet place and a private

moment and take out our MSC membership directory. Focus on those

special to you, those you loved and hold close. Think on those with whom

strained relationships might exist perhaps for reasons you may no longer

recall. Then, take action to write, call, text, or email the person. You may

experience that warming flow of blood into the brain area central to

compassionate acts but certainly will feel flashes of reward! Reward!!

You will feel better for having reached out and taken compassionate

action.

Let us pray. Heavenly father, open our minds to the losses and needs of

those around us. Open our hearts to feel their pain and then Lord, open

our hands to act in compassionate service to them. Amen



HONOR ROLL A/O NOVEMEBER 2019

CHARLIE BROWN, COL (RET), USAF, MSC

2019 MONTHLY ADDITIONS TO HONOR ROLL

MONTH DATE OF

REPORTED GRADE FIRST NAME LAST NAME DEATH

JANUARY Col Jack C. McPhee (LM) 6-Dec-18

FEBUARY LtCol Terry W. Williamson (M) 11-Sep-18

LtCol Roger L. Burke (LM) 13-Feb-19

MARCH Major John W. Symons (LM) 7-Jan-19

Eleanor S. Williams (S) 15-Mar-19

APRIL Col Bruce P. Gregg, Jr. (LM) 2-Apr-19

LtCol Fred B. "Ted" Morgan (LM) 7-Apr-19

Capt Edward "Ed" B. Hanify, Jr. (NM) 11-Apr-19

MAY Major Stanley L. Lewandowski(LM) 28-May-18

JUNE NONE

JULY UNK David A. LaMarine (NM) 3-Dec-18

LtCol James B. McCaslin (NM) 2-Jul-19

AUGUST NONE

SEPTEMBER NONE

OCTOBER Patricia Curtis (S) Feb-18

LtCol David Wilmot (NM) 30-Oct-19

NOVEMBER Col William L. Holder (LM) 18-Nov-19

LM=Life Mbr M=Mbr @=Corps Chief

NM=Non Mbr S=Spouse



OBITUARY

WILLIAM L. HOLDER, COL (RET), USAF, MSC, FACHE

February 8, 1930 – November 18, 2019

William L. “Bill” Holder (Retired Col. USAF), died November

18, 2019 at the age of 89. He was born February 8, 1930 on a farm

outside McCrory, AR to Nathaniel B. and Ida (Reaves) Holder.

He graduated from U of O in Clarksville and received his Masters

in hospital administration from Baylor University. He served 28

½ years in the Air Force as a Hospital Administrator.

In retirement, Bill enjoyed visiting family, especially his

children and grandchildren who were very special to him. Bill

loved the University of the Ozarks and spent many hours giving

back to the school after he retired. He also volunteered in many

different ways, in the churches they attended. At his death, he

was a member of Faith UMC. Bill was a “people person” and

truly enjoyed life.

He was preceded in death by a son, William L Holder Jr.; a

brother, Donald N. Holder; a sister, Mary Elizabeth Holder; a

daughter-in-law, Molly Holder; brother-in-law, Thomas Johnson; and a great-granddaughter, Emma Ann Holder.

He is survived by his wife, Jane; one daughter, Roberta Holder of

Fort Smith; two sons, Larry Holder of Chandler, OK and John

Holder and his wife Toni, of Denver, CO; daughter-in-law,

Melinda Holder of Little Rock, AR; one sister, Ann Johnson of

Little Rock, AR; one brother, Jerry Dale Holder and wife Danette

of Little Rock; seven grandchildren, Lauren Weems and her husband Juston, Erin Holder, Lee Holder and his

wife Kristy, Peggy Jane DeBruler and her husband James, Emily Swanson and her husband Travis, Steven Holder

and his wife Madeline, Samantha Ferguson and her husband Parker; and seven great-grandchildren.

“He was my boss at USAFE/SG. Helped

in so many ways and we have spoken on

the phone about the guys.”

“Colonel Holder was the Schoolhouse

(SHCS) commander at Sheppard when I

went through HSA in 1979”

“Wild Bill made me the Commander of

RAF Chicksands, England in 1972. The

first MSC Commander in USAFE. I saw

him at our San Antonio Reunion and we

had a 1 ½ hour enjoyable talk about

USAFE in the early 70s. Greatness

personified.”



HOMILETICS – FAITH ON STEROIDS

DAN SHERRED, AFMSC ASSOCIATION CHAPLAIN, LT COL (RET.)

As your AFMSC Association Chaplain, my vision is to use the Association Newsletter to facilitate

communication among MSCs at a deeper, spiritual level. In prior Newsletters I shared the topic of Daily Quiet

Time with the Lord and the basic elements that make up Quiet Time. This article builds upon Daily Quiet Time

with Homiletics. The practice of Homiletics helps one to hear from God. Many are used to praying, telling God

what’s on our minds and what we would like from Him. But does your communication with God only flow in

one direction from you to God? Homiletics can help you have two-way communication with God. Although the

concept of Homiletics is rather simple, it requires some discipline and practice.

One of the primary ways God communicates with us is through His Word, the Bible. Therefore, we can use the

Bible to hear from God. Homiletics is process of using the Bible, prayer, and contemplation to better understand

what God wants you to do. Here’s how it works. You carve out about 20 minutes per day (see prior Quiet Time

articles), and give yourself a week to answer three questions:

1. What is a selected Bible verse saying?

2. What is it saying to me?

3. What am I going to do about it?

I will demonstrate using 1 Samuel Chapter 20, Verse 31: [King Saul said] “As long as the son of Jesse [David]

lives on this earth, neither you [Jonathan] nor your kingdom will be established. Now send and bring him to me,

for he must die.”

1. What is it saying? Saul is telling his son, Jonathan, he will never be king if David is alive. Adding a

little context to this, David was a mighty warrior and very well-liked by the Israelites. It made King Saul

jealous. King Saul knew his son, Jonathan, may not succeed him as king due to David’s popularity.

2. What is it saying to me? Like Saul, if I take matters into my hands and sin to get what I want, I will pay

a heavy price. This certainly happened to Saul. He hunted down David to kill him, but his plan was

against God’s plan. Ultimately, Saul lost his life and so did his son, Jonathan. David became King despite

Saul’s efforts. In contrast, David had the opportunity to kill King Saul on two separate occasions when

Saul was hunting him down. However, David did not take matters into his own hands. If God wanted

David to be king, it was going to happen in God’s timing and not by or through David.

3. What am I going to do about it? Be on my guard when I want things badly like Saul. Not only should

I not cross the line and sin to get what I want, I need to avoid the gray area as well.

The above Homiletics took a week of daily quiet time with the Lord, in prayer, Bible reading, and contemplation.

Through this process, I gave the Holy Spirit the opportunity to influence my thinking and my contemplation.

The lesson I learned through this particular Homiletics can also be applied to you. Sometimes, when we are most

tempted to sin, it’s because we have a need or expectation that is not being met. If we want it bad enough, we’ll

act on our desire. Therefore, be on your guard when you want things badly. Don’t take matters into your own

hands like King Saul.

If you have any questions about starting a personal relationship with Jesus or Daily Quiet Time, or Homiletics,

feel free to e-mail me at [email protected].

Do you have a faith story? I’m sure others would love to hear about it. Please submit your story in the next MSC

Newsletter. You can submit it anytime to [email protected].





SAVING MENTAL HEALTH BENEFITS FOR MILITARY BENEFICIARIES

NORMAN R. PENNER, LT COL, USAF, MSC (RET.)

INTERVIEW – CONDUCTED BY JODY B. WILLIAMS, LT COL, USAF, MSC (RET.) OCT 27, 2019

It was with pleasure that I recently had a phone interview with Lt. Col Norman Penner. Norm told the story of

his time at the Pentagon during the mid-1970s which had a huge impact on the health care benefits enjoyed by so

many beneficiaries today. Sit back and read about how this MSC changed the course of health care benefits for

us all.

First, let’s learn a bit about Norman whose MSC career was from 1956-1977. I found Norman to be a well-

spoken, humble man. He shared his story with me on the recommendation of a fellow MSC officer who

recognized it as a piece of AFMS history which should not be forgotten. We exchanged emails about the topic

prior to our conversation, which allowed Norman time to search his files and recall events.

Norman graduated from the University of California (UC) in 1955 with a degree in psychology. Shortly thereafter

he applied for direct commission in the USAF. From there he went to Gunter AB, for basic training and then on

to Ladd Air Force Base located in Fairbanks, AK where he served for 3 years. This overseas assignment was

followed by a tour at McClellan AFB where he spent three years as the Registrar and Squadron Commander. He

applied for graduate school and was accepted to Yale University where he received his Master’s in Public Health.

The next step was a residency assignment to Scott AFB. Following that he was assigned to Chateauroux AFB

France in 1965, followed soon thereafter to the USAFE Surgeon’s Office in Wiesbaden Germany as the Finance

Officer. Following this assignment he was transferred to the Surgeon’s Office, 10th Air Force, Richards Gebaur

AFB outside of Kansas City, then to the SGO, Aerospace Defense Command in Colorado Springs (now NORAD).

During this assignment, Norman’s life changed and put him on the trajectory to impact mental health care benefits.

He was at work in the SGO one morning when he was called and told… “The General wants to see you!” Norman

went to the General’s office and was asked, “Penner who do you know in the Pentagon?!” He replied, “No one,

Sir!” The General said, “Well, you’ve got 30 days to get there.” And off he and his family went to his final

assignment, working to get CHAMPUS costs under control.

A bit of history on the CHAMPUS program, the precursor to TRICARE: Congress passed the Dependents

Medical Care Act of 1956 and the Military Medical Benefits Amendments of 1966 authorizing the Secretary of

Defense to pay civilian health care providers for medical services provided the dependents of active duty service

members when such services exceeded the capacity of the MTFs. The SECDEF passed along the authority to

the Army Surgeon General, and the CHAMPUS program was created.

During this time, in the commercial civilian sector, insurance policies did not cover mental health benefits. But

the military community wanted to provide mental health care benefits to its dependents. The 1966 amendment

extended CHAMPUS benefits to retirees and family members and added mental health to the list of covered

conditions. It also created a new program to cover the “moderately to severely physically handicapped”

dependents. Historically commercial insurance did not cover mental health illnesses. Patients were

institutionalized in state facilities or cared for at home. This was the era following Vietnam, and veterans and

family members were in need of mental health support. As yet there were no residential treatment facilities

(RTFs), although they would be open soon. CHAMPUS regulations during this time only permitted physicians

to bill for reimbursement. The new mental health benefits, however, allowed other non-physician providers

including pastors, marital counselors, psychologists, alcohol and drug abuse counselors to bill for services.

Norman recalls even a bartender submitted a claim (denied)! It was the “Wild West” for military dependent

behavioral health care, with every mental health therapist wanting to participate in this newly authorized benefit.

The cost overruns during 1966-1970 were staggering. The Army even had to divert money from line operations

to health care. If costs for mental health benefits could not be contained, the benefit would be lost. In1967,

shortly after the MH benefit went into effect, it cost 8.8 million. In 1973, the cost of the MH benefit had risen to

92 million. This significant increase had gotten Congress’s attention!



Norman recalls GAO conducting numerous audits and the Subcommittee on Government Operations ordering

investigations on the mental health benefits to see how the money was being spent. Norman participated in some

of these investigations and he witnessed unbelievable abuses of the benefit. For example, one RTF for adolescents

investigated featured burying them up to their necks in the ground to “experience rebirth”! They also discovered

cattle prods being used to control teen behavior in this same program. In another example, a resourceful

entrepreneur who was running a dude ranch for youth during summer vacations discovered CHAMPUS. He

continued to operate over the winter as an RTF for military dependent youth and bill CHAMPUS for the treatment

of their mental and emotional illnesses. The following summer, he packed the CHAMPUS “patients” into an old

school bus along with college student chaperones and sent them off on a tour of the National Parks. He then

reopened his dude ranch to his regular summer guests. When an un-announced inspection team showed up to

audit the therapy, there were no CHAMPUS patients at the “RTF” and his scheme was exposed. This entrepreneur

was jailed for his fraud.

During this timeframe, Norman was also faced with requests from beneficiaries to authorize sex change surgery.

While this is a hot topic today, imagine trying to authorize this surgery as an authorized benefit in the early 1970s.

Norman skillfully deflected this issue to Representative Wilbur D. Mills’ office (Democrat from Arkansas), who

served as Chair of the powerful Ways & Means Committee from 1958 to 1974. Norman advised the beneficiaries

to approach Rep Mills for his approval. As it happened, Rep Mills had an incident which made headlines in the

Washington Post. “Just after two o’clock in the morning on Monday, October 7, 1974, U.S. Park Police stopped

a car near the Washington D.C. Tidal Basin. When the officer approached the Lincoln Continental, a woman

jumped from the back seat and fled into the Basin. Inside the car were a former Nixon aide as driver and, in the

backseat, an intoxicated and somewhat battered and bloody Wilbur Mills, who had apparently been fighting with

the woman, identified as Annabelle Battistella, an Argentinian stripper better known as Fanne Foxe.” See this

interesting article for more on that incident. Since Rep Mills was no longer as powerful as he had been, the

request for sex change operations died during his tenure, and Norman no longer had to address the issue.

Now that Norman and his other two colleagues (one from the Navy and one from the Medicare Office) knew

there were abuses to the benefits, they had to create policies and guidelines on what mental health benefits would

actually be covered They wrote the first CHAMPUS directives on what therapy would be authorized. In order

to do so, they realized they needed to seek out the various professional organizations and obtain their cooperation

on standards of practice, peer review and utilization.

The American Psychiatric Association (APA) wanted to cooperate with DOD and to change the insurance

industry opinion of psychiatric care. Their effort resulted in OCHAMPUS offering a contract to the APA to

establish a national utilization and peer review program.

At the same time Norman was selected for promotion to Colonel and his tour at the Office of the Secretary of

Defense was coming to an end. Originally it was to be for 3 years but it had been extended by the OSD for an

additional 2 years. The Air Force did not approve a further extension. However the AF SGO was not prepared

to discuss Norman’s assignment following his promotion. So he made a career choice to follow his passion to

continue developing and enhancing CHAMPUS mental health benefits. He retired and joined the APA staff as

the Director of APA Quality Assurance and Utilization Review. He worked with them for a total of 13 years.

During this time he also negotiated peer review contracts with four major health insurance companies. The

psychiatric peer review procedures he established and managed saved untold dollars for CHAMPUS. Also during

those intervening years significant changes were occurring in the mental health field and the need for DOD/APA

contract was diminishing. So the APA closed down the program. At this point Norman was recruited by a national

consulting firm and he joined its San Francisco office. During the years with the APA Norman was appointed as

an adjunct professor to Johns Hopkins University and also served as the Public Member on the board of the

National Register of Health Service Psychologists. At eight years he was “termed out” and immediately invited

to join the American Board of Professional Psychology as its Public Member.


https://www.bluehogreport.com/2013/11/21/one-night-in-the-tidal-basin-how-a-stripper-doomed-health-care-reform-in-1974/


From San Francisco he and his wife Carolyn moved to Portland, Oregon where he joined ETHIX, a PPO, as

Director of Mental Health Services. This job ended when the privately held company was sold to a health

insurance company and its headquarters were moved to New Jersey. Norman then worked as an independent

consultant for a while and was appointed Adjunct Professor of Psychiatry at the Oregon Health & Science

University (OHSU). There he worked with Dr. Bentson McFarland. He assisted Dr. McFarland in various

research projects in mental health insurance coverage and edited numerous articles and books authored by Dr.

McFarland. Norman has also written articles and book chapters on mental health topics during his career. He is

now retired and living in a retirement community in Newberg, Oregon. They enjoy being with their daughter,

Lynn who, with her husband Ron are the founder/owners of Penner-Ash Winery. (The MSCA thanks PENNER-

ASH for sponsoring the recent reunion in San Antonio with the wine provided.)

Norman believes his contributions as an MSC, while assigned to the OSD in the early 70s, saved the mental health

benefit for CHAMPUS (now TRICARE) beneficiaries. He and his small cadre did this through establishing

controls, creating guidelines and better records, self-evaluation, and accountability. He reflects it was a career

filled with the satisfaction of making a productive contribution which changed lives. He eventually found out who

knew him in the Pentagon and plucked him out of Colorado Springs. It was Bob Edwards, an MSC colleague

who had preceded him to OSD (HA). It was Bob who had told the Assistant Secretary of Defense for Health

Affairs “Hey, I know a guy with a psychology degree, I went to school at Yale with him.” And THAT is how

Norman’s life changed.

Now he enjoys his days attending various events at George Fox University, taking long walks in Newberg, visiting

wineries, photographing Oregon’s natural beauty and leading a photography club. He’s recovering from recent

heart surgery and enjoys his continued good health. He can be reached at [email protected].

Thank you, Norman, for sharing your story! ~Jody

MSC’S in action! So, this is what MSCs do

while deployed? Lt Cols Ted Rogers,

Gene Raynaud and Capt John Lopardi

on a Humanitarian mission to Freetown,

Sierra Leone back in “92” hosted by the

86th MDG. Shortly after this pic was taken,

a coup was enacted by the Sierra Leone

military. Needless to say our mission was

cut short and we all survived “The Coup of

92!” Great memory! BTW, why is Gene

Raynaud’s finger in Ted Roger’s ear?

Makes you wonder …..

Send the MSCA your pictures and

stories! “Objective (not fake) news” to

our team of MSC investigative

journalists


https://www.pennerash.com/


FINAL: USAF DEPLOYED MEDICAL COMMANDER’S HANDBOOK, 2004

LT COL (RET) BOB D’AMORE, USAF, MSC

Editor’s Note: Doug Anderson, Newsletter Editor and

Historian Interviewer provides the back story on the

development of the USAF Deployed Medical

Commander’s Handbook. Here is the telephone interview:

Doug: Bob, thanks for submitting the handbooks to the

newsletter and MSC history project. Why did you write the

handbooks?

Bob: There was a need to fill a gap for deploying

commanders. I spent a lot of time in medical plans and

operations and had a lot of involvement in disasters. People

were always asking how I do what I do. My answer was "I

can't teach you how to be me, but I can give you my

thoughts on that," which became the book. Having been

CENTAF/SG for 3 years in late 80's and traveled to all

countries in the AOR, I was well acquainted with that part

of the world. That coupled with my Army involvement, I

felt I could provide insight at a time when very few had

experience in SWA.

Doug: You mentioned your medical plans and real world operations experience. Can you summarize it?

Bob: You and I first met in 1988 while we were doing the medical care and patient movement assessments after

the Berlin Wall came down and the buildup to Desert Storm. We assessed the costs, options, and savings

associated with Frankfurt, Wiesbaden, and Landstuhl. During my career I have had 19 assignments including

Squadron Command, Commander of a Contingency Hospital network in the UK, MTF Associate Administrator,

Medical Plans Fellowships, and MAJCOM Medical Plans functions. I’ve been on 21 deployments, operations,

and exercises including the Oklahoma City bombing, Houston Floods, World Trade Center EMEDS forward

placement at McGuire AFB, Katrina, and others.

Doug: About how long did it take to complete?

Bob: I started writing it after my return from Afghanistan in early '03. Version 1 was published in June, 2003. I

kept working on and tweaking it through version 9 and quit when the AFMS put out their version. I had submitted

my copy to several senior AFMS leaders and thought no more of it. Then, the Air Staff’s version, based on most

of my thoughts, was formally published as an AF Publication signed by Major General Kelley and distributed in

the 2004 timeframe. The letter of appreciation represented a high degree of contribution to mission

accomplishment and self-satisfaction. Over my career, I was published 12 times on readiness related issues in

civilian and AFMS magazines.

COVER LETTER TO FIELD VERSION: Congratulations on selection as a Deployed Medical Commander

(DMC). The DMC is the critical link in providing expeditionary health service support to the USAF and other

deployed forces. This handbook will aid you by providing the essential steps necessary to lead expeditionary

medical operations. It does not replace AFIs or local procedures. It does contain some of the best practices

gleaned from previous operations. … This handbook is just a starting point. You should review additional sources

and references provided in this handbook and talk to former DMCs to learn from their experience. Prepare

yourself physically and mentally to lead expeditionary medical operations. Being a DMC is challenging but be

confident in the proven leadership of our AFMS personnel. Use this handbook and other sources to prepare

yourself for the most important mission in the AFMS— leading AF medics in supporting our warfighters. ~

Major General Joseph Kelley



THE OFFICIAL USAF DEPLOYED MEDICAL COMMANDER’S HANDBOOK

TABLE OF CONTENTS

CHAPTER 1 - INTRODUCTION CHAPTER 5 - OPERATING THE BASE

1.1. Introduction 5.1. Introduction

1.2. Deployed Commander’s Most Important Assets 5.2. Group Commander Meetings/Responsibilities

1.3. Know Health Service Support (HSS) Doctrine 5.3. Expanding Health Service Support

1.4. Lessons Learned Websites and Other Material 5.4. Medical Supplies

1.5. Training 5.5. Medical Records (DD Form 2766)/GEMS

1.6. Roles and Responsibilities 5.6. Food/Water Duties

1.7. Security Clearances 5.7. Environmental Medical Concerns

5.8. Resources Augmentation Duty (READY) Program

CHAPTER 2 - PRE-DEPLOYMENT 5.9. Medicolegal Concerns

2.1. Introduction 5.10. Clinical Issues

2.2. Initial Pre-Deployment Tasks 5.11. Units with less than EMEDS Basic Assets

2.3. Traveling to Deployed Locations 5.12. Morale

2.4. Classified Material/Security Considerations

2.5. Weapons Transportation

CHAPTER 3 - OPENING THE BASE CHAPTER 6 - RE-DEPLOYMENT

3.1. Introduction 6.1. Introduction

3.2. Opening the Base 6.2. Troop Movement Preparation

3.3. Continuing Surveillance 6.3. Cargo/Supplies Movement Preparation

6.4. Classified Materials

CHAPTER 4 - ESTABLISHING THE BASE 6.5. Administrative Duties

4.1. Introduction 6.6. Medical

4.2. Initial Actions 6.7. Prepare for Incoming Replacement Personnel

4.3. The First 48 Hours 6.8. Receive Incoming Personnel

4.4. Establish Medical Capability 6.9. Continued Commander Role at Home Station

4.5. Initiate Medical Services

4.6 Equipment AssetsCHAPTER 7 - AEROMEDICAL EVACUATION

AND PATIENT REGULATING

4.7. Base/Wing Support to Medical Community 7.1. Introduction

4.8. Operations Security (OPSEC)/Communications Security (COMSEC)7.2. Theater Evacuation Policy

4.9. Non-EMEDS Assets 7.3. Aeromedical Evacuation System (AES)

4.10. Male/Female Relationships/Sexual Harassment 7.4. AE Phone Numbers

7.5. DMC AE Interface

7.6. AE Considerations

7.7. Patient Classifications/Category

7.8. Air Force Patient Movement Precedence

7.9. Patient Documentation

7.10. Basic Preparation Guidance

7.11. Basic AE Patient Movement Decision Tree



But Wait, There’s More! Here’s A Free BONUS Offer, Courtesy Of Bob! ORIGINAL HANDBOOK: The Senior Medical Service Officer’s Survival Guide to Deployed

Operations (9th Edition), Adanto R. D’Amore, Lt Col (Ret), USAF, MSC

FROM THE FORWARD: This pamphlet is written to

serve as a guide to thinking and acting for the senior

medical service officer in a leadership role in a deployed or

contingency environment. This is not an official USAF or

AFMS document, but rather my way of trying to fill what I

think is a void.

Probably the most important thing you, as a deployed

senior officer, can do is to cultivate and demonstrate a

positive, upbeat attitude and to demand the same from your

senior staff. Your junior folks can’t be positive if their

leaders aren’t, and nothing brings the morale of a unit down

faster than collective negativity.

Another thing -- communicate, communicate, communicate

… I can’t say it too loudly or stress it too much.

Information must flow from you to the lowest level in your

unit if you wish to keep your troops happy and have a good

rumor control program. An informed troop is a happy,

productive troop. A few truisms to get you in the mood:

- Flexibility is the key to air power

- You never get a second chance to make a first

impression

- Friendly fire isn’t

- Murphy is alive and well

- Flexibility is the key to medical power

- When in command, be in command

- Lead from the front

- Know your people, their capabilities, and their

limitations

- Manage by walking around

- Flexibility is the key

So, good luck, get positive, communicate, keep a good

sense of humor, exercise as often as you can, enjoy

yourself, and STAY POSITIVE and FLEXIBLE. This is

not an official Air Force publication, but my way of trying

to help. Many people have contributed to this document.

I’ve vetted everything written here as much as I could with

regulations, pubs, old pros and subject matter experts, but

things have a way of changing without anyone telling me, so any and all errors noted, changes needed, and/or

suggestions on how to improve this document are greatly appreciated.

For a copy of the original contact the MSCA Historian: [email protected] to request a

PDF of Bob’s original guide and/or the AFMS publication.

Table of Contents

Forward

Table of Contents

The Expeditionary Aerospace Force

Planning

Command and Control at Home Station

Command and Control Deployed

The Combined or Joint Task Force Surgeon

- JTF/SG Checklist for Health Service Support

Deploying

Public Affairs

Medical Logistics

AF Deployable Medical Assets

- EMEDS Support Requirements

Joint Deployable Medical Assets

Medical Intelligence

- Medical Facility Survey

Medical Reporting

- OPREPs and SITREPs

- Guide for MEDRED-C Reporting

- Guide for Blood Reporting

Global Expeditionary Medical Surveillance

Aerospace Medicine

Aeromedical Evacuation and Patient Regulating

- Air Evacuation Patient Considerations

- Patient Load Capabilities by Aircraft

- 9-Line MEDEVAC Request

Military Support to Civil Authorities

MEDRETES and HCA

The Unified Commands

Southwest Asia

Europe

The Pacific Theater

The Geneva Conventions

The Code of Conduct

Mental Health

Uniform Code of Military Justice

Treatment of Persons in Custody (EPW)

Afterword

References and Resources

Glossary

The Air Force Song




WHERE WERE YOU WHEN…?

BY COLONEL RAY BENEDETTO, USAF, MSC (RET), MSCA LIFE MEMBER AND CO-AUTHOR OF

IT’S MY COMPANY TOO! HOW ENTANGLED COMPANIES MOVE BEYOND ENGAGEMENT FOR

REMARKABLE RESULTS

While preparing to give the Veterans Day Chapel Service address at my son’s school this past November, I had

the opportunity to speak with several veterans from all branches who served from 1956 through 2010. In

preparation for the Veterans Day service, six students interviewed selected veterans and introduced them to the

assembly as part of a Living History program we introduced into the 8th grade American History curriculum this

year. An Army veteran who served in Germany from 1961-64 was almost apologetic that he had not fought in

combat, but I reminded him that his participation in the Cold War, which took its toll in lives lost during

training and non-combat accidents, was also important in the scheme of national security.

Our conversation led to others with teachers and school staff members, which revealed that many Americans do

not consider or understand the broader international context within which our Armed Forces have played key

roles over the past 78 years. School texts fail to educate students about why we fought the Cold War for 41

years to suppress the rise of communism and tyranny throughout the world. Some think the evils of

fascism and totalitarianism were conquered with the end of World War II, yet we know better from the

deployments and Ops tempo the AFMS has faced over the past 28 years along with the rest of the Air Force.

I realized that my address this year had to involve “raising the veil of ignorance” and creating a broader

understanding of what veterans have done to protect our populace over the years. I created the following charts

to help the audience understand the breadth of actions in which US Armed Forces have been engaged since

1917. The chart is not thoroughly comprehensive since space constraints only allowed me to list major battles

and engagements. Although I considered including all bases or installations where US Forces have been

stationed, doing so was impossible.

So where were you when these events occurred? How fresh are your memories? These charts can help

you (a) Identify actions that occurred while you were on active duty and (b) Jog your memory about places

where you served and the context in which you were operating at the time. The major takeaway is these charts

demonstrate the continuous nature of our service and presence throughout the world since 1941. I hope your

memories will motivate you to contribute future MSCA Newsletter articles about your experiences within

these events or locations.

Please contact me ([email protected]) if you would like a larger MSWord document for use in your efforts

in educating others about the breadth of US Armed Forces involvement throughout the world. Your comments

and suggestions for improving these charts are also welcome. Thanks in advance.




Event/Period US Armed Forces Actions and Involvement Worldwide Since 1917

Europe/Africa Pacific/Asia Middle East/SW Asa North/Central America

Post-Cold War/Pre-GWOT 1990-2000

• NATO Actions in Bosnia (’94) and Kosovo (’99)

• Oct ’83-Grenada- Operation Urgent Fury

• Dec ’89-Panama – Operation Just Cause

• Somalia (Mogadishu) (’93)

• Yemen: USS Cole Attack (’00)

Embassy Attacks:

• Nairobi, Kenya (’98)

• Dar es Salaam. Tanzania (’98)

Kuwait/Iraq-Desert Shield/Storm (1st Gulf War) (’90-91) Khobar Towers, Saudi Arabia (’96)

• Feb ’93 – First World Trade Center Attack, NYC

Global War on Terror (GWOT) 2001-present

Embassy Attacks:

• Karachi, Pakistan X3

Embassy Attacks:

• Istanbul, Turkey

• Benghazi, Libya

9/11 Attack On: World Trade Ctr (NYC)

(Both Towers); The Pentagon, Wash, DC;

Shanksville, PA Afghanistan (‘01-now)

• Gardez

• Helmand Province

• Kabul

• Kandahar

• Kunduz

• Lashkagar

• Panjwaii

• Sangin

• Tora Bora

• Now Zad

Iraq (2003-2011)

• Abu Ghraib

• Baghdad

• Basra

• Debecka Pass

• Fallujah

• Hillah

• Karbala

• Mosul

• Nasiriyah

• Ramadi

• Sadr City

• Turki

Tension with China

• Hainan Island Incident (’01)

Event/Period US Armed Forces Actions and Involvement Worldwide Since 1917

Europe/Africa Pacific Southeast Asia Middle East/SW Asia

World War 1 1917-1918

France:

• Argonne Forest, Cantigny

• St. Mihiel Offensive

Post War Nicaragua Occupation 1912-1932 (The Banana Wars)

World War II 1941-1945

European Theatre Pacific Theatre

• Battle of Britain (American Volunteers)

• North Africa Campaign

• Sicily

• Italy: Anzio/Monte Cassino

• Schweinfurt/Regensburg

• Bomber Offensive

• Normandy

• St. Lo/

• Arnhem/Nijmegen

• Massacre at Malmedy

• Bastogne/Battle of Bulge

• Hurtgen Forest

• Ploesti

• Remagen

• Pearl Harbor

• Corregidor/Bataan

• Tokyo Raid

• Midway

• Guadalcanal

• Solomon Islands

• Battle of the Coral Sea

• Marianas

• Tarawa

• Saipan/Tinian

• Iwo Jima

• Peleliu

• Okinawa/Guam

• Battle of Leyte Gulf

• Return to Philippines

• Burma

• India-Burma

• Papua, New Guinea

• China (Flying Tigers)

• USS Indianapolis

Cold War 1948-1989

• Berlin Airlift (’48)

• Berlin Wall (’61)

• U-2 Incident (‘62)

• Cuban Missile Crisis (’62)

• Able Archer (’83)

• Berlin Bombing (’86)

• Attack on Libya (’86)

• Lockerbie Air Crash

• Facing the Soviets in Europe: Germany, Belgium, Netherlands, England, Spain, & Italy

Embassy Attacks:

• Tripoli, Libya (’79)

Korean War (1950-53)

• Inchon

• Chosin Reservoir

• 4 Battles for Seoul

• Heartbreak Ridge

• Imjin River

• Bloody Ridge

• Pork Chop Hill

• MiG Alley

• USS Pueblo (’68) Keeping the Peace: 1954-present

Vietnam War (1961-75)

• Ia Drang

• Tet Offensive

• Khe Sahn

• Battle of Hue

• Pleiku

• Chu Lai

• Van Tuong

• A Shau Valley

• Rolling Thunder

• Linebacker I and II

• Saigon

• USS Mayaguez

• Lebanon Crisis (Beirut) – ‘58

• Iran Hostages (’79-80)

• Lebanon (’82)

• Marine Barracks Attack (’83)

• Beirut Hijacking (’84) Embassy Attacks:

• Islamabad, Pakistan (’79)

• Beirut (‘83)

• Kuwait City (’83)

• Beirut (’84)



PARTNERS FOR PROGRESS: THE IMPACT OF THE HFOS FROM A MAJCOM PERSPECTIVE

COLONEL RAY BENEDETTO, USAF, MSC (RET),

MSCA Life Member and Co-Author of Its My Company Too!

How Entangled Companies Move Beyond Engagement for Remarkable Results

Precursor to the Future: Serving as SGA at Spangdahlem AB, Germany (85-88) offered numerous challenges

and opportunities for growth as a leader and change agent, especially when it came to our physical plant. Our

main facility was a 1950s era, two-story clinic the USAF inherited from the French who had designed and used

the building as a hospital. As the 52nd Tactical Fighter Wing Clinic, we housed and delivered all primary care

and dental services as well as ancillary services to a population of about 5,000 active duty and dependent

beneficiaries in an antiquated facility that showed its age. Executing our mission effectively required numerous

infrastructure improvements that had to be prioritized, designed, and funded as expeditiously as possible. I

engaged the help of the Health Facilities Office-Europe (HFO-EU) in designing creative solutions to our

problems, and through the talents and expertise of Capt (later Lt Col) Bill Tweedie, I learned the full value of

having the HFO as a partner in bringing about change. This experience truly affected my success not only at

Spangdahlem but in my next assignment as well.

“Fix My Facilities”

Reassignment offers included COTs to England and Japan or either HQ SAC or HQ Air Force Logistics

Command (AFLC), but the phone call with Colonel John Wilson, AFLC/SGA, sealed the deal to head to Wright-

Patterson AFB, OH. BGen Bill Meader, AFLC/SG, got straight to the point during my “welcome” meeting; he

simply said, “Fix my facilities.” I scheduled initial assessment visits immediately to our five Logistics Centers at

the time (Hill, Kelly, McClellan, Tinker, and Robins), and the meetings with all Medical Treatment Facility

(MTF) executive teams revealed a variety of significant issues requiring immediate attention.

Taking a Page from Ray Inman’s Guidebook for Success

Col Ray Inman was my mentor and first “boss” at HQ ATC where I had successfully applied one of his key

“Rules of Runaround” to garner support and assistance in leading change with diverse parties. The Three Cs of

Communication, Cooperation, and Coordination had been a guiding principle during my previous MAJCOM

tenure as ATC/SGAT (now AETC/SGE), and it became even more important with this new challenge. Through

practice and experience, I added three more C’s that resulted from the first three: Confidence in our vision and

direction, which led to Collaboration, i.e., working well collectively to create something new that achieved the

desired Change for the greater good. Executing the first three C’s faithfully with each MTF executive leadership

team and other key players established a foundation of trust for addressing each location’s most critical needs.

More than a Handful of Players and Solution Sets



The breadth of work required to replace or improve AFLC medical facilities allowed me to work with the Health

Facilities Offices in all three Conus regions: Eastern for Newark, Robins and Wright-Patterson AFBs; Central

for Kelly and Tinker AFBs; and Western for Hill and McClellan AFBs. The relationships I built with the MSC

and BSC officers in each of these locations were critical in achieving successful outcomes, but in the process, I

gained valuable insights into the diverse expertise and talents that existed within our HFOs. Without the help of

these exceptional officers, progress in modifying existing facilities and building new ones would have been

impossible.

Military Construction (MILCON) projects took years to accomplish because of the long review, approval, and

funding process through both MAJCOM and HQ USAF levels as well as the price tags associated with building

new facilities. HQ USAF/SGSF was a critically essential partner in getting MILCONs aligned with USAF

funding proposals within the Program Objective Memorandum (POM) and USAF budget. Assessments of some

MTF needs also necessitated planning, design, and execution of emergency construction (P-341) projects to

address Life Safety Code (LSC) violations and issues.

P-341 projects fell outside the typical MILCON planning cycles, and their critical nature in addressing immediate

MTF needs required garnering support outside of medical channels, especially from HQ AFLC/CEC, which

directed Base Civil Engineers to allocate planning and engineering resources for local project reviews and

approvals. Our planning was successful because of the understanding and support from Messrs. Tom Fisher and

Juan Perez that developed through extensive application of the Three Cs as well as integration of efforts within

the context of the total AFLC construction program. The path between my office and CE was so well worn that

Fisher jokingly suggested at one point I should move my office into CEC because of the amount of time I spent

there.

The execution of MILCON and P-341 projects also engaged the Office of the Corps of Engineers (OCE), and

the HFOs were the linchpins in working with and gaining support from different geographic districts where our

projects were being planned. The HFOs also oversaw the architectural and engineering (A&E) contracts that

were awarded for each project. As a team, we spent time in Washington at OCE headquarters as well as in regional

locations like Savannah, GA, doing design reviews in conjunction with the designated A&E firms for our projects.

Navigating Choppy Waters

Funding projects was another challenge altogether since the Services were facing significant reductions in the

aftermath of the end of the Cold War. The role of the MAJCOMs in translating USAF strategy within the Defense

Guidance into operational actions at the base level became more challenging. CORONA grappled with

organizational restructuring, re-engineering, and mission redefinition resulting from the fall of the Berlin Wall,

the end to the Iron Curtain, and the demise of the Soviet Union, all of which led to Base Realignment and Closure

(BRAC) actions as well as the first round of Joint Service consolidation efforts with concomitant political

overtones and interest.

We also had to deal with the first efforts to consolidate operations and maintenance (O&M) funding for Air Force

MTFs under the Assistant Secretary of Defense for Health Affairs (ASD (HA)). Prior to FY92, MAJCOMs

underfunded MTF 4th Quarter O&M, anticipating reallocation of R&D funds at the end of the FY to cover projects

that could not be executed within approved budgets. From a MAJCOM planning perspective, we had come to

rely on “Fallout” as a key means for funding MTF O&M facility projects and restocking medical supply

inventories prior to the start of a new fiscal year. In the summer of 1992, MAJCOMs and AF/SG faced a fiscal

crisis that affected access to care and breadth of services at some MTFs as the result of Line Commanders not

being able to reallocate LAF resources to cover anticipated fallout because of new guidance from ASD (HA).

Although the crisis was resolved, we realized new approaches were required to deal with change in MTF

oversight.



Working MILCON projects with the HFOs and HQ USAF also meant garnering support from the relatively new

Defense Medical Facilities Office under ASD (HA), headed by Mr. Gordon Dowrey. Lt Col Ray Joy Pfannstiel

represented the Air Force within DMFO and did an excellent job in helping us save several MILCON projects in

the face of austere funding.

Moving the Needle

When I arrived at HQ AFLC in July ’88, I expected to return to MTF leadership three years later; however, this

MAJCOM tour took on a life of its own (See my April 2019 MSCA article Restructuring the Air Force and

Reshaping the MAJCOMs: The Birth of AFMC).

Despite the circumstances, the extended tour allowed me to work with the HFOs and MTF executive teams in

executing an extensive array of projects, the major ones being:

• Eglin AFB, FL (USAF Hospital Elgin):

o P-341 Project to address LSC deficiencies and redesign L&D and surgical suites

• Hill AFB, UT (Ogden Air Logistics Center):

o MRPM projects to address LSC issues in the laboratory, replace emergency generators, replace steam

lines and coils, and convert bioenvironmental engineering space to support work force health

education programs.

• McClellan AFB, CA (Sacramento Air Logistics Center) (Now closed):

o $700K MRPM Dental Clinic rehabilitation

o Integrating the former USAF Hospital Mather (323rd Medical Group) and USAF Clinic McClellan as

result of BRAC

• Newark AFB, OH (Now closed):

o $500K replacement Occupational Health Clinic in conjunction with the Peacekeeper MILCON

project was moved to DMFO for support after the LAF cancelled it.

• Robins AFB, GA (Warner Robins Air Logistics Center):

o A 30,000 SF MILCON that replaced the Occupational Health Clinic and consolidated occupational

medicine, bioenvironmental engineering, military public health and flight medicine functions;

o A $1.5 million P-341 upgrade to USAF Hospital Robins that included a complete LSC upgrade and

modifications to the nursery, recovery, and emergency rooms;

o Medical Real Property Maintenance (MRPM) projects to convert the dining room into a physical

therapy clinic, create a four-bed recovery room, and construct a modular facility for command and

administrative functions.

• Tinker AFB, OK (Oklahoma City Air Logistics Center):



o A 25,000 SF MILCON for an addition/alteration to USAF Hospital Tinker to accommodate mission

expansion with the Navy E6 bed-down and inclusion of the 570th TAC Clinic (AF Reserve)

o A MRPM project to build an interim recovery room to accommodate a third operating suite to ensure

continuity of operations during the MILCON project above;

o A 34,000 SF MILCON that replaced the antiquated Occupational Health Clinic within the main

maintenance facility;

o MRPM Project to install CT scanner obtained through investment funds.

Thanks to Many

During my tenure at HQ AFLC/AFMC, many talents contributed to the successful execution of an infrastructure

overhaul plan that exceeded $50 million in MILCON, P-341, and MRPM funds. The attached photo of the

1991 Joint Health Facilities Symposium includes many of the HFO staff to whom I am indebted for their support

in executing projects that benefitted those who served in AFLC/AFMC MTFs and Occupational Health Clinics,

in particular:

• Eastern Region: Colonels Dick Terry (deceased) and Randy Blansett, Lt Col Chris Hughes, Majors Steve

Swacker and Roberta Young, Captains Lorn Heyne and TJ Burr.

• Central Region: Colonel Steve Mirick, Majors Jackie Tarkington and Rodney Wong, Capt Yolanda

Reavis, and 1LT John Wrockloff.

• Western Region: Colonel Fred Huberty, Lt Col Larry Janes, Major Dave Boyles, Captains Jane

Marston and Susan Merrick.

Thanks also to the those at the Air Staff who surmounted funding and political issues to sustain support for

AFLC/AFMC capital projects and MRPM funding: Colonel Gordy Best, Lt Col (now Colonel) Bill Krause,

Lt Col Mike Thornell (AF/CECM), Maj (now Colonel) Don Taylor, Lt Col Jodie Sell (NC), Maj Bob

Bridges, and Captains Nancy Moore and Ken Purvis.



1991 Joint Health Facilities Symposium, San Francisco, CA

Row10: Lt Col Chris Hughes (HFO-ER), Capt Ron Richardson (HFO-WR), Maj Rodney Wong (HFO-CR), Maj Ed Torres

(AF/SGSF)

Row 9: Maj Dave Boyles (HFO-WR), Lt Col Steve Gressel (AF/SGSFW), Maj Tom Tatko (HFO-WR), Capt Eric Downing

(HFO-WR), Capt Mike Eller (HFO-EU), Maj Brad Provancha (HFO-EU), Lt Col Ray Benedetto (HQ AFLC), Capt

Steve Flowers (HQ MAC), 1Lt Andy O’Brien (HFO-WR)

Row 8: Lt Col (Ret) Dave Wilson (SS&A), Capt Ken Ivery (Wilford Hall), Maj John Westergard (AF/SGSFW, AF Reserve),

Maj Steve Swacker (HFO-ER), Lt Col Bill Krause (AF/SGSF), Maj John Baldwin (AF/SGSFW), Col Steve Foster

(Elmendorf/SGA), Capt Gary Assante (HQ PACAF), Mr. Edgar Morris (COE/Mobile District)

Row 7: Mr. Don Thompson, Mr. Pat Eckes, Maj Randy Rutherford (HFO-ER, AF Reserve), Capt Dennis Beatty (HQ ATC),

Capt Mike Menning (HQ TAC)

Row 6: Dr. Roger Ulrich, Capt Ken Purvis (AF/SGSF), Lt Col Jodie Sell (AF/SGSF), Capt Nancy Moore (AF/SGSF), Maj

Roberta Young (HFO-ER), Capt Yolanda Reavis (HFO-CR), Lt Allison Combs (AF/SGSF), Nancy Chellew

(AF/SGSF), Maj Denny Elmore (HFO-WR), Col Bob Capell (AF/SGHP)

Row 5: Maj Kurt Kneeland (DMFO), Capt Krzysztof Myszkowski (SPACECOM), Capt Ricardo Gonzalez (HFO-EU), Capt

Lorn Heyne (HFO-ER), 2Lt Doug Harper (HFO-ER) (Behind Zimmerman), 1Lt John Wrockloff (HFO-CR), 1Lt Jim

Tripp (HFO-WR), LT Ron Deike (US Navy), Col Merle Tanner (AFELM), Capt Jane Marston ((HFO-WR)

Row 4: 1Lt Rich Onken (USAF Hosp Nellis), Lt Col (Ret) Doug McClain, Capt Don Rusher (HFO-EU), Maj Don Taylor

(AF/SGSF), Lt Col Bill Tweedie (HFO-EU), Lt Col John Hatfield (DIS), Capt Susan Merrick (HFO-WR)

Row 3: Maj Gary Mutschler (DMFO), Lt Col Mike Thornell (AF/CECM), Maj Jackie Tarkington (HFO-CR), Maj Don

Bullard (DMFO), Maj Lloyd Swartz (AF/SGSF), Capt Dan Zimmerman (HFO-CR), Maj Tom Rosenswike (DMFO),

Capt TJ Burr (HFO-ER), SSgt Evelyn Quarles (AFELM), SSgt Sabrina Swain (AF/SGSFW)

Row 2: Col John Stephenson (HFO-EU), Col Mike Jiru (AFOMS/SGSL). Col Fred Huberty (HFO-WR), Lt Col Larry Janes

(HFO-WR), Col (Ret) Joe Baird (SS&A), Mr. Craig Roberts (OCE), Maj (Ret) Jim Hoover, Maj Bob Bridges

(AF/SGSF), Maj (S) Tim Ward (AF/SGSFW), Capt Joanne Parks (AFMLO)

Row 1: Col Dick Terry (HFO-ER), Col Gordon Best (AF/SGSF), Mrs. Rhea Blansett, Col Randy Blansett (HFO-ER), Mr. Jim

Allred (OCE), Mr. Gordon Dowrey (DMFO), BG Pete Bellisario (AF/SGA), Col Steve Mirick (HFO-CR), Col Bill

Dick (AFISC/SGA)



The Air Force Health Facilities Symposium took on a new “look” in 1991 with the advent of the Defense

Medical Facilities Office (DMFO) and the introduction of the Joint Service Health Facilities Symposium. This

photo shows the Air Force representation at the 1992 Joint Services Symposium that was held in Atlanta, GA,

17-22 May 1992. ~Courtesy of Col (Ret) Ray Benedetto

Row 5 Lt Col Mike Thornell, Lt Peter Veale, Maj Jackie Tarkington, Lt Andy O’Brien, Lt Col Ray Benedetto,

Maj Steve Swacker, Maj Charles Armstead, Lt Col Steve Gressell, Lt Richard Onken, Lt Col Jeff Butler

Row 4 Capt Ken Ivery, Capt Eric Downing, Lt Col Bill Krause, Maj Tom Rosenswike, Maj Gary Mutschler, Maj

Bob Bridges, Capt Kevin Purvis, Garland Scott, David Cole, Capt Gil Weston, Capt Ron Richardson,

Sonya Wynne

Row 3: Stephen Wolfgang, Lt Col John Hatfield, Capt Don Rusher, Capt Ricardo Gonzalez, Maj Don Taylor, Maj

Roberta Young, Capt Jane Marston, Lt Doug Harper, Capt Jon Yow, Capt Joseph Crews, Capt Mike

Menning, Capt TJ Burr

Row 2.5: Lt Col Jodie Sell (Behind Capt Merrick), Capt Ronn Steele (Behind Nancy Chellew), Lt Allison Combs

(Between Capts Reavis and Heyne)

Row 2: Mikeual Perritt, Capt John Wrockloff, Capt Susan Merrick, Lt Col Larry Janes, Nancy Chellew, Capt

Nancy Moore, Cleo Walton, Maj Don Bullard, Capt Michael Eller, Capt Yolanda Reavis, Capt Lorn

Heyne, Lt Col Bill Tweedie, Barbara Dabney, Maj Tim Ward, Lt Col Chris Hughes

Row 1: Maj Alvin Drye, Col Steve Foster, Col John Stephenson, Col Fred Huberty, Col Dick Terry, BG Peter

Bellisario, Col Gordon Best, Col Bob Hauser, Col Steve Mirick, Lt Col Ray Joy Pfannstiel, Maj Rodney

Wong, Maj Dave Boyles, Maj Brad Provancha



AIR FORCE MEDICAL SERVICE CORPS ASSOCIATION (MSCA)

INTERVIEW PROTOCOL (OPERATING INSTRUCTION) FOR USAF MSCS

“In Their Words: USAF MSC History As Told By the MSCs Themselves”

Editor note: Col (Ret) Jody Williams has volunteered to be a USAF MSC Historian Interviewer. You can be

one too! Below is our latest INTERVIEW PROTOCOL overview. More details can be provided in request

Purpose: Provide a process, questions, and tips to

use when interviewing USAF MSCs. Based on the

situation, the interview could include the spouse,

surviving spouse, or family member.

Goal: Capture recollections of professional life

experiences, most memorable moments, and

contributions in the context of the evolution of the

MSC and AFMS and the era the MSC served.

Products: The interviews will culminate into a series

of short publications, articles for newsletters, provide

material for “Official and Unofficial” USAF MSC

History documentation efforts.

Process: The interview should shed light on how the

MSC’s service influenced his or her life and others,

skills, and summary of unique experiences. Dividing

an interview into segments allows for gathering

important details while nurturing memory. Interviews can be conducted in person (preferred), use of the MSCA

Zoom VTC system, or telecon. Note: Where “Atch” is indicated a complete package will be provided upon

request. The process is as follows:

1. Coordinate: Contact and coordinate the MSCA Historian ([email protected]) for any specific

MSCs of interest, questions to ask, and other helpful suggestions on making the interview a success to you

and the interviewee. A complete package is available upon request.

2. Schedule: Contact MSC to set up date, time, location. Request the MSC complete the Background and

Accession Information (Atch 1) in advance of the interview. Some questions may not apply.

3. Prior to Interview:

a. Develop 5-7 interview questions for you and interviewee; see suggestions (Atch 2)

b. Share Questions: Share the questions beforehand (Atch 3). Often interviewees are more

comfortable if they know what kinds of questions you might ask.

4. Prepare:

a. Prepare yourself by reading about the era MSC served in

b. Review the interview questions and develop sub questions or probing questions.

5. Conduct the session, Divide the Session, Be Agile: focus on four segments (Atch 4)

a. Introduction: purpose, permission to record, use of the final interview

b. Interview Session: as key questions to support the goals; sub questions to probe

c. Summary: summarize highlights and offer opportunity to provide additional thoughts

d. Wrap Up:

Member to the Historian Interview Team—

Lt Col (Ret) Jody Williams




i. Explain the next steps: transcription, approval, application

ii. IMPORTANT! Ask for any photos, documents or artifacts to donate or scan while there or

IOU to send you.

iii. If required, promise to return after scanning. iPhone pics could be useful too.

iv. If amenable, take a few photos or selfie of the interviewee and yourself

6. Listen, RECORD, and Take Notes: Let the MSC tell his or her own story. The questions below were

developed to provide general guidance only, so don't feel obliged to ask all the questions especially sub

questions. A few points to help with the session

a. There are some really great free recording APPS such as VOICE RECORD PRO in the Apple

Store. Voice Record Pro is a professional voice recorder. It allows you to record voice memos and

on-site sounds at unlimited length with configurable quality. Suggest you download and get

comfortable with the features.

b. The MSCA Association uses ZOOM/VTC. This would allow you to conduct the interview via

ZOOM/VTC and record the session.

c. Facetime works but will require set up on the iPhones prior to the actual interview.

7. Transcription and Publication:

a. Finalize the transcription and acquire interviewee’s approval. There is flexibility in the final

product. The goal is a publishable product in the form of an article, summary, poster board, story in

pictures with captions, and/or full transcript. See the attachments for ideas.

b. Provide final products and artifacts to the MSCA Historian at

[email protected]

c. Submit a short publishable product for the MSCA Newsletter. These will vary from interview and

interview depending on the outcome of the interview. Submit to

[email protected]

Forget Annual Dues!

Upgrade to Life Member! It Costs Less with Less Hassle!

[email protected]


https://apps.apple.com/us/app/voice-record-pro/id546983235

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Our History, Legacy, and Culture Count! From the pamphlet…"USAF HOSPITAL CLARK...THE

MEDICAL CENTER OF SOUTHEAST ASIA” Ever stationed here? Send the MSCA History and

Newsletter “Objective (not fake news)” team of MSC investigative journalists your pictures and stories!



FLASH BACK!



NAVY BRAT CAUGHT IN THE ACT

BY KEN MACKIE

As is/was the case for many military brats, I was fortunate to be able to avail

myself to part-time jobs on base at the exchange and O’Club. And so it was in

the spring of 1959, I nailed a job at the Navy Exchange cafeteria (also known as

the “geedunk”) at Naval Air Station Alameda, California. My duties were to tend

the cash register on a relief basis and do other fill-in jobs, but my primary

assignment every Saturday and Sunday afternoon at closing time was cleanup of

the floor.

Specifically, I had to put all the chairs on top of the tables, sweep down the cafeteria floor, swab it with a mop

and then run the buffer before resetting the chairs on the deck. I was happy for the job which paid about $1/hour.

That said, it wasn’t really much fun! One day the weekend manager, a 23–year-old off-duty sailor who was from

nearby Treasure Island Naval Station, learned that the driver/cashier for the mobile canteen was to be a no show

and he looked around for someone to take the driver’s place. “Mackie’, he said, “can you drive the mobile

canteen?” “Sure” I replied, “No problem. Beats swabbing the deck here!” I failed to mention to him that as I

was not yet 16, and I had no driver’s license, but then, that was not what he asked. I knew how to drive a 3-speed

stick shift as my mom had taught me, and I believed I was fairly competent. How difficult could a 5-speed be?

So, for about 3 weeks, I was in tall cotton, working part-time in the cafeteria and then doing a tour or two on the

circuit with the mobile canteen. Offerings included coffee, doughnuts, pre-made sandwiches, soda, candy,

Twinkies and cigarettes.

The mobile canteen went from the main cafeteria to Pier 3 where the

carriers tied up, to other work areas on base, to the gym and pool, and

to base operations, before returning to the Exchange for replenishment.

Customers would enter via the rear door, make their selections of

“geedunks” (Navy talk for snacks as well as the venue for dispensing

of same) and then check out with the driver/cashier up front. So, one

fine Sunday at about 1630, I was making the rounds and pulled up to

Base Operations as the final stop of the day.

A few customers came through and then I noticed that the last one was

a lieutenant commander in working kakis with gold wings and a name

tag that read MACKIE! Ooops! I had forgotten that my dad was the

duty officer that day. “What are you doing?” he asked incredulously.

“Ahhh, driving the mobile canteen, Sir, “I replied. Speechless, he

nodded, paid for his coffee and sandwich and left through the front

door and went back to the base ops building. As I recall, he spoke with the NEX officer, LT Harry Blackwell,

SC, USN, on Monday morning and the following weekend, I was back sweeping, swabbing and buffing the deck

in the main geedunk.



ANOTHER FLASH BACK!



LOOKING FOR A CAREER AFTER THE AIR FORCE –

LOOK AT COMMUNITY HEALTH CENTERS (CHC),

BYRON GEER, LTCOL, USAF, MSC, (RET)

When I was planning my retirement from the Air Force I wanted to stay in the same geographical area. This

effectively limited my job prospects. I had two job interviews…one with a hospital and one with a community

health center. I knew what a hospital was, but I had no idea what a community health center was. I did some

research and learned more about them. I was offered both jobs and decided the community health center was the

best fit for me. It may be for you, too. If your knowledge of community health centers (CHCs) is as scant as

mine was, here is some background information.

The guiding mission of CHCs is to provide comprehensive primary care and preventive services to medically

underserved populations. CHCs are community-based and patient directed organizations. CHCs integrate access

to pharmacy, mental health, substance abuse, and oral health services in areas where economic, geographic, or

cultural barriers limit access to affordable health care services. CHCs deliver care to the Nation’s most vulnerable

individuals and families.

Overall, there are nearly 1400 CHCs operating over 12,000 service delivery sites in every state, U.S. territory,

and the District of Columbia. In 2018, there were more than 236,000 full-time health center providers and staff

serving over 28 million patients, the overwhelming majority of which come from working families. Each CHC

is a private non-profit (501c3) organization. Specifically, CHC’s:

• Deliver high quality, culturally competent, comprehensive primary care, and supportive services such as

health education, translation, and transportation that promote access to health care.

• Provide services regardless of ability to pay; charge for services on sliding fee scales based on income.

• Operate under the direction of patient-majority governing boards.

• Develop patient-centered and integrated care systems to address the needs of their medically underserved

areas and populations.

Most CHCs receive federal grant funding to improve the health of underserved and vulnerable populations. Some

CHCs receive specific funding to focus on special populations such as homeless individuals and families,

migratory and seasonal agricultural workers, and public housing residents. Most CHC operating funds come from

Medicaid, Medicare, private insurance, patient fees, and other resources. CHCs receiving federal grant funds

have access to medical malpractice coverage under the Federal Tort Claims Act; federal loan guarantees for

capital improvements; 340B drug pricing; Vaccines for Children Program; and school loan repayment programs

for health care providers.

Less well known…CHCs have proudly served anyone who needs care, including the brave men and women who

served in our armed forces. In communities throughout the country, health centers have forged successful

partnerships with local Veterans Affairs (VA) providers to ensure more veterans have timely access to primary

care, especially in rural areas and communities where doctors are scarce. Community Health Centers have a great

mission, dedicated staff, and a nationwide network of resources to help individual health centers. If this is

something that appeals to you, give them a look. A great place to start your research is the National Association

of Community Health Centers at www.nachc.org and go from there.

I spent 14 years as the CEO of the Pueblo Community Health Center in Pueblo, Colorado. Looking back, it was

the best move I could have possibly made upon leaving the Air Force. Good luck to each of you making the

transition.

Byron Geer / 719-251-1296 / [email protected]


http://www.nachc.org/


LEADERSHIP AND MENTORING MOMENTS!





MSC CORPS CHIEF’S OFFICE!



THE JOURNEY BEGINS

Brig General Wagner Team Builder Award – HSA Class 20-A: Capt Ryan Young

Family: Spouse: Shelby Child: Sam and Caroline Hometown: Des Moines, Iowa Unit of Assignment: 132 MDG, Des Moines, Iowa, IAANG Duty Title: Readiness Officer/TBD E-mail Address: [email protected] Work Experience: 2016-Present: Iowa Energy Office Project Manager 2014-2016: Nelson Construction & Development Project Manager 2011-2014: Joerns/RecoverCare Account Executive/Regional Operations

Manager 2008-2009: Eglin AFB-Acquisitions Officer 2005-2008: Hurlburt Field-Aircraft Maintenance Officer Goals and Future Plans: - Major in 2020 and Iowa Energy Office Team Leader

Academic Background: MBA, Drake University and BBA, University of Iowa

Found in CYBER-SPACE …

LEAKERS? NO WAY

No MORE BTZ?

Air Force to drop below-the-zone

promotions for officers - The Air Force

is planning to eliminate early promotions,

known as below-the-zone promotions, for

officers. Chief of Staff Gen. Dave

Goldfein said in a Dec. 4 memo to

commanders that he is planning a video

teleconference with them on Dec. 16 to

talk about how the transition will take

place. The leaked memo was posted

Monday on the unofficial Air Force

amn/nco/snco Facebook page, and its

veracity was confirmed by the Air Force.

…. In the memo, Goldfein said the Air

Force will transition from the current

below-the-zone system to a more merit-

based system encompassing a single

zone. This will begin during the next

active-duty lieutenant colonel board,

which was originally to be held next

March but will now be delayed until May

to give the changes time to take effect.

…..


https://www.airforcetimes.com/news/your-air-force/2019/12/09/air-force-to-drop-below-the-zone-promotions-for-officers/

https://www.airforcetimes.com/news/your-air-force/2019/12/09/air-force-to-drop-below-the-zone-promotions-for-officers/

https://www.airforcemag.com/app/uploads/2019/12/Talking-Points-BPZ-and-Merit-based-Reordering_ao-9-Dec-19.pdf




KIRTLAND MSCS AND THE MOBILE EXPEDITIONARY READINESS CLINIC

Under the leadership, mentorship and guidance of Group Commander Colonel Mary Stewart and MDSS

Commander Lieutenant Colonel Amanda Phlegar, the MSCs at Kirtland Air Force base helped with the initiation

of a mobile medical clinic outreach to improve readiness and patient care.

The Mobile Expeditionary Readiness Clinic (MERC) is an innovative collaborative outreach initiative that takes

healthcare to the service member. Birthed by innovation, the idea emerged from MSC Lt Col Phlegar who

convinced other squadron commanders on base to pool squadron innovation funds (SIF) to purchase the $63K

trailer. Defense Health Program (DHP) appropriation funded the equipment and supplies. The MERC

concentrates on improving the Actionable Individual Medical Readiness (A-IMR) of service members through

completion of annual provider health assessments, immunizations, and lab draws. Units with elevated A-IMR are

identified by the MERC team; the MERC team then reaches out to the unit to coordinate the best time to bring

the MERC on-site.

In its first four outings “The Trailer” has averaged 28 IMR improvements and has decreased the A-IMR of visited

units 4.56% (38% improvement per outing). The initiative improves base efficiency by saving a forecasted 556

man hours in its first year. The MERC has received rave reviews from leaders across Kirtland Air Force Base.

The MERC is an example of collaboration and innovation. It shows what is possible with team coordination,

invention, and enterprise. Plans are in the works to use the trailer as a hub to consolidate all of Kirtland’s outreach

initiatives and bring a full suite of services to on base units.

Right - MSCs 1st Lt Alex Wolf, 1st Lt Brian Watkins, 1st Lt Kali Coleman, 1st Lt Allan Rodriguez,

Captain Chad Scarbro



READINESS IS ABOUT PREPARATION, LIFE LONG LEARNING AND CHALLENGING THE

STATUS QUO …THAT’S HOW YOU BUILD TRUST!



HEART DRIVES INNOVATION

COL JENNIFER GARRISON

332 EMDG drives innovation by creating a Health Expeditionary Assessment Resiliency Team (HEART) Clinic

at the Flight Line. Major Karen Rupp, Flight Doctor and 2 IDMTs, TSgt Leigh Jones and SSgt Daquan Johnson,

Major Erin Sturgell, Physical Therapist, Capt Kevin Hiner, Psychologist and MSgt Jamel Garrett, Mental Health

Technician, embed at the Flight Line Clinic to optimize the human weapons system and keep our warfighters in

the air safely to fight the enemy. This team has lowered barriers and increased trust and compassionate care that

drives our warfighters to be resilient to generate and execute combat power.

Chief of Staff of the Air Force, Gen Goldfein, has said “his number one priority is readiness; morale is better

when readiness is better”. He also said, “Morale and readiness are inextricably linked; where readiness is highest,

morale is highest.” The “HEART” team seeks to improve readiness by focusing on the individual’s health and

wellness to get combat readiness fully mission capable. The Flight Doctor and IDMTs support the flyers and

maintainers quickly to help alleviate symptoms or prevent any medical conditions from getting worse. The Flight

Doctor and IDMTs offer immunization lines to groups of individuals at their worksites to help increase IMR rates

and compliance while minimizing time away from work. The IDMTs use the same concept of bringing care to

people with less access by going out and “walking the flight line” and going to each of the different maintainer

worksites each day during shift change to see if anyone needs care. Since starting the flight line clinic, the flight

doctors and IDMTs have seen a 30% increase in usage of services. The quick access to care decreases DNIF rates

and helps to keep the mission moving forward.

The primary role of the Physical Therapist is to minimize the barriers to musculoskeletal care for the flight line

personnel. Providing a treatment space allows members to be seen while on their shift making it more likely they

will seek care immediately after an injury and minimizing the chance that it will impact their ability to perform

work duties. Same day availability ensures that flight line personnel are seen an average of 5 days sooner than an

appointment would be available at the main clinic. Physical Therapy is also able to coordinate closely with Flight

Medicine so that Aircrew have same day access to treatment options that can have immediate results which does

not require a formal DNIF. This significantly decreases possible impact on the flying schedule and has resulted

in only one MSK-related DNIF in the last three months.

The Mental Health team has prioritized outreach

and prevention services through walkabouts at

flight line shops. Outreach efforts have yielded a

50 percent increase in Mental Health

appointments in August and September. In

recognizing the continued need to decrease

Mental Health stigma and increase access for

flight line personnel, the team adapted the

Behavioral Health Optimization Program

(BHOP) model. This allows flyers and

maintainers to have access to short-term,

solution-focused behavioral health tune up

services treated as a primary care appointment.

This enables warfighters to engage in services

that minimize mission impact with same day

availability, shorter appointments and reduced

lost work hours.

The “HEART” teams work with those exposed to the rigors of military aviation. This proof of concept has created

trust and compassionate care for our warfighters to focus on the mission and has overall increased resiliency for

combat stress, decreased aeromedical evacuations, increased IMR rates to 100% and decreased long term DNIFs

ensuring medically ready Airmen!



READINESS AND SERVICE TO THE NATION IS OUR HIGHEST CALLING!

The African Partner Outbreak Response

Alliance (APORA) VIII brought together

key leaders from U.S. Air Forces Africa and

more than twenty African nations in order to

discuss and improve detection and response

to emerging infectious diseases. Interviews:

Brigade Gen. Dowlo N’Dri Athanase Yao

President of APORA

Col. Timothy Dykens

Chief of Medical Readiness for U.S. Air

Forces Europe/Africa

Col. Krystal Murphy

Deputy Command Surgeon for U.S. Africa

Command

https://www.dvidshub.net/video/725547/apor

a-viii-overall-sm


https://www.dvidshub.net/video/725547/apora-viii-overall-sm

https://www.dvidshub.net/video/725547/apora-viii-overall-sm


RESERVE MSC HELPS SUPPORT EHR TRANSITION

LT COL FELICIA BURKS

Captain Yemi Arunsi, 459th Aeromedical Staging Squadron Officer, Joint Base Andrews, in Charge of

Inspections, is supporting the transition of DOD’s legacy electronic health records system to the new Military

Health System (MHS) GENESIS in direct support of the AFMS and DHA’s Revenue Cycle Management cell.

Capt Arunsi serves as an action officer involved in extensive project management of key MHS GENESIS revenue

cycle functions to include health information management, medical supply chain, referral management,

scheduling, patient registration, coding, billing, clinical reporting and acute case management. In a nutshell, these

are key services that MSCs lead within the Group Practice Manager (GPM), Resource Management and Tricare

Operations and Patient Administration (TOPA) functional areas. To paint a clearer picture, think of the patient

access functions which include registration and scheduling as a TOPA/GPM core solution; case management

functions of utilization management and discharge planning aligned to referral management (TOPA flight), and

service documentation and billing as functions typically managed within our Uniform Business Office responsible

for capture of Other Health Insurance (TPC, MSA, MAC) managed by the Resource Management Flight.

However, the twist is that while the function primarily focuses on the RMO, GPM or TOPA areas, it requires

some knowledge of information management/information technology…another MSC function.

The Healthcare Financial Management Association (HFMA) defines revenue cycle as “All administrative and

clinical functions that contribute to the capture, management and collection of patient service revenue.” The

Defense Health Agency’s Chief Health Information Officer (CHIO) often refer to these functions as the CAB

community, to capture the Clinical, Ancillary and Business solutions within MHS GENESIS. Revenue cycle

management is the A-Z or end-to-end of every Military Treatment Facility’s tasks, critical to healthcare delivery

and business intelligence tools. The business intelligence tools equip senior leaders and Chief Financial Officers

with reliable data to assess the facility’s performance, service demands and monitor revenue goals.

As we transition to a new system, change management is the linchpin to our success and leaders at every level

must embrace it. Capt Arunsi has realized this truth as a unique opportunity. He is directly involved in MTF

engagement calls and several other wave support functions. One of these functions is the Patient Care Location

(PCL) hierarchy and data collection process, another revenue cycle management function. The PCL process is

initiated at D-15, which means enterprise and MTF level activities will commence to capture all patient care

locations within an MTF 15 months prior to the implementation of MHS GENESIS at the respective site. As a

common theme, this is also where our GPMs are heavily engaged with inputs from facility management, resource

management, IM/IT and clinical areas.

As a Reservist, Capt Arunsi is making a significant impact to the Military Health System’s transformation and IT

reform and directly applying his Master's in Healthcare Informatics. In addition to his service in the Reserve

component, Capt Arunsi is a civil service employee where he previously served as the special assistant to the

Secretary of Veteran’s Affairs and now functions as a senior administrator with the VA Office of Health

Informatics, Strategic Investment Management. When asked about the opportunity to work directly with the

AFMS and DHA, Capt Arunsi responded, “This is an exceptional support position within the Air Force Medical

Service and Defense Health Agency working as an Air Force Reserve Officer. I am able to leverage experience

gained as a civilian in healthcare and use my master’s degree in health informatics. I feel really great and humbled

to be a part of this ground-breaking project as a reservist. I have the opportunity to learn from senior MSC and

clinical leaders at the Defense Health Headquarters. I am taking full advantage of the breadth of experience

working with senior MSC officers.” In 2017, MHS GENESIS deployed to four sites across the Pacific Northwest

as part of an initial operation launch. Capt Arunsi will assist with Wave Travis and subsequent waves in early

September 2019. He has certainly grasped the breath of MSC core functional skills in Systems, TOPA, RMO,

and GPM functions and shares that there is no substitute for this unique experience.



FOCUS ON THE MISSION, TAKE OF YOUR PEOPLE, HAVE SOME FUN--RESILIENCE!

SEE YOU

IN

ORLANDO!



BUILDING RESILIENCY AS LEADERS: A STORY ON WHY IT MATTERS

MAJ CHRIS AND SHELLEY HARMER

Introduction

Leadership can be difficult, especially when challenges present; even more so when these challenges are not

mission oriented, but people oriented. The people piece is what makes the difference when it works well, but

when it does not, how involved are you prepared to be? I hope after reading this story, you will become a leader

willing to adjust the focus from the mission to the person when needed. An Airman-Centered approach to

leadership is necessary at times; it can make a difference, and in my case, save a life.

I am not offering a deep dive in the literature, although it is something I am exploring more and more. A particular

aspect of leadership I encourage you to learn more about is emotional intelligence. I truly believe leaders with a

high emotional intelligence, who are willing to get involved can change a culture, and in my case it is the reason

I am able to share my story. At one point I had honestly thought I had written my last chapter.

Here is our story…

Chris: I grew up in an abusive home where drugs and poverty ruled the day. I dealt with both physical and severe

emotional abuse most of my life. In 2004, at 18 years of age and newly married, I left home to enlist in the Air

Force in hopes to be a part of something bigger. I quickly found my place in the USAF Medical Community and

over the next decade flourished at home and work. Happily married, my family quickly grew to 4 children and all

felt right in life.

Shelley: Chris and I had been inseparable since we were 15 years old. I thought we were a set. Not a problem in

the world. We always wanted a big family, so in September 2004, about a month after we arrived at our first duty

station, we found out we were expecting our first child. Chris has always said he wants our children to have the

life and love he never had. He has worked to give us that; Chris is the best father. Throughout all of the struggles

over the past 6 years, he worked tirelessly to be there for our children and not to have his issues affect them in

any way. We were happy and things were great, but shortly after he returned from his deployment, the restlessness

began. He had always been ambitious, so it was no surprise to me when he approached me with the idea of

commissioning as an officer. As with everything he does, he set his mind to a goal and was commissioned an

officer in the Medical Service Corps in 2010.

Chris: The nightmares started around 2013. As a young and fairly newly commissioned Medical Service Corps

officer, I started to experience nightmares of childhood experiences in great detail, in addition to a startled

reaction to loud noises and an ever-increasing general anxiety. As a busy father of 3 and a new Flight

Commander, I attempted to deal with the stressors presented by doing what had always met with success – work

harder! Around the same time, I suffered a back injury preventing me from blowing off steam though running.

Struggling with things I couldn't comprehend; I began to withdraw from social situations and Church activities,

both of which were critical to me and my family's source of strength.

Shelley: I didn't recognize the person he was becoming. He was always calm, level headed, and thoughtful, but

as these struggles began, I noticed he was easily angered, at times irrationally so, and when I asked him questions,

he was angry if I would question anything. I was so confused and scared. I did not understand why he seemed to

be the complete opposite of the person I had spent the last 13 years of my life with. So I tried harder. I thought it

was my fault. In public, I would cover for him when he was too down to even leave the house. We stopped spending

time with friends, we stopped being involved at church. He always loved to have his coworkers over for Christmas

parties and for any reason to get together, and soon, we stopped these gatherings as well. Chris has been a

football player since before I met him. He LOVED football and found any reason to either play or watch whenever

he could. Soon, all of his hobbies began to fall away. Then, finally, he stopped wanting to go out and spend time



as a family. When we did, I could see how hard it was for him to even be there. When we were home, he slept or

sat around, which was such a huge change from the man who always ran around with a smile on his face, doing

whatever he could to make people laugh.

Chris: The pillars of resiliency fell one by one and I began to cope with the increased stress in unhealthy ways,

drinking excessively and further isolation. While I continued to do well at work, the family was paying the price

for my mental absence at home. The nightmares continued and with no way to release stress I relied more and

more on alcohol, my guilt grew and I distanced myself from family and friends. We had another child in September

2015, and by November of 2018 I found myself in a very dangerous place and for the first time contemplated

suicide. I felt like a complete failure in every aspect of my life and feared seeking help for the challenges I was

facing. The challenges I faced were not deployment related, so I felt that seeking help for reliving a challenging

childhood was “weak.”

Shelley: I noticed his drinking becoming a problem. He always said, you know someone has a problem when they

are okay drinking alone. He was at that point. He had a drink or two when he'd come home from work, then find

a reason to run an errand and have more. When I asked him to slow down, he told me I was nagging him, trying

to ruin his fun. He resented me more and more, and pulled further and further away. I had 3 children and a

newborn, but felt completely alone in all of it. The joy of having a new baby was hampered by the cold fear I felt

every time he grabbed his keys.

Chris: This process happened slowly over a period of 6 years and I occasionally sought help, albeit halfheartedly.

It is easy to see from the outside real help was needed, in addition to a change in behaviors. By the time I truly

reached my breaking point I could only ask myself “how did I get here?”

Shelley: I was at my wits end. I didn't know how to help. Nothing I said or did changed his behaviors. I now know

that's not how it works. I was afraid for him, for us and for our children, because I knew he was going to hit a

wall. I just didn't know when. He had worked so hard to get to the place he was at in his career, and I knew if he

didn't stop, he would either lose all he's worked for, or end up killing himself in the process.

Turning Point

Chris: So, what happened after 6 years of carrying the same burdens that pushed me to seek help? Two things,

and thankfully I only acted on one. The first is I wanted to give up. I did not want to put my family and friends

through any more pain or difficult times. The second, and I came to this very reluctantly, is I needed help.

Although my judgement was clouded, I acknowledged a truth; I found a leader that I could trust, or as was the

case when I sought help, he was in my living room. When things finally came to a breaking point for me I felt

comfortable reaching out because I had witnessed the way the leader handled himself in prior situations and

dealt with challenges. He was willing to move from mission to people, engaging them in a way that I knew to be

genuine.

It has been a long road of recovery and while I have overcome many things I still struggle with not sleeping well

and anxiety, but today I am armed with the right tools to overcome these challenges through consistent effort and

with the help of medical professionals. My life is better today than I ever thought it could be, and I know that it

will continue to improve as long as I continue to focus on building resiliency and focusing on what’s important.

Shelley: Our life is still a work in progress, but I will be eternally grateful for the leadership—there was a team

that rallied once Chris sought help. The way they conducted themselves as leaders and people, gave my husband

the confidence to confide in them as he explored how to enlist their help in getting better. He knew they were

trustworthy and cared for him. They cared for not only him, but our whole family.

Chris: The bottom-line is that I witnessed a leader who exhibited emotional intelligence on a daily basis; this



broke down my natural barriers in seeking help, and in so doing built trust. I attribute being alive today to trusting

in a leader…period. I think it is critically important that an individual seeks help; I believe it is a measure of

integrity. I do, however, acknowledge there needs to be a belief there is someone there for you, who can give you

the top cover we as Airmen need when we are compromised and might not be capable of making the best decisions.

Reflection and Advice

There is a lot more to my story, and it is not atypical. What is atypical, and what we need to change in building

an even stronger Air Force, in taking care of Airmen, is to learn more about emotional intelligence. Then, to seek

out those leaders who have emotional intelligence, and to learn how to develop and grow this type of intelligence

in future leaders.

Then we can better ask ourselves; how do we build upon our collective “soft” skills and develop resilient teams?

How and when do leaders shift from mission to people to support these teams?

Here are five practical applications that can help; things I have learned in my journey:

1. Try to start each day by quickly listing 5 things you are grateful for. As you become more comfortable

with this routine be more specific as time goes on. For example; as you start this daily exercise your list

may include family, friends, home, car and job. As time passes try to focus more on the details of things

from the day before. Try to keep it positive; if you have to provide a brief to a high ranking officer that

day you might list “I’m grateful for a job that continues to challenge me.”

At some point you will start to naturally focus on gratitude and your list might look more like this: I’m

grateful for my wife who also makes my coffee every morning, a boss who pushes me to develop and

grow, the opportunity to listen to books on tape during my drive to work [I live and work in D.C., so there

is a lot of time for that!], my son’s eager hugs as I arrive home each day, and crisp fall weather that makes

my runs more enjoyable.

2. Living your values takes consistent effort. Have you ever heard the term “vector check?” A pilot stays on

course by consistently checking their vector to make sure they are still headed in the right direction and

aligned with the flight plan. Things like storms can oftentimes throw a pilot off their vector for a short

period, but by combining their training and instruments, they are able to quickly return to the planned

vector, to stay on plan. A pilot who is off vector even a couple of degrees whilst traveling from the East

Coast to the West Coast can end up hundreds of miles off the intended location.

Think of how this applies to your life. Do you consistently do “vector checks” to make sure you are living

your values and staying on track with your “plan?” Life can throw thunderstorms your way, but it is much

easier to return to the vector if you address issues right away, routinely, rather than months or even years

later. This skill requires an honest and consistent self-assessment, an inventory of sorts. Set aside time

each week to review how your actions are, or are not, tracking with the vector you have set for your life.

3. Don’t shy away from those things that make you unique. The diversity of thought you bring to a team can

help that team grow. Learn to grow in new areas, but remember that the things you are naturally good at

are a gift and needed. The more diverse a team, the more talents it can grow and use. Oftentimes we shy

away from the things that we are good at because we don’t see how they fit, but often times those natural

skills can elevate a team to new heights.

4. Fear is a real thing for all of us; it almost killed me. Learning to embrace that fear and overcome it can

lead you to new heights. We all experience fear and uncomfortable emotions, but the difference between

those that embrace the fear and challenge the thoughts and those that are overcome by it, is the difference



between meeting and exceeding your potential. Once you have practiced this skill for some time your

mind will start to naturally acknowledge the fear, but you will be able to push through it!

5. Think of your brain like any other muscle in your body. It takes time and effort to train it. Some of the

most successful people I have met make mindfulness a part of their day. Taking 10 minutes, a couple

times a day to close your eyes and focus your mind will provide a greater return. You will be able to have

a clearer and more responsive cognitive ability. It is just as important to step away when you feel like you

can’t focus and practice mindfulness. You are taking the time to truly “refocus” your thoughts on the

moment vs. the hundreds of things that may be running through your mind.

Parting Thoughts

I continue to be fortunate in the outstanding mentorship offered to me by many Sr. MSC Officers, especially

Col Brad Weast... In my case, what may have started as a fairly simple desire to mentor a Jr. Officer opened the

door to some difficult conversations that ultimately led to me challenging my perceptions and behaviors. The

observations made and lessons learned that I share above are all an outcome of taking a hard look inside myself.

It’s difficult to do this alone and we often rely on a strong mentor to provide us with the feedback needed to

“check our vector.”

As Officers in the United States Air Force, we are trusted to build teams that are resilient, not to just push them

across the finish line. People really are our most trusted asset, and we have to remember it is a privilege and honor

to lead them. Please work to learn more about emotional intelligence. Please continue this dialogue, it is vitally

important for our success as leaders and people.





SENIOR LEADER HIGHLIGHT

TRANSITIONS

Thank you for your years of dedication and service to Air

Force and the Medical Service Corps! September October

Col Michaelle Guerrero Col Michael Dietz Col Ed Lagrou Lt Col David

Ferguson Lt Col Miguel Guevara Maj Lissete Booker Lt Col Brenda Roberts November

Lt Col Neva Vanderschaegen Lt Col Stephanie Stemen Maj Stephanie Proellochs Maj Han Chang

Maj Jeffery Taylor

Senior Leader Highlight Back to BLUF

◼ Commander, 45th Medical Group, Patrick

AFB, Florida

◼ Background

◼ “Where are you from?”

◼ USAFA Class of 1996 “Tough as Bricks”

◼ 23 years time in service

◼ 9 assignments

◼ 1 deployment

◼ Philosophy and Tips for Success

◼ Mission, Respect and Accountability

◼ Get involved in your local community and in

healthcare leadership

◼ “Tell me who your friends are, and I will tell

you who you are.” ~ Angelita Angeles

◼ Contact Information:

◼ [email protected] / (321) 494-8100

The Team at

Travis AFB

celebrated Col

Derrick

McKercher’s 22

years of service

at his retirement

ceremony.

AN OFFER RECENT RETIREES CAN’T REFUSE!

Member: If you act within 90 days, your annual membership will be waived for one year.

Non-Members: If you act within 90 days, and pay $20 now, you will receive a complimentary

membership the following year or two full years. Please mark your application with CHAIRMAN’S

SPECIAL PROMOTION so we can process your application appropriately.”

Life-time memberships are available!



FILLING GAPS: MSCS SUPPORT MENTORSHIP INITIATIVES IN INNOVATIVE WAYS

MAJ SEAN ROTBART

Your MSC Strategic Planning team has been hard at work creating new ways to support mentorship throughout

the Corps! Two initiatives I want to highlight in this article are the Facebook Mentorship function and MSC

Mentorship Guide that will be published on the Kx in January 2020.

Facebook Mentorship (https://www.facebook.com/groups/1798628276948901/): Do you ever wish you had

access to mentors outside your current base that might be able to coach you through a specific situation or give

you advice on an opportunity that’s out there? Our MSC Facebook page now has a group dedicated to mentorship,

which enables you to seek mentorship or become a mentor… An

awesome thing about this program is that it allows you to create a

“profile” and advertise needs or expertise in whatever areas you find

important (relationships, divorce, special needs, personal finance,

CROSSfit…). Once matched, the mentorship relationship can continue

on Facebook, or migrate to any other venue that is convenient for the

mentee and their mentor.

MSC Mentorship Guide: MSCs are busy people! We often try to make time for

mentorship on a regular or even ad hoc basis, but sometimes individuals need a different

perspective or have a question that maybe their senior MSC cannot answer. Enter the MSC

Mentorship Guide. This guide was crowd-sourced, created by MSCs, for MSCs (although

we know the other Corps are going to steal it). This will be an evolving document,

maintained by your Corps Office on the Kx, but always available for additions and new

perspectives. We aim to publish the document in January 2020, and will advertise to the

Corps when it becomes available. A special thanks to Col “Mambo” Mammano at

PACAF and Maj Neill at AFMRA-South for their leadership and support for both of

these initiatives.

SEND A NOTE TO SOMEONE IN THE

AOR, ANY AOR AND THANK THEM FOR

THEIR SERVICE AND WISH THEM A

SAFE AND HAPPY HOLIDAY SEASON!


https://www.facebook.com/groups/1798628276948901/


AND, GENERAL “PIE” RETURNS TO THE 2019 REUNION TO THANK HER MENTORS

But Wait, the best part of the 2019 reunion was watching Gen “Pie” teach the former Corps Chiefs to

think about process improvement, trust, communication, muscle memory and stategic thinking.

Strategic thinking? Now, that is what MSC Family, culture, history, and Legacy is all about – learning

from and teaching each other! BOLO for the video! See you in ORLANDO, 2021 for some more Fun!

Join the Conversation on Facebook!

Share a Story on Leader Development

Post a Pic Of Your Deployment, Event, Other?





DHA OVERSIGHT TRANSFORMATION IS UNDERWAY!

AIR FORCE SURGEON GENERAL UPDATES CONGRESS ON MEDICAL REFORM

AIR FORCE SURGEON GENERAL PUBLIC AFFAIRS / PUBLISHED DECEMBER 09, 2019

WASHINGTON (AFNS) -- Lt. Gen. Dorothy Hogg, Air Force surgeon general, testified Dec. 5 before the

House Armed Services Committee’s Subcommittee on Military Personnel, updating them on medical reform in

the Air Force.

Hogg’s testimony focused on modernizing the Air Force Medical Service to support the National Defense

Strategy and emerging readiness requirements.

“The Air Force Medical Service is evolving in support of national defense objectives,” Hogg said. “Air Force

medics continue to answer the call across a broad spectrum of operational, humanitarian, and disaster response

missions.”

Hogg also spoke about progress with implementing a variety of other military health reforms, highlighting the

standup of the Air Force Medical Readiness Agency, the launch of the Air Force Medical Reform Model and

the transition of authority, direction and control of military treatment facilities to the Defense Health Agency.

“Our charge is crystal clear,” Hogg said. “I am confident these reforms will maximize our ability to meet

combatant commanders’ requirements.”

Hogg also discussed how the AFMS continues to grow critical training and partnership programs, improve its

ability to save lives both on and off the battlefield and assured the subcommittee that Air Force medics are

ready to meet the challenges ahead.

“As our nation faces new challenges, I strongly believe that preparing for an uncertain future requires boldness

and innovative thinking,” Hogg said. “I have no doubt that we are moving in the right direction and that medics

throughout the Military Health System will rise to the occasion.”



DHA OVERSIGHT KICK OFF MESSAGE

LTG PACE, DHA DIRECTOR

Teammates: We’ve spent

months focusing on October

2019 as a milestone in

DHA’s assumption of

responsibility for MTF

management. You may

have noticed that things

seem much the same as they

did last week. While we

shouldn’t diminish the

importance of a formal date

for official transfer of MTF

management, the fact is

much work lies in front of

us and in many ways, it is

the hardest and most

important work yet to be

done. In the months ahead,

we’ll carry out an

implementation plan of at

least six key tasks to

complete this transition.

This is our homework, and there are many people looking to us to complete it on time and with high quality: our

partners in the military medical establishments; senior leaders in the DoD and operational units around the world;

the combatant commands leveraging our combat support capabilities; personnel in the hospitals and clinics; and

above all, the patients who look to those facilities for care. What must we accomplish?

• Establish the functions and management structures at DHA headquarters, as well as in the subordinate organizations we

will use to operate the MTFs.

• Identify civilian personnel who are transferring to the DHA and positions that must be hired to successfully operate the

headquarters, support functions and markets.

• Meet all the conditions required to stand up each of the functional areas required to operate the MTFs, assuming those

day-to-day support and management functions from the military departments.

• Meet our responsibilities as a combat support agency.

• Establish and certify the 21 markets and associated support functions.

• Establish the Small-Market and Stand-Alone Office to support facilities not located in a market region.

That’s a lot of homework, but it’s all critical to make certain we give the MTFs the support they need. In each of

these areas, we must focus on building strong processes and skilled teams so that when an MTF needs us, they

know who to call, how to ask for help, and that the folks on the other end have the skills and capacity to meet

their needs. Across each directorate, division, office, or subordinate organization in DHA, every single one of us

is an important player to accomplish these key tasks. We have the great privilege of serving the most deserving

population on the face of the planet through our MTFs. I can’t imagine a more rewarding task to take on. I am

grateful for everything you do to build our framework for serving them. Thanks,

Ronald J. Place, MD, LTG, US Army

Director, Defense Health Agency



ASSISTANT SECRETARY OF DEFENSE FOR HEALTH AFFAIRS TOM MCCAFFERY

ADDRESSED THE AMSUS ANNUAL CONFERENCE ON DEC. 5, 2019

Assistant Secretary of Defense for Health Affairs Tom McCaffery addressed the AMSUS Annual Conference on

Dec. 5, 2019, discussing the importance of adapting and evolving to deliver on the Military Health System’s

(MHS) mission to prepare a military medical force needed to meet current and future operational

requirements. Calling it his priority for the upcoming fiscal year, McCaffery has asked MHS senior leadership to

develop and codify a formal strategic framework to guide the integration and optimization of all MHS components

to meet his vision.

"We owe to all of you here, and all of your colleagues throughout the MHS, a framework we will use to analyze

the demand for current and future operational medical force requirements, identify gaps and risks … and build a

corresponding roadmap outlining how the MHS reform efforts can be further leveraged to optimize our mission,"

McCaffery said. "I am confident the framework will emphasize the new reality: the clear need for tight, supporting

synchronization between the components, and expanding partnerships with external entities where advantageous

and complementary." McCaffery noted that "everyone with a role or stake in the MHS" is already engaged in

significant change as a result of "truly historic transformation," including the merger of all military hospitals and

clinics to the DHA by the end of 2022.

MHS operates 475 hospitals and clinics and 248 dental clinics around the world. A milestone was achieved on

Oct. 25, when DHA assumed administration and management of all stateside MTFs. Additional initiatives in the

transformation include plans to realign approximately 18,000 positions from the uniformed medical forces to

operational forces over the next five years, a review of medical facility infrastructure to optimize medical

readiness, TRICARE reform including the next-generation contract with an emphasis on value-based care, and

the continued rollout of MHS GENESIS, the standardized electronic health record.

Noting that

change will

continue,

McCaffery said

"just like the

military as a

whole will need

to be dynamic

to adapt to the

ever-changing

security

environment,

the MHS will

need to

continue to

evolve and

adapt" to meet

the changing

requirements of

the combatant

commands and

the military

departments.

"We must adapt

and evolve if

we are to successfully meet these challenges. If we do not, we risk ceding vital advantages to our adversaries,



advantages that enable us to protect and care for our warfighters in combat and the patients we serve here at

home," he said. "These are advantages built on generations of hard lessons and hard work." McCaffery said that

with change continuing, "one thing is clear: We, the senior leadership of the MHS, must continue to work together

to shape our system to meet the challenges of the new environment. We are the ones that are best positioned to

shape that future, and we have a long-standing history of evolving and adapting" to meet the mission in changing

times. "And if we don’t shape our future," he added, "others will step in and do it for us." McCaffery emphasized

that reform is a time to make changes in organizing, managing, and resourcing the MHS to best meet the mission.

The mission itself, though, will not change. "We assure our military a uniformed medical force ready to provide

care in any deployed environment, be it in combat or providing humanitarian assistance," he said. "We meet

operational needs at anytime, anywhere. We ensure our service members are medically ready to carry out their

duties anywhere around the globe and, importantly, we provide quality health care to service members, their

families, and our retirees."

McCaffery outlined three priorities for the MHS:

− Focus relentlessly on medical readiness of combat forces, and readiness of medical forces to support them.

− Operate as a unified and integrated system that relies on each component's unique contributions to succeed.

− Make decisions, establish systems, and operate programs with a patient-centered approach.

Break, Break ... And Then, There’s Another Perspective ……

MOAA: Here's what In the Finalized Defense Bill is: After months of deliberations

Congress unveiled its conference report of the FY 2020 defense authorization bill Dec 10. MOAA secured

many important provisions for service members and their families in this year’s conference report. Here’s a

look at some of the measures included in the National Defense Authorization Act (NDAA).

Pay Raise: Congress approved a 3.1% military pay raise, effective Jan. 1, 2020.

TRICARE: Congress approved no new fees or pharmacy increases in 2020.

Medical Billets: Provision prohibits DOD and the services from reducing medical end strength authorizations

until they complete a series of steps:

• Review medical manpower requirements of each department under all national defense strategy scenarios.

• An analysis of affected billets together with mitigation plans to address potential gaps in health care services

• The creation of metrics to determine TRICARE network adequacy

• Establish outreach plans for affected beneficiaries, including plans for continuity of health care services.

Survivor Benefits: Congress finally approved elimination of a financial penalty more than 65,000 military

survivors face, known as the “widow’s tax.”

Guard and Reserve: Service members serving on 12304B orders will now have this time count toward their

active duty time to lower the age when they receive their retirement pay.

Medical Malpractice: NDAA directs DOD to develop a regulation for negligent malpractice to be addressed

through the military legal system. Although this is not a repeal of the 1950s era “Feres Doctrine,” it provides a

form of redress for service members who have suffered from medical malpractice to address negligence. The

NDAA conference report will authorize a payment up to $100,000 by DOD judges.

Spouse and Family: Military families can expect to see expansions to spouse employment resources such as an

increase to $1,000 for licensure reimbursement as well as expansions to the My Career Advancement Account

(MyCAA) program for Coast Guard spouses and those who rank out of eligibility during their degree program.

Housing Reform: Bill includes a robust tenant bill of rights and responsibilities, ensures medical costs and

relocation expenses are covered by landlords, formalizes a dispute resolution process, and ensures a proper

work order system and complaint database are in place along with a number of other provisions correcting gaps

and negligence in the MHPI system.


https://www.moaa.org/content/publications-and-media/news-articles/2019-news-articles/advocacy/heres-whats-in,-whats-out-of-the-finalized-defense-bill/?utm_source=newsletter&utm_medium=email&utm_campaign=TMNsend&utm_content=NC+AFHR+1+ERet+L+NC


NEWS BYTES

To meet the needs of a diverse membership, rather than publish whole articles, we’ve selected a series of the most

relevant articles and news. To gain access, you may copy and paste the title or link into your browser. For

members who receive the electronic version, you should be able to click on the link with your CTRL button.

Pay, Benefits, Education, Health Benefits, Housing, Long Term Care:

TRICARE computer glitch impeding online open season enrollments: TRICARE recipients who want to

change their plans will need to take an old school approach: mail in.

Thousands of Tricare Patients Billed 100 Times More Than Premium in Glitch: A massive billing glitch in

Tricare's East region, managed by Humana, on Thursday slammed about 25,000 beneficiaries with premium

charges 100 times more than they owe monthly for their coverage. The problem impacts all users in the East

region who automatically pay monthly enrollment fees by credit or debit card, including military retirees on

Tricare Prime and those enrolled in Tricare Reserve Select, Tricare Retired Reserve and Tricare Young Adult. It

does not impact retirees and others who pay premiums through paycheck allotment.

Pay: Based on the increase in the Consumer Price Index, there will be a 1.6 percent Cost of Living Adjustment

for most retired pay and Survivor Benefit Plan annuities, and the Special Survivor Indemnity Allowance, effective

Dec. 1. With the COLA applied, the maximum amount of SSIA payable will be $323. Retirees will see the change

in their Dec. 31 payment, and annuitants in their Jan. 2 payment. Visit the military compensation website for

detailed information.

2020 IRS Tax Brackets: On a yearly basis the IRS adjusts more than 40 tax provisions for inflation. This is done

to prevent what is called “bracket creep,” when people are pushed into higher income tax brackets or have reduced

value from credits and deductions due to inflation, instead of any increase in real income.

Remarriage Affects a Retiree’s Survivor Benefit Plan Coverage: There are several options available to a

retiree participating in the Survivor Benefit Plan with spouse or spouse and child coverage when the spouse is

lost through death, divorce, or annulment, and the retiree later remarries. Unless former-spouse coverage is elected

as part of a divorce, retirees who remarry have three choices.

Next Generation’ Id Cards For Retirees Coming Soon: The Department of Defense is updating its current

paper-based uniformed services identification card issued to retired service members, family members and other

eligible populations. The “Next Generation” USID card will incorporate an updated design and security features

to deter counterfeiting and fraud, and will be printed on a plastic cardstock.

This Week In Congress: What Is Happening With Military Housing? Problems with military housing will be

at the forefront of congressional conversations. Lawmakers will renew discussion about how tenant complaints

and housing problems are handled following the scandals earlier this year surrounding shortfalls in how privatized

military housing is overseen. Lawmakers have pushed to put new military family protections in the annual defense

authorization act, but that legislation has stalled in recent weeks amid partisan infighting.


https://federalnewsnetwork.com/defense-main/2019/12/payment-glitch-hits-tricare-beneficiaries-with-four-figure-monthly-premiums/

https://www.military.com/daily-news/2019/12/05/thousands-tricare-patients-billed-100-times-more-premium-glitch.html

https://www.retirees.af.mil/

https://taxfoundation.org/2020-tax-brackets/

https://www.retirees.af.mil/Portals/53/documents/AFTERBURNER-CURRENT/AFTERBURNER%20-%20SPRING-SUMMER%202019-FINAL%20CRCTED-FINAL.pdf?ver=2019-10-01-135152-477

https://www.retirees.af.mil/Portals/53/documents/AFTERBURNER-CURRENT/AFTERBURNER%20-%20SPRING-SUMMER%202019-FINAL%20CRCTED-FINAL.pdf?ver=2019-10-01-135152-477

https://www.militarytimes.com/news/pentagon-congress/2019/12/02/this-week-in-congress-what-is-happening-with-military-housing/


Transition, Advice, and Personal Health Tips:

Veterans and Transitioning Military Get a Free Year of LinkedIn Premium: LinkedIn is offering Veterans,

VA caregivers, Fry Scholars, and those transitioning from Military to civilian life a year of free LinkedIn Premium

and one-year access to LinkedIn Learning.

Transition from Military to Civilian Employment: Transitioning from military service to civilian employment

can be a challenging process full of uncertainty. Get the skills necessary to envision a new career, plot a transition

plan, translate your experience, network into opportunity, and excel in your new role.

Veterans can now access information through Health Records on iPhone: Now, patients will be able to see

their medical information from various participating institutions, including VA, organized into one view. The

view covers allergies, conditions, immunizations, lab results, medications and procedures and vitals. Veterans

will also receive notifications when their data is updated.

The U.S. Department of Veterans Affairs (VA), in collaboration with the Departments of Defense and

Homeland Security, introduced VA Solid Start, which will proactively contact all newly separated service

members at least three times during their first year of transition from the military. The program will engage contact

with approximately 200,000 veterans each year and is part of Executive Order 13822, which was issued to

improve mental health care and access to suicide prevention resources available to transitioning uniformed service

members in the year following discharge, separation or retirement.

National Healthcare Reform and Federal Health System Transformation:

The White House has released the annual report, “Advancing the Global Health Security Agenda: Results and

Impacts of U.S. Government Investments,” which illustrates that the United States continues to elevate global

health security as a national and global priority. This report details the results and progress achieved through

United States investments in global health security, including efforts that enhance the global capacity to respond

to and contain outbreaks of high-threat diseases such as Ebola, Zika, Rift Valley fever, and pandemic influenza.

The president’s budget request for fiscal year 2020 proposes resources specifically dedicated to protecting the

United States and its partners abroad from deadly infectious disease threats. The United States Government

remains a strong proponent of the Global Health Security Agenda (GHSA) and a leader in promoting health

security.

Defense, Military, Air Force and Air Force Medical Service (AFMS):

Officials Warn Pentagon Cuts Could Force Closing Of Bethesda Military Medical University: The

Uniformed Services University of the Health Sciences, the military’s medical school in Bethesda, Maryland, has

been targeted by the Defense Department for significant budget cuts that could force its closure, officials said. As

a part of a Pentagon-wide review of “time, money, and manpower that can be reallocated to our highest priorities,”

the defense agency recommended that the school’s operations be cut 30% and research cut 34%.


https://www.blogs.va.gov/VAntage/61535/veterans-transitioning-military-get-free-year-linkedin-premium/

https://www.linkedin.com/learning/paths/transition-from-military-to-civilian-employment?u=104

https://www.blogs.va.gov/VAntage/68016/veterans-can-now-access-information-health-records-iphone/

https://www.va.gov/opa/pressrel/pressrelease.cfm?id=5367


https://www.state.gov/wp-content/uploads/2019/11/GHSAR-2019_final.pdf

https://www.state.gov/wp-content/uploads/2019/11/GHSAR-2019_final.pdf

https://wtop.com/government/2019/11/officials-warn-pentagon-cuts-could-force-closing-of-bethesda-military-medical-university/


Bungled 2017 Tricare contract transition largely the Defense Health Agency’s fault, report says: A lack of

guidance and oversight by the Defense Health Agency of its Tricare contractors in 2017 resulted in a host of

problems for patients that must be addressed while the Pentagon develops its next generation of Tricare contracts,

the Government Accountability Office has warned.

TRICARE Website Expands to Include Military Hospital Sites: The TRICARE website is growing.

TRICARE welcomed several military hospitals and clinics to its website. This change comes as part of a larger

Military Health System (MHS) transformation. The Department of Defense is transforming the MHS to improve

the health care provided to service members, retirees, and their families. By 2021, over 350 individual military

hospital and clinic websites will move to TRICARE.mil.

Veterans Affairs:

National Resource Directory (NRD) Includes 14,000 Resources for Veterans, Families: NRD staff vets and

verifies all resources listed. The National Resource Directory (NRD) is a free service that links more than 14,000

resources to service members, Veterans and their families. The NRD was designed to specifically help those that

are “wounded, ill and injured” find services that support recovery, rehabilitation, and community reintegration.

The site was created through a partnership between the Department of Veterans Affairs, Department of Defense

and the Department of Labor. The NRD provides centralized access to resource information from the government

(ranging from the federal to the local level). It also includes resources from non-profit, professional, educational

and military-service/Veteran organizations. Resource information includes:

Benefits

Education

Employment and Training

Housing

Transportation

VA-Distributed Video Tablets Deliver Telehealth to Veterans: Department’s electronic tablet program helps

to overcome social and clinical health care barriers.

The U.S. Department of Veterans Affairs (VA) established the National Artificial Intelligence Institute

(NAII) for advancing the health and well-being of veterans, as part of the commemoration of National Veterans

and Military Families Month in November. The new NAII is incorporating input from veterans and its partners

across federal agencies, industry, nonprofits and academia, to prioritize and realize artificial intelligence (AI)

research and development that is meaningful to Veterans and the public.

Family and Spouse:

U.K. Hospital Recruits Air Force Spouses to Work as Registered Nurses There: The United Kingdom’s

National Health Service is recruiting spouses stationed at Royal Air Force Lakenheath who are also registered

nurses in the U.S. to earn their U.K. nursing certification, according to the Air Force.

DID YOU FIND THESE NEW BYTES HELPFUL? IF YES, LET THE TEAM KNOW! IF NOT,

PROVIDE SUGGESTIONS! [email protected]


https://www.militarytimes.com/pay-benefits/2019/11/26/bungled-2017-tricare-contract-transition-largely-the-defense-health-agencys-fault-report-says/

https://tricare.mil/CoveredServices/BenefitUpdates/Archives/10_15_19_TRICARE_Website_Expands_to_Include_Military_Hospital_Sites

https://www.blogs.va.gov/VAntage/67530/national-resource-directory-includes-14000-resources-veterans-families/

https://www.blogs.va.gov/VAntage/67530/national-resource-directory-includes-14000-resources-veterans-families/


https://www.research.va.gov/naii/

https://www.research.va.gov/naii/

https://www.airforcetimes.com/spouse/2019/10/29/uk-hospital-recruits-air-force-spouses-to-become-registered-nurses-in-the-uk/



CALL FOR COMMITMENT TO EXCELLENCE AWARD NOMINATION (RETIREE)

FOR CALENDAR YEAR 2019

DOUG ANDERSON COL (RET), USAF, MSC, FACHE, BOARD MEMBER

The period for this award is for service AFTER the person’s retirement from active duty/Guard or

Reserve, so please focus your narrative accordingly. We are making the process as simple as possible too.

Submit nominations, 2 pages maximum to this email: [email protected]. Suspense date: 1 Mar

2020. Format:

Name of Person Submitting Nomination:

Email:

Date joined the MSC Association: _______________ (if you don’t have this information, it will be entered)

Nominee Information:

Rank:

Last Name:

First Name:

Middle Initial:

Describe the nominee’s contributions after he/she retired from the Air Force, including Guard/Reserve,

in one or more of the following areas:

− MSC Association (offices held, committee membership, etc. – be specific)

− USAF Medical Service Corps

− USAF Medical Service

− Military Service members or veterans

Describe how the nominee is a consummate team player, and role model for others in the Association

and Medical Service Corps:

Describe the individual’s community and public service following retirement:

Additional directions:

1. Keep the primary submission to less than 2 pages. Y

2. Use continuation sheets as necessary (place the nominee’s rank and name at the top center of each

continuation page and number them).

3. Only one nomination for each person.

4. Nominators may provide letters of support from other Association membersin lieu of duplicate nominations.

If letters of support are used, the nominator is responsible for the entire package and final submission.

Ready to upgrade to Lifetime

Membership? Switch to the E-Eversion

of the Newsletter? … It’s Easy!

Send Inquiries to:

[email protected]





NEWSLETTER EDITOR AND HISTORIAN’S NOTE

Help the USAF MSC Association “Celebrate 70 Years of USAF MSC Innovation and Excellence!” and more

with your story (i.e., current experiences, opinion or commentary, deployment, special project, leadership advice,

family support, lessons learned), pictures, links, other artifacts. We can’t make this stuff up! Many of the stories

are being submitted to the AF and AFMS history offices as we speak! More importantly, regardless of your

status, member or non-member, retried or active duty, PLEASE provide our current and future generation of

MSCs the history, context, lessons, insights, advice and contributions YOUR STORIES. That’s what legacy is

about – capturing the wisdom, insights, and advice of those who have been there, done that!

Membership Categories and Working Ideas on Requested Topics for the Historian and Newsletter!

1. Spouses: Summary of your spouse’s career from YOUR eyes or perspective; what you miss most about the

USAF; experience as a spouse in all eras, family support experiences, faith, travel or retirement advice; career

options, opportunities, and challenges; experience with installation key spouse program; special story of

family resilience, overcoming tragedy and setbacks, dual spouse challenges; tips and advice on PSCing.

2. Newly Assigned Personnel: Share your first 1-2 years of experience and perspectives as a new and aspiring

MSC. What do you like most about the MSC? Who’s helped you and how? What do you wish you had paid

more attention to in HSA?

3. Experienced Flight Commanders: Share your first 3-5 years of experiences as flight commander—skills

applied? Skills you wish you had more of? What would you have done differently? Who’s helped you and

how? Or, a deployment experience.

4. Staff Officers at all Levels and Positions (current and past): Challenges and transformational leadership

associated with a system wide project, initiative, or team you involved with. Could be the proposal,

formulation, implementation, and evaluation stages.

5. Special Assignments (current and past): Summarize value proposition and career broadening experiences

of serving in a unique assignment: WH fellowship, recruiting, COCOM, IHS, Joint, Homeland Security,

MEFPAK, Lead Agent, OSD, OASD/HA, IG, USHUHS, Joint Staff, special duty in an AOR during an

operation, Air Staff, …. Other?

6. Group and Squadron Commanders (current and former): Summarize the first 6-8 months--what went

right? How did you handle your first crisis? What surprised you? What leadership competencies did you

employ the most? What would you have done differently?

7. Administrators (SGA) (current and former): Summarize first 6-8 months; discuss tips and experiences on

leading sideways – across silos, with installation organizations, and the community. What leadership

competencies did you employ the most? What would you have done differently?

8. Transitioning MSC: personal p summary of your “bitter sweet” plans, aspirations, and concerns. Could

include an alternative, new, and exciting career paths or adventure.

9. Retired MSC, Engaged in 2nd+ Career: Transition experiences, differences and similarities in environment,

leadership skills, advice to transitioning MSCs.

10. Retired Retired: special unique story on service in the WWII, Korea, and Vietnam era (during and post),

establishment and evolution of the Air Force Medical Service (AFMS) and USAF MSC—TRIMIS, DHP,

PPBS, TRICARE, CHAMPUS, and CHAMPUS Reform changes; summary of experiences of the early days

of SGA roles and operations; special projects involved with impacting the AFMS and USAF MSC today

11. Everyone: Deployment experience. Faith based stories and experiences, EWI , AFIT, Fellowship experiences,

commentary on Defense Health Agency (DHA) oversight, 2 SQ, Sq Revitalization, and AFMRA efforts;

suggested articles, subscriptions, links and videos of interest for all the above categories, suggestions to help

the MSCA improve service, value of affiliation, community involvement ….



You mean stories like these? ☺ …. YES, AND!

GROUNDHOG DAY ENTHUSIAST

If you have been in the Association for much longer than ten minutes and have ever met Col (ret) Frank Perri,

then you know he has a thing for Groundhogs and that special day in Puxsatawney when Phil, the other resident

groundhog, emerges to check for his shadow. Every February 2 this occurs. What you probably did NOT know

is that Frank was actually a resident of Puxsatawney, and has been known to return for the ceremony. Here he

is in 1953, as a Buck Sgt, grooming some of his “pet” groundhogs.

HAVE A GREAT HOLIDAY SEASON!

See You in Orlando, 2021 …. Requests for the 2019 Reunion Presentations

can be sent to [email protected]

PS: Despite the rumors on membership status, Gen “Pie” is a LIFETIME

MEMBER. Really, she is. Follow her lead today!




ATTENTION DUES PAYING MEMBERS!

2020 DUES PAYMENT OPTIONS AND

2021 DUES INCREASES Send Inquiries to [email protected]

Decision: During the 2019 Reunion business meeting, the Board of Directors (BOD) and members approved

2020 ANNUAL DUES PAYMENT OPTIONS AND 2021 DUES INCREASE. While the 2021 annual dues

increase amount has not been determined, the approved 2020 PAYMENT OPTIONS are provided below:

Category 2 Year 5 Year 7 Year Active duty in the grades of

05-07 and retired members $40 $100 $140

Active duty, drilling

guardsmen and reservists in

the grades of 01 – 04

$30 $75 $105

Rationale: Several factors drove the decisions:

8. Many members suggested the payment options as an improvement over the annual process for a small

amount; similar to what other Associations offer members.

9. Provides annual dues paying members a transition period.

10. Provides memebrs a savings who take advantage of the offer of

the 2020 pending future dues amount increases.

11. Aligns with the 2-year complmentatry membership for HSA

Students (previously BOD approved).

12. Reduces the administrative process burden to process small

amounts of dues payments.

13. While not decided, annual dues could be increased anywhere from

10-15%. This is required to offset increased overheard costs. It

will represent the first dues payment cost increase since the 1990s.

14. Life time memberships are still available but are subject to change

with the anticiapated 2021 dues increases.

Other:

4. New members well automatically receive electronic versions of the newsletter.

5. Member promotees and retirees in the grade of 04—06 may receive a 1-year complementary membership

but must notify the membership team within 90 days of the effective date of their status.

6. Non-member promotees and retirees in the grade of 04—06 may receive a two-year memebrship for the

price of an annual memebrship but must notify the membership team within 90 days of the effective date of

their status.

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Life Time Memberships Are

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