Leadership

Chief, Medical Logistics Division, Defense Health Agency – O6 Only

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If you are interested in this position, contact your Detailer:

Chief, Medical Logistics Division

Roles and Responsibilities

  • Facilitates standardization of the demand signal in order to optimize the purchasing of medical supplies, health care technology, and services
  • Executes MEDLOG Shared Services per approved Coordinated Concept of Operation (CONOPS)
  • Executes Defense Medical Materiel Program responsibilities per DODI 6430 .02
  • Chairs the Defense Medical Logistics Proponent Committee (DMLPC), the joint governing body for DoD Medical Logistics.
  • Co-Chairs the Defense Medical Logistics Supply Chain Council (DMLSCC) 06 Board which serves as a collaborative forum to facilitate and integrate the development of strategic and operational relationships, capabilities, performance standards, and system integration necessary for effective and efficient medical supply chain support across DOD.
  • Develops a shared strategic direction and vision for the DHA medical logistics functions and programs; Coordinates with Service Medical Logistic Chiefs from the Army, Navy, Air Force, and Marine Corps as well as the Defense Logistics Agency, FHP&R, and the Joint Staff for the management and development of tri-service medical logistics initiatives .
  • Oversees a headquarters staff of approximately 46 employees (total force); Interacts with other DHA functional areas as the medical logistics business functional representative; prepares and delivers senior-level briefings; Manages and coordinates development, implementation, and compliance oversight of DHA initiatives to improve efficiency and effectiveness of Military Health System (MHS).
  • Establishes reporting requirements for DHA Supply, Equipment , and MEDLOG Services Initiatives and prepares, analyzes, and makes recommendations regarding initiative performance to the DHA Director and DHA leadership .
  • Directs the DHA Medical Logistics staff engaged in the planning and execution of business process reengineering initiatives, management of enterprise actions collection, and analysis of initiative performance data.
  • In coordination with the Services, DLA, DMLPC Principles, coordinates the development and implementation of process improvements for medical logistics; Participates in development of DHA guidance necessary to implement OASD (HA) policies associated with standardization and purchasing of medical supplies; Participates in development of DHA strategies and guidance for management of authoritative data.
  • Coordinates with counterparts in the Services and other Federal agencies to establish a collaborative network that fosters unity of and optimization of DoD purchasing power; Coordinates with non-DoD medical logistics organizations to assess ‘best practices’ in medical logistics.
  • Advises the DHA Director on all aspects of medical logistics; Serves as DHA MEDLOG representative to DoD and Federal work groups and committees.

Experience and Required Grade:

  • Grade of O-6 (any specialty) but must have significant knowledge of knowledge of and experience with medical logistics and operations.
  • An advanced degree in a relevant field.
  • Eligible to obtain a Top Secret security clearance.

 

 

Deputy Director, Education and Training, M7 BUMED – CAPT/CAPT (s)

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Here is the position description/announcement.  If you’re interested, contact your Specialty Leader or Detailer:

This position, Deputy Director, M7 reports to Director, Total Force, Bureau of Medicine and Surgery (BUMED).  We value and create an environment where quality is maximized through excellence in patient care, graduation education, research, and professional development.  We optimize patient access to care that is timely and comprehensive.  We maximize enterprise and individual productivity while improving data quality.

The Incumbent serves as Deputy Director, Education and Training, responsible for Education and Training policy, resourcing and oversight at the enterprise level.  Incumbent must have excellent speaking and writing skills, collaborative nature, ability to represent Navy Medicine Education and Training with authority in multi-agency settings and must be skilled in leading a high-functioning team.

MAJOR DUTIES

  • Senior Education and Training advisor to Director, Total Force.
  • Pre-briefs for Surgeon General and Deputy Surgeon General in preparation for high-level meetings/congressional testimony.
  • Sets M7 strategic goals in alignment with SGs priorities.
  • Educates stakeholders in the development of education and training requirements development and validation.
  • Represents Navy Medicine on tri-Service/multi-agency committees and working groups, most notably the Defense Health Agency Education and Training Shared Service Working Group.
  • Coordinates and approves responses to RFIs and taskers.
  • Ensures M7 collaboration and communication across BUMED codes.
  • Ensures close communication and collaboration with NMETC.
  • Leads a small, highly-functioning team.
  • Personally prepares briefs, presentations and point papers.

SPECIAL REQUIREMENTS

  • Knowledge and Experience with Navy Medicine education and training organizations and systems.
  • Experience working in a tri-Service/multi-agency environment.
  • Must be able to recognize and communicate long-term consequences of decisions.
  • Must be able to think strategically and globally.
  • Must be able to maximize interoperability while maintaining Navy equities.
  • Must have excellent verbal and written communication skills.
  • Must have the ability to work collaboratively in a team environment.
  • Previous BUMED and policy development experience.

Medical Corps Career Planner Position – CAPT/CAPT(s)

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Billet Title: Career Planner, Office of the Medical Corps Chief, BUMED

Location:  Navy Bureau of Medicine and Surgery, Defense Health Headquarters, Falls Church, VA

Rank:  O6/O6-select

Corps: Medical Corps

Tour Length:  36 months (beginning summer 2016)

Mission:  Mentor and guide all USN Medical corps officers providing leadership development support and guidance. Integral to selecting and maintaining a competent and professional Medical Corps which is valued by the organization and meets the needs of the mission and the strategic goals of jointness, readiness and value.

Functions:  Mentors and provides leadership development opportunities for Medical Corps Officers. Serve as president of the Professional Review Board, responsible for accessions of MC officers, via FAP/TMS/DA pathways.  Responsible for reviewing litigation reports quality assurance reports in determination of NPDB reporting. Plans and coordinates the annual USN MC Specialty leader business meeting and the annual GME intern road show.  Corps Chief Office liaison to all USN MC Specialty Leaders. Subject matter expert on accession issues pertinent to MC Officers.  Serves as member of multiple councils and boards including Medical Education Planning Council and HPSP selection boards.  Provides regular AMDOC and ODS briefings relative to the Medical Corps.

Command Relations:   Ability to communicate effectively to a 1 or 2 Star Admiral on a regular basis.

Experience Required: Highly recommended to have:

Knowledge of Department of Defense, Navy, Navy Medical Corps policies and instructions and policies of other Federal entities as needed. Experience with recruitment, retention, and public speaking. Networking skills, written and oral communication skills.

Other:  Time available to perform clinical work at multiple MTFs in the National Capital Region.  Time available to travel for CME. TAD travel possible throughout the year for Medical Corps Chief related events.

POC:  Contact your Detailer or Specialty Leader if interested.

NOTE:  CV, BIO, and Letter of Intent needed for application.

BUMED Medical Corps Policy & Practice Officer Position – CAPT/CAPT(s)

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The Medical Corps Chief invites interested officers to apply for an opening in the Medical Corps Chief’s Office as Medical Corps Policy and Practice Officer. Active issues include ensuring currency and competency for providers, evaluating courses of action in the ongoing operational medical officer conversion effort, and physicians’ roles in highly reliable health care.

They are ideally looking for someone to arrive in the June timeframe as the incumbent departs in July as to allow for turnover, but they will consider all interested people.  All interested parties should contact the Corps Chief’s Office as directed in these documents:

Position Announcement

Position Description

Normal Promotion Timeline and the Jobs/Achievements That Get You There

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(Here are some Military Career Progression Slides from a career planning lecture I often give to accompany this post.)

The typical career progression for a Medical Corps officer if promoted on time (the first time they are in-zone) is:

  • 5 years – selected for promotion to LCDR
  • 6 years – promoted to LCDR
  • 11 years – selected for promotion to CDR
  • 12 years – promoted to CDR
  • 17 years – selected for promotion to CAPT
  • 18 years – promoted to CAPT

For example, I’m a 15 year CDR, so I’ll be in-zone in 2 years at year 17.  If I’m selected the first time I’m in-zone, I’ll be promoted to CAPT in year 18.

There are 5 general career paths in the Navy that lead to promotion, and I firmly believe that all can lead to promotion to CAPT.  They are:

  • Academic
  • Administrative
  • Clinical
  • Operational
  • Research

One of my favorite things about the Navy is that you don’t have to stay within the same career path as you progress in your career.  I have happily jumped around and managed to promote to LCDR and CDR on time.  During my first tour at USNH Okinawa, I was largely clinical.  After that I was academic but transitioned to more of an administrative role, culminating with my time as a Detailer at PERS.  In my current role as Commander of a Joint Medical Group and Joint Task Force Surgeon, I’m both administrative and operational.  My next tour will return me to an academic setting where I hope to score a major administrative role at the command but once again “be academic.”

As you progress down your chosen career path, one of the major determinants of whether you will promote is whether you get the jobs that will allow you to progress to the next rank.  The following lists include many, but certainly not all, of the collateral duties, positions, and achievements you should strive for once you reach each rank.  If you can get some of these positions and do well in them, it should allow you to break out on your FITREPs and increase the chances you will promote.  Of note, in each rank appropriate list there are positions from all 5 general career paths.

LTs or LCDRs looking to promote should focus on achieving these milestones or positions:

  • Getting board certified, which is pretty much a requirement to promote
  • Completing a fellowship, but trying to avoid being a fellow in the years right before they are in zone so that the non-observed FITREPs you often get don’t hurt your chances at promotion
  • Completing a deployment, but again trying to avoid doing it right before you are in zone due to the small competitive groups you often get on your FITREPs
  • Assistant/Associate Residency Director
  • Department Head (DH) is a small/medium military treatment facility (MTF)
  • Assistant Professor at USUHS, which is very easy to get if you just apply.  See my promo prep document for the info on how to do this.
  • Publishing professional publications
  • Research, preferably defense-related
  • Departmental collateral duties
  • Hospital committee member or chair
  • Executive Committee of the Medical Staff (ECOMS) member
  • Civilian leadership positions, like in your specialty society’s state chapter, for example
  • Senior Medical Officer (SMO) or Medical Director in your department at a large MTF

CDRs looking to promote should focus on:

  • Residency Director
  • DH of your department in a large MTF
  • Associate Professor at USUHS
  • Director position (Director of Medical Services, Director of Clinical Support Services, etc.)
  • Officer-in-Charge of a clinic
  • Major committee chair
  • ECOMS member, Vice-President/President-Elect, or President
  • Senior operational leadership position
    • Division Surgeon
    • Group Surgeon
    • Wing Surgeon
    • Commander, Amphibious Task Force (CATF) Surgeon
    • SMO on an amphibious platform
  • Staff position at BUMED
  • Specialty leader
  • Deployment requiring an O-5 or higher
  • Detailer

As a LT or LCDR, I was able to get board certified, complete a fellowship at the right time, deploy twice, become an Assistant Professor at USUHS, publish numerous publications, do some research, obtain numerous departmental collateral duties, chair a hospital committee and be an ECOMS member at USNH Okinawa, become a SMO in the Navy’s largest emergency department, be an Associate Director at a large MTF, and hold numerous civilian leadership positions.

As a CDR so far I have promoted to Associate Professor, been a major committee chair and member of ECOMS, and served a tour as a Detailer.  Currently I’m a specialty leader and am deployed in a senior operational role that required a CDR or CAPT.

All of this took a lot of work, but made it easy for my leadership to fight for and justify early promote (EP) FITREPs that allowed me to promote to LCDR and CDR on time.  Will it work for CAPT?  We’ll have to wait on that, but the more of these things you can achieve, the easier it will be for your leadership to do the same thing for you.  You need competitive EPs to promote, and doing these things, giving your leadership the ammunition to justify EP FITREPs, is the path to getting them.

USUHS Commandant Position Available

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The following is available for O5/O6 officers with a desired fill date of 1 DEC 2016.  Please contact your Detailer by 30 NOV 2015 if interested.

Commandant, School of Medicine

The Commandant of the USU School of Medicine (SOM) is the senior military officer-in-charge of all officers assigned as students to the F. Edward Hébert School of Medicine. With the support of the Army, Navy, Air Force,
and Public Health Service Company Commanders, the Commandant exercises command and control over the medical and graduate students assigned to the University.

The mission of the Office of the Commandant is to provide military leadership, to teach and instill “officership”, and to support medical education and professional development so that each student achieves the goal of becoming a world class military physician.

The Commandant reports to the Brigade Commander for military issues and chain of command accountability and serves as the military advisor to the Dean of the SOM. Duties and responsibilities of the Commandant, SOM include:
-Deputy Brigade Commander
-Chairman, Board of Review of Inter-service Transfers
-Member, Student Promotions Committee
-Member, Student Award Committee
-Advisor to the Dean and Associate Dean for Student Affairs
-Provides student resources for Service-specific military career counseling and officer professional development
-Model, stimulate, and foster professional leadership and officership
-Directs Service-specific mandated programs such as physical fitness, weight control, urinalysis testing, officer professional development, and equal opportunity
-Serves as a facilitator for military administrative requirements

Deputy Director, Defense Institute for Medical Operations – O5/O6 in San Antonio

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The Director, Defense Health Agency (DHA) is seeking nominations to fill the position of Deputy Director, Defense Institute for Medical Operations, Lackland Joint Air Force Base, San Antonio, Texas:

CORPS: All
RANK: 05/06
REPORT: AUG 16
EXPERIENCE REQUIRED: Significant experience in military medical operations, international affairs, education and training, and familiarity with the DOD Security Cooperation/Assistance Program.

The Deputy Director is responsible for supporting the Director in leading/executing Defense Institute for Medical Operations (DIMO)
activities in the Air Force and Navy Surgeon General’s initiative of medical
operational training to military personnel of partner nations globally. The
Deputy Director collaborates with Department of State (DoS), Department of
Defense (DoD), Combatant Commanders (COCOM), Major Command (MAJCOM) staffs and civilian agencies to ensure unity of effort in all joint/public/private training endeavors. The Deputy Director manages all functions pertaining to organizational resources, personnel management (within both Air Force and Navy systems), successful execution of international mobile training missions globally, and timely and relevant curriculum development. This position is open To Medical Department officers of all Corps at the O-5/O-6 level with significant experience in military medical operations, international affairs, education and training, and familiarity with the DOD Security Cooperation/Assistance Program. The individual selected can ideally work with the current Deputy Director beginning in early August 2016 and assume the responsibilities of Director in September 2016. This is a rotational position that complements the Director’s service (i.e. if current DIMO Director is AF, Deputy Director will be USN) in order to maintain jointness for the DIMO mission. The Deputy Director will fleet up to Director in August 2017. Additionally, the ideal candidate will be able to hold the position for at least two years to three years.

If you are interested, contact your Detailer.

O6 Billet Available – Navy Reserve Forces Command Force Surgeon

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This is a call for nominations for the position of FORCE SURGEON COMNAVRESFOR (US), which is an excellent opportunity in the Norfolk area!

You must be a CAPT at time of fill in Summer 2016.  You also need to be at your projected rotation date (PRD) in Summer 2016, but PERS will consider people who are CONUS with at least 2 years on station.  (A command endorsement of your early rotation with a potential gap will be required.)

 

Contact your Detailer if you are interested.  The application deadline is 20 NOV 2015.

Who’s On Your List?

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In my opinion, every Naval physician needs to have a list of people. On this list are the people who you absolutely, positively will not mess with. When you talk to them, you show them the utmost respect. When they ask you for something, you give it to them better and faster than you ever give anyone anything. These are the people who have determined your career path to this point and are likely to continue to steer if for the near future.

Who’s on your list? If you don’t know, you should think about this as soon as you can. You might think it is silly, but I’d actually make a list. Just to show you I’m serious, I’ll share my list:

  • Current Emergency Medicine (EM) Specialty Leader
  • Prior Deputy Commander of NMC Portsmouth
  • Prior EM Specialty Leader
  • Current Director of Medical Services at NMC San Diego
  • Prior EM Specialty Leader and Deputy Medical Corps Chief

Why are they on my list? They are Emergency Physicians like me, and they are the most senior and potentially influential people in my career. They are the people who are senior to me, well thought of in my specialty, and get phone calls or in person inquiries when I apply for a leadership position. For example, one of the people on this list thought of me when the Detailer job became available and endorsed me for it.

Who’s not on my list? There are no admirals on my list. As a CDR, it is rare that I’m on the radar of an admiral. Some of them know who I am, and some of them could have a major impact on my career path, but it is unlikely that they’ll take a huge interest in my career until I’m a CAPT and qualify for major leadership positions working directly for them. If an admiral wants to know about Joel Schofer, they’ll probably call one of the CAPTs on my list and ask them about me.

Who should be on your list? The people you should consider putting on your list include:

  • Your Specialty Leader and prior Specialty Leader
  • Your Detailer
  • Influential people in your specialty who are 1-2 ranks senior to you
  • Whoever is currently in the job(s) you want

Undoubtedly there are other people you should consider, but this list is a good start.

Once you create the list, here are the things you need to keep in mind. Always treat these people with the utmost of respect. You should always treat everyone with respect, but these people get special attention. Never get into an argument with them. I’m not saying you have be a “yes man” (or woman) and agree with everything that they say, but any disagreement needs to be collegial and respectful. You want to prevent them from getting mad at you, if at all possible. When they ask you for something or they give you a task, it immediately rises to the top of your to-do list. In addition, you never give them anything but your best, maximal effort.

The Navy is a large organization that can appear impersonal, but people run it. The people on your list are the ones who are going to determine your future and whether you get want you want or not. If I were you, this is one list I’d put some thought into and actually make.