ANP ETT Medical ETT Lead Turnover Info

“ANP ETT Development and Mentoring Brain Trust”

Building a Learning Organization!

This is Prioritized to Help Give Your Team Situational Awareness

Have Added A Few More Folders

Event Planning and In Processing

The number of events is going to grow and become more and more acute for planning. BG

MacDonald was insistent event planners be able to give the status of their areas. This sheet was

provided as a template to track all events and be able to provide updates and revisions. Hard

part is loading in all the data from the myriad of sources, but once it is loaded you have an easy

tracking and update tool. While some may think this is overkill, I’d rather have this as reference

than all information be in someone’s head or a document that is too shallow. …. Your call on

which you want to go but think you and your team need a tracking tool.

ANSF Drug Testing and Rehab

Important Files That are Available To You now – sent in EMAIL or sent to the staff (i.e. Lt Col Long)

Patient Movement and Medevac

Suggest you talk to Col Tom Bailey before he leaves. He was working on ANSF medevac issues. ANP truly needs to be integrated and processes worked out. Ted Martinez has a wealth of knowledge but Lt Col Lance Rodgers is supposed to be working the details with Col Bailey. Also, BG Q is supposed to set up a meeting with the MOI Counter Narcotics General to talking about using the CN helios for opportune airlift and medevac.

Some General Info, Most of Which You Have Access to or Others Can provide, if You Have any Questions let me know.

Readiness Plans, Ops, Training Lead: Lt Col Rodgers

Readiness Plans, Ops, Training Lead: Lt Col Rodgers

Good Info XL Baseline Assessment

Background Info to Develop Trg

Plans and Programs

BG MacDonald Emphatic about getting medical

Plugged in

Another XL Baseline

Assessment

Another XL Baseline

Assessment

Need to Work ANSF and MoPH

Integration and Thinking on Disaster

response!

Education and Training An Easy ANSF Thinking Target!

1. BG Q has ideas about training with the NMH, India, and the USA – HELP HIM OUT! LCDR Sunny “SlumDog”

Ramchandani can help you out. Mr. Gary Davis can help on AFAMS Med School stuff.

2. The ANP E&T NEEDS ASSESSMENT needs to be updated; this was a first since there was not any ANSF

thinking on this subject several months ago Major Cassin is the overall POC – he’s been gone on ISAVs …. Will

need to recoup and figure out where we are

3. Capt Chapman manages the AHPI program; suggest you get an overview before he leaves

4. Ted Martinez, now Major Cassin should be working integrating ANP into the AHPI programs – great ANSF

Thinking effort! His mentee is on the OTSG Exec Staff Mtg.

5. As part of turnover, specific training requirements should be established. This should include what topics have

been trained on and what topics need to be added to the mentor’s weekly mentoring and training sessions—

Majs Cuciti and Ball have a great set of examples of setting up training programs

6. Majs Knowles and Ball have been working the Conex classroom and furniture package; BG Q wants this ASAP.

This will be a great addition to the ANP E&T programs

7. Major Tillman has done an OUTSTANDING job at developing the Female First Responder trg program – need

to follow though on this! Its supposed to be an International donor program!

8. TAP is to be outsourced; INL already has a training schedule

9. Downrange Med ETTs will take any training materials you have to offer especially TAP-related, BLS, CLS,

ACLS, Admin, Supply .. – great ANSF Thinking effort … why not get the ANA Med ETTs to provide periodic

training – they are all close to the ANP!

10. Suggest you look for opportunities to integrate ANP into training programs --- I have spoken to 1LT

Kelley/CJSURG training officer about this. He was to start a monthly E&T committee to bring all the E&T

elements together.

11. Suggest you have a T3 mindset on every training program – Major Tillman , Ted Martinez, and Lt Col Long

have pioneered it.

12. Based on the SAV results, suggest you implement a frequent Primary Care/Sick Call/BLS class to areas clinics.

Capt Syers and Major Tillman should have all the materials.

13. Ted Martinez has done an outstanding job with leadership development and medical warehouse training –

suggest you get a back brief and determine a way ahead

14. Lt Cols Bosch and Harris + Rick Welch have the Gold std on trg materials, lessons, schedules, and delivery –

all others should follow their lead on measuring training success

15. Majs Cassin and Tillman have developed their own PC and Med Terminology trg program – great effort;

suggest you work to outsource and buy it; Maj ball has some info on it.

16. Need to check out BAF’s training programs. God opportunities for the ANP! BG Q supports these

Education and Training An Easy ANSF Thinking Target!

HIGHLY RECOMMEND YOU APPOINT A

POC FOR THESE PROGRAMS ASAP—

GREAT OPPORTUNITY FOR

ANSF THINKING!

HRM is On A Roll! 1. Rejuvenated defunct HR Mgmt office

2. Dev'd 1st 5-yr plan--instituted

trauma/primary/preventive care strategies

3. Bulldogged incentive pay issue; restored failed

prgm/$1.3M success story--bolstered ANP

recruiting/retention

4. Orchestrated mgmt toolset; 24-mbr EET turn-

over/first to achieve 100% overlap--smoothed

mentor transitions

5. Led 1st-ever Afghan leader's SY1389 CPR;

secured 600+ new ANP positions--anchored

emergency response

6. Tenaciously eval'd 93 requests for forces;

max'd assets--secured $5.4M/214-medic

contract for critical staff

7. Championed personnel shortfalls; garnered

61% increase/34 provinces--boosted

district/urban care capabilities

Human Resource Management and the Afghan National Police

OTSG

AGENDA

• What is Human Resource Management (HRM)?

• Why is it important?

• Functions

• Key concepts

• Policies

• Lunch Break

• Issues and Recommendations

• Situations and Impacts

• Summary

Issues

• Vacant Tashkil positions--many sites: Kabul, training sites, BP, outlying clinics

• Many non-Tashkil civilians at KNPCC/OTSG—over manning requirements

• Kabul centric concentration of personnel

• Over-reliance on MoI to fill Tashkil

• Inappropriate assignment of personnel and facilities miss-matched by MoI on Tashkil

• ANA runs a Regional hospital with 164 staff; you have 200 plus and request more staff

• Poor accountability/commitment

– Doctors work at private practice during duty hours

– Staff arrive late and leave early

• Regional and PHQ clinic positions SY 1387 not tracked, may be unfilled

• No system that accurately accounts for personnel

• Non-qualified people in positions. Waste of qualified person in one specialty by putting in another position

• Lack of communication with medical personnel at facilities outside of Kabul

Impact

• Standard Health Services Care not provided for the 82K ANP and 575 beneficiaries

• Facilities lie vacant

• Dependency on ANA or MOPH and American assets

• Supplies not delivered to region or with no staff

• Non qualified staff working positions decrease quality of health care delivered

• American mentors do not have appropriate person as point of contact or to mentor. Waste of valuable resource

• ANPH and OTSG are the best resourced ANP health assets in Afghanistan. Other areas need appropriate manning to catch up

• ANP Medical is dependent on ANA, MOPH, and CSTC-A. Is MOI committed to changing this? If not, MOI should get out of healthcare

1389 HRM Working Group Employ Innovative Mentoring Strategies Otherwise They Play You Like a Fiddle!

PURPOSE:

Right size the ANP healthcare delivery system for SY 1389

PLAN:

Attend 2 planning meetings at Camp Eggers 7 & 21 May 2009

Provide solid recommendations to BG Qandahar on 24 May 2009

Submit package to the MOI Tashkil department 1 Jun 2009

OBJECTIVES:

Provide mission-driven requirements

Develop justifications to support mission-driven requirements

Think what can be realistically achieved and sustained

Facilities Planning “It’s a Game of Persistent Inches”

1. Crafted $50M facility development

plan; managed construction of 150+

2. Developed $1M hospital ops

contracts; 10 new SOWs--improved

safety for pts & staff/quality of pt

care

3. Championed 1st hospital facility wkg

grp, suggested renovations--est'd

foundation for Afghan-owned

process

4. Accelerated execution of 3 projects

& 11 new facility upgrades/$780K--

enhanced pt flow/efficient operations

Staff Assistance: Assessment, Then F/U With Plans and Training

Another Superb Mentoring Strategy!

ISAV – Opportunity to Get Eyes on At the Local Level and Discuss with issues with medical

Personnel and the Commanders

ISAV: Drug Screening Just Do It Campaign Plan What’s the Current Plan? What Will It Take?

Phase I (Apr – Jul 09) as part of ISAVs “Help Plan Some, See One, Do One, Teach One”

1. Increase Sen. Ldr Awareness of Drug & Alcohol Policy

2. Brief policy, plan, and respsibilities at

3. Conduct Zone HQ/PHQ 10% of Unit Sweep +

Registrants w/ during the upcoming ISAVs* 4. Train Zone HQ/PHQ Afghan medical and non-medical

personnel team on Drug Screening

/Results/Recommendations

5. Advice commanders on results and options

“Release-Retain-Rehabilitate (not avail)” IAW policy

1. When available, ship kits to ANP Zone HQ and PHQs for

initial implementation at PHQ unit levels

2. CSTC-A Resources:

1. Drug Screening Kit Cost: $20-25K for 10K*

2. US Mentors: 1 frm CSTC-A; 1 LA

3. CSTC-A Directorate expertise for planning

Phase II (Jul 09-Oct 09) “ANP Planned, Operated, Reported, Owned”

1. When available ship kits to remaining ANP Units

2. Local leader Drug and Alcohol Policy Awareness

3. Do Unit Sweeps to get to 100% screened

4. Advise commanders on results and options

“Release-Retain-Rehabilitate (not avail)” IAW policy

1. ANP Resources:

1. Security, logistics, personnel planners

2. Ininital Drug Screen Kit Cost: $205-230K for 92K

3. US mentors: 0 on site; monitoring only

4. Sustainment costs IAW Policy: $250K per year

2. CSTC-A Resources: Advisor time in several areas

ANP Resources to Process ~250 per day •Leadership and HQ Staff to support and take action on results

•1-2 ANP medical personnel

•5-7 ANP non-med personnel (check-in,

process, observer, security)

•2 tables, 4 chairs, access to 3-5 urinals

•2 large trash cans w/ plastic bags)

•Drug Screening Kits to complete screening (based on assigned and

retesting 3x when positive (~20%))

•Logistical support to perform 100% testing on site or testing

throughout the province

* See notes section for Drug Screening Kit cost estimates

One of the Keys to ANP Health System Development is Integration into the Greater Healthcare System – MAKE IT SO (Its Another Mentoring

Strategy That Needs to be Applied in Many Areas)!

14

Recommendations!

24

Recommendations!

Several MOAs in Coord!

You Have Everything You Need to Continue Leadership Development Courses

Leader Development as a COIN and Influence, Mentoring, and Problem Solving Strategy!

Afghanistan National Police Surgeon General HQ Staff Build a Skyscraper

• 14 ANP Surgeon General Staff Build A Skyscraper as part of 18 Leader Development Series Courses

• The exercise reinforced principles of leadership, teamwork, planning, problem solving and communication

• Goals, objectives, and metrics we’re set • Resources we’re limited and “rationed” • Evaluators provided feedback at the end of the 20

minute exercise

UNCLASSIFIED

ANP Surgeon General Staff Development

First ANP SG Executive Staff Meeting May 09

First official ANP SG Senior Level Development Training

May 09

ANP SG active

Involvement with

developing both

initiatives

Impossible

IMPOSSIBLE IS JUST A BIG WORD

THROWN AROUND BY SMALL MEN WHO

FIND IT EASIER TO LIVE IN THE WORLD

THEY’VE BEEN GIVEN THAN TO EXPLORE

THE POWER THEY HAVE TO CHANGE IT.

IMPOSSIBLE IS NOT A FACT. IT’S AN

OPINION. IMPOSSIBLE IS NOT A

DECLARATION. IT’S A DARE. IMPOSSIBLE

IS POTENTIAL. IMPOSSIBLE IS

TEMPORARY.

IMPOSSIBLE IS NOTHING.