Intro Slide CCPMN TRAINING FOR MENTORS Good afternoon. My name is - - PDF document

Intro Slide CCPMN TRAINING FOR MENTORS Good afternoon. My name is CAPT Lillie Golson and I am the coordinator for the Commissioned Corps Pharmacy Mentoring Network. This is the first training that we are having remotely for our mentors and I think this is a wonderful time for us. We have been discussing this for several years….how we can get all the mentors together and brainstorm and exchange information but we never could figure it out because so many members don’t attend the COA meeting and that was the only meeting that we knew

• f where we could get so many together. But I think coming up with this concept, although not ideal, it

would be nicer if we were all in a room together and could see each other and exchange information, but this is a start. Hopefully we will be able to build on this and offer additional training in the future. So your feedback at the end on the evaluation form will be very useful and will give us some ideas on how we can improve the program in the future. Now, to tell you upfront, I’ve modified the slides a little bit from what’s on the website. They are basically the same but there will be a couple of changes which you probably won’t see. But I just wanted to let you know that. (New Slide) Training Goals 1:24 The goals of this training are two‐fold. First we want to impress upon you the importance and value of

• mentoring. I think many times people just see this as something to put in their file and they are not

really cognizant of how important this task is….the impression that you can make on another individual. So we hope that you’ll go away feeling a little better and feeling a greater urgency towards mentoring. Also we hope to empower you to be effective mentors in CCPMN and we hope to do this by providing you with an overview of the program, informing you of the responsibilities of a mentor, introducing you to the tools that are available for mentors, providing you with steps for getting started and hopefully through the exchange at the end we can answer many of your questions regarding CCPMN and mentoring. (New Slide) Once upon a time…2:28 I always like to start off with a story because many times as we go about our lives we forget how we got started, how we got to where we are. So I’m going to start off and tell you a story about myself and hopefully what I’m sharing will resonate with some of you and you’ll understand and probably experience some of the same things. So that is where we are going to go with this. Once upon a time I dreamed about becoming a pharmacist. It was something I always wanted to do. And I think when I got into Pharmacy school when I started my rotations it became apparent to me that I wanted to practice in a clinical pharmacy setting. I just couldn’t wait to get out of school and don that white coat so that I could be there to impact the health outcomes of my patients, I wanted to counsel them, share with them, find out the drugs that they were on, go over their profiles, do all the things that I was taught in school because this seemed ideal for me. But as time progressed, I think, after I graduated from school, I got my first job at a very large chain and those dreams and visions I had of myself as the community pharmacist quickly began to disappear and reality set in where I was bombarded with prescriptions all day long, so you are stuck behind the pharmacy. As soon as the doors open, the phones are ringing off the hook and you are hearing the overhead announcements “pharmacist line 1”, “doctor’s office line 2”,

“copy line 3” and I was in management so you are there and you have patients outside lining up looking at their watches because they are frustrated that they have to wait 5‐10 minutes for their prescription and then of course the order comes in and you have to check in the toilet paper, so you have to lock the pharmacy and go to the stock room in the back so you can check in everything. Of course when you come back, your patients are staring at you; they don’t want to be counseled and it came to the point where I really didn’t feel like counseling. I was too overwhelmed and I just wanted to come in and get the work done. So a friend of mine, knew my frustration, and one day she called me and asked me had I considered United States Public Health Service. (New Slide) Along the way…5:26 Well, I hadn’t. She’d seen it in a journal. I said, United States Public Health Service, What is that. She said, I don’t know but it is in this journal and they are recruiting so perhaps you can call someone and see what it is about. So of course I did that evening and I spoke with a recruiter, and actually for some of those who are 0‐6 online Ted Coukis was the associate recruiter I spoke with and he was a pharmacist. So I guess, by the time people call recruiters, they are ready to make a move. So his job is to find the hook that would get me and I’m a person who loves to travel and one of the first questions he asked me was do I like to travel. I told him Yes Yes I do. That’s something I would like to do but I don’t get much

• pportunities with my current job. And so he went on to tell me 30 days leave a year. I couldn’t believe

it because if you have ever worked retail, it takes 5 years before you get two weeks and you never get thirty days. So that was very exciting to me to know that I could have 30 days leave a year and then he mentioned that we could fly anywhere in the world that we can a military base free on military aircraft. I couldn’t believe that and at the time when Dr. Koop was the surgeon general they were encouraging

• fficers to change jobs every three years and that sounded good to me too because I wanted to stay

fresh; I wanted to try something different. So this sounded ideal to me. So I send in the information and

• f course, I wanted to work for FDA. FDA is a very glamorous place, everyone wants to work for the FDA

and so did I. So I send in my application and requested FDA as the spot I wanted to work in the Washington area and a year passed and I heard nothing. So of course I’m getting very frustrated because I’ve been tired of the job but I still going there trying to do it. And then I got a call. This would be kind of interesting note for when you are a mentor, so this will have some significance later. But I had the supervisor at St. Elizabeth’s call me and said I understand that you are trying to get in the FDA. I said Yes I am but I haven’t heard from them and she went on to tell me that they had an opening at St. Elizabeth’s if I would be interested. Well I wanted to work for the FDA; I didn’t want to work for a mental institution and all I had were visions of one flew over the cuckoo’s nest. So I really wasn’t interested in that but she encouraged me to come down and interview and I could always change my mind. So what did I have to lose. So I went over there and interviewed and she was very very good at what she did. She showed interest in me. She asked me what I like doing and I told her I like teaching and patient education so she told me that she had a position that would do that but of course I would have to check cassettes and do other things you would have to do in a hospital which was fine for me. I think one thing she told me when I left that really impressed me was she says, Lillie, we need you at St. Elizabeth’s. I never had anyone tell me that they needed me and that it made such an impression on me so when I left, I was also, someone at an HMO, was also trying to get me to work come work there. But comparing

that with 30 days leave, free travel around the world, and someone who thought enough to call me at home and tell me that they needed me that was the deal clincher. I went to St Elizabeth’s, and figured I would be there for a couple of years and then get onto FDA but 6 years later, I was still there and when I did finally leave, I left tearfully because it was the most rewarding duty station I’d ever had. I just can’t even explain the experiences that I had there. But it was a memorable one. So I left and I finally, after 6 years, got that job in FDA. New slide (reality sets in) 9:55 And perhaps many of you have experienced the same thing, where you have an expectation, or you envision certain things until you get there. So for some of you it may be the Indian Health Service. You might be tired of all the traffic jams and the cars and the big city so you can’t wait to get out to that quiet reservation, with the beautiful mountains in the background and the clean air until you get there and you discover it is 100 miles from the nearest mall or you may have come from a small town and you’ve heard about the bureau of prisons site in Hawaii and so you sign on to work with BOP but then after you get there it is a little daunting to recognize that all of your patients are behind bars, that you are serving the, I guess you would call them, the less desirable members of our society, that you have to lock every door, that that’s a constant that you don’t have the freedom to walk around; that the facility is surrounded by barb wire. So sometimes you kind of think that you make a mistake once you get in there but you are here and then like me I’ve always wanted to work in the FDA as so many others but when you get here, I think many people don’t realize that you are pretty much confined to an office, you are surrounded by applications and you are setting up meetings and you’re calling firms all the time so it’s a very administrative job and sometimes you do feel a bit overwhelmed. But when you look at the benefits, at least for me, when I considered the benefits of the PHS, I figured I could do this for a couple

• f years and then move on. This is a career unlike the private sector, where you have to quit a job and

go somewhere else. This is a career. This is something that I plan to do for 30 years. So I could do this for a couple years, or the 3 years, and move to something else. (New slide) But it doesn’t end there… 12:08 I have heard lately, and I think lately more so than in the past: other things have happened. The Corps is changing and we are bombarded with all these acronyms and all of these expectations. You are trying to get used to the job, but then you are also an officer. So you have to think about COERs, you have to think about transformation. We have been hearing this quite a bit and I think I’ve been in for 18 years, so transformation means quite a bit for me, because it is such a change from the Corps that I joined. Then deployments, I’m getting emails now that there is a hurricane on the horizon and getting us ready to deploy for two weeks. And you have this job back at home. Then you have basic readiness, making certain everything is up to date. Then you have CCRF, and OFRD, and BOTC and OCCO, so and then of course, there is the ever elusive, promotion. We all are looking to get promoted. It’s there; everyone needs to make an 0‐6, so you are doing whatever you can. And so all of this is just swirling around in your head

(New Slide ‐ Lady pulling hair) 13:22 And soon you feel like you just want to pull your hair out. That you just can’t take it anymore. You feel just so overwhelmed and frustrated. Well if we, those of us on the phone, who have been here awhile, who have been in the Corps awhile, if we are feeling this kind of frustration and this feeling of being

• verwhelmed, imagine what a new pharmacist, just graduating out of pharmacy school, coming into the

Corps for their very first duty station and have never worked anywhere before, come in and are faced with this. They are faced with learning the job, plus learning how to be an officer. So you are here and not accustomed to this and it can be overwhelming and very daunting. And many probably feel like they made a mistake..maybe I should have stayed in the private sector. (New slide) MENTOR 14:24 So that’s when, we as mentors can step in and make a difference in a new officer’s life, in their career. We, as more seasoned officers, can motivate, encourage, nurture, teach, offer leadership and serve as role models for these new officers coming in. It’s not only the new officers, even those of us that have been around for a while, 0‐4s striving to become 0‐5s, 0‐5s striving to become 0‐6s and even at the 0‐6 level, you still have 10 maybe 15 years at that rank and you don’t want to just become complacent and

• ineffective. We are all striving to improve and to do better and that’s why we have to work together to

help one another. We have many associate recruiters out there that are affiliated and visiting all the college of pharmacies, talking to the graduates about coming into the Corps and once they get here, we want to keep them. It’s costly and it wastes a lot of time to get a new officer here and then lose them within the first two years. That’s why we really want to avoid that. I was looking last night, at an article,

• r rather a message that was presented at a nursing convention and this is very apropos to what we are

trying to do and what the nurse was saying is that we must adopt a mentoring mentality. Our relationship, with one another will clearly be the key to our survival as a nurse and as a nursing

• rganization. I think that this is true of us in the Corps. We must begin to motivate and mentor our

colleagues in the job, in the classroom, and we must share a desire for collaboration instead of

• competition. I think that in this climate that we currently have, with everyone trying to be promoted. I

think this is very very important that we need to share a desire for collaboration instead of competition and most of all establish a connection so that we create environments where respect, learning, support, and sharing are the standard. I think that is something, as mentors, that we need to take to heart because what we are doing as mentors is very important. There are many studies out there that mentoring is the one thing, the most important thing that can determine the retention and attrition of an employee. When we recruit people in, we want to keep them in. So if an officer comes in and they feel like part of the family, they have people that have befriended them, who are available to help them and answer their questions, they are more inclined to stay. But if a new officer comes in and they are assigned to a remote station and they are the only pharmacist out there and there are no more officers for hundreds of miles away, which you can find in an IHS site, it becomes very lonely. You are away from your family, and in a lot of instances it is a totally different environment; it’s a culture shock. And it makes it very difficult for some to adjust. But I think for us to be here, we are more senior, we have 12, 17, 24 years of experience. We’ve been around; we’ve learned to weather the storm. That’s when we can step in and make a difference. I hope that you take this message away: that what you are doing is

very important, is not something that you just sign up for so that you can put it on your CV or put a letter in your file and never have any intention on acting upon it. It’s important. We need to build the Corps up, if our future, or we as a Corps are to survive. We have to have numbers. We have to show the public that we are important. Every time you turn around there is some Congressman who wants to get rid of us because they don’t think that we are valuable; that we are needed and that’s why we have to have numbers, we need to get out there, and do things that are noteworthy so that people will recognize that we are a viable and valuable force to the health of this nation. This is something that we really need to take to heart and work on. (new slide) What is CCPMN 19:14 Ok so what is CCPMN? It’s a formal, voluntary, one‐on‐one mentoring program for the active duty commissioned corps pharmacists. The mentor‐mentee commitment is 6 months in duration. (new slide) GOAL 19:33 The goal of the program is to develop and retain, and I think that’s the important word here, retain, and as I just mentioned to you about the importance of mentoring, and large companies are well aware of

• this. They have spent lots of money developing formal mentoring programs to keep their employees
• there. So we want to develop the officers and then we want to retain them: a cadre of confident,

competent, well informed pharmacy officers to be a source of strength and pride for the UNITED STATES PUBLIC HEALTH SERVICE. (New slide) What do I do to qualify? 20:20 So what do I do to qualify? First of all, I would recommend that you learn about CCPMN. There are a lot

• f people that want to volunteer but they know nothing about CCPMN, the network, they have never

seen the website but I invite you to go there. Go to the PharmPAC website. There is a link there for the mentoring program. There’s a lot of valuable information. There’s an overview of the program. It tells you the role of the mentor, the mentee, the responsibilities of each, of supervisors. There are resources available; it’s a very useful site and I strongly urge you to look at that site. Secondly, make certain you meet basic readiness standards. You are going to serve as a role model. We cannot have mentors in the program who do not meet basic readiness. Ensure that you have a positive attitude about the PHS, the Corps and the pharmacy profession, and I would say, life, in general. A positive attitude can go a long way in how you approach, especially the changes that are occurring in the Corps. I know some of us that have been around for a while; it’s very challenging to do some of the things that we are currently doing. I hear people saying that if they wanted to join the military they would have and they don’t like the

• direction. But I think, a more positive approach would be to look at the leadership and how they are

thinking of our future. They are trying to get us in a position where it would be more difficult to eliminate us and we need to work with them and move forward and try to see the glass half full rather than the glass half empty. So I encourage that. We don’t want the naysayers and the complainers to be

• mentors. We want people who are positive, who support the mission of the Corps, who love being
• fficers. These are the people that make the best mentors. Make certain you have time and are willing

to share your time, talent, and professional expertise with a more junior officer. And I mean that

• literally. To have an effective mentoring relationship is going to require some time. You need to plan,

know what you are going to discuss with your mentee and let the person know that you are interested in them. Just shooting off an email saying if you have any questions to contact me is not being an effective mentor. Just as an effective mentor can keep someone in the Corps; an ineffective one can make someone leave the Corps and we don’t want that to happen. (New slide) What do I do to qualify (cont.) 23:12 We also want to make certain that we have a polished professional image and wear the PHS uniform with pride and distinction. I really want to stress that because I see, especially with a lot of the 0‐6

• fficers, people are just not wearing their uniform appropriately. They have inappropriate jewelry on

with it, especially for the females; hair is too long; uniform is wrinkled. Sweater has all those lint balls all

• n it; just really no pride in yourselves as an officer. I think we need to be reminded that we have a lot of

military pharmacists, coming from other services, coming over to the PHS. It doesn’t send a very good message to see how we disregard the uniform and really don’t take it as part of who we are as they have been taught to do. Be cognizant of that. Carry yourself well. Make sure your uniform looks nice because you are representing the Corp; you are representing the Service and you shouldn’t be an embarrassment, especially if you are going to try to mentor someone. Also we want to ensure that you have a working knowledge and understanding of the current direction of the Corps. Things are changing. I think the PharmPAC does a good job at sending us emails that keep us abreast of what’s occurring. Make sure you read those and are aware of the changes because your Mentee will probably already

• know. They will have learned it in the training course so you will want to make certain you know it as

well. (new slide) I qualify, now what? 24:49 So, you feel like you qualify, so now what do you do? (New slide) Fill out the Pharmacy Mentoring Network Form and submit it to the CCPMN Coordinator 24:54 First you fill out the Pharmacy Mentoring Network form, which is a volunteer form and submit it to me, the CCPMN coordinator. I will keep that on file. I have them filed by OPDIV: I have one for the FDA, for NIH, IHS, BOP. I keep them on file until a suitable match is found. What that means is that we match based on the geographic location and OPDIV of the mentee. So if there is someone in Anchorage, Alaska; more than likely I will be selecting a mentor up in Anchorage because there is nothing else

• around. I may go down to Portland or something else nearby but we are trying, because on the

evaluation forms many mentees have expressed that they want to see their mentors. They want to be able to see the person. This doesn’t always happen because of the geographical location of many of the facilities but we do the best we can. So that is how you will be selected: based on where the mentee is located. (New slide) Once matched… 26:05

Once you are matched (New slide) Complete and sign the Mentor Agreement Form 26:08 Then we have come out with a contract. This is something new that we will be launching after this

• training. As I mentioned earlier, we are finding that, unfortunately and I think it is because it is a

benchmark, that many of the mentors, not many but yeah, there’s a number, who are just volunteering to put something on their CV and to have something in their file. That’s not what we want. Because when you call them, they’re really not ready; they’re really not interested. I have had instances where mentees mentioned they had mentors who never talked to the person outside of one time. I even had

• ne girl who had a mentor who was in the same building and she just accidently ran into him, where

people really aren’t taking this task to heart. That it is just something that they are doing to put it in their file and they really don’t care about mentoring. So we came up with this agreement, where the mentor will sign and what the agreement basically says is that you are agreeing to contact your mentee within two weeks of receiving notification from CCPMN that you’ve been selected as a mentor. That, prior to the first meeting, that you will review, and this is for new Calls to Active Duty mentees, the welcome packet (and I’ll talk about that briefly) and the checklist for mentors and become familiar with and be prepared to discuss the topics on the checklist. I will make every effort to interact with my mentee a minimum of two times a month. Now, you should, I would say, have some sort of a formal interaction with your mentee once a month but you can send an email or something just to let them know that you are available or to see how they are doing. With that first meeting, I think, you should try to do something like telephone. I’m not a fan of email. Email is just very impersonal to me but whatever you and your mentee work out, just be in contact at least two times a month. I will be responsive to the learning needs of the mentee and sensitive to the time and energy needed for successful mentoring

• relationship. I will contact the coordinator at the earliest opportunity for any assistance that I need if

any areas of conflict develop and I will return the mentor evaluation and checklist within two weeks of completing the mentoring relationship. So there’s a place for you to print your name, sign it, put your PHS #, date it and send that to me. Then you will be matched with your mentee. (new slide) then, follow these guidelines 28:46 After that, ensure that you are not in the mentee’s direct line of supervision and typically I will ask you that before I match you because we want the mentee to feel comfortable and discuss any problems or concerns that they have; and doing that with a supervisor may not be the most appropriate thing to do. Prepare for a six‐month commitment with your mentee. This is a six month match. There is a lot to be done in that time but we felt six months was better than a year; that the longer you wait, usually you are going to wait until the last minute to do everything anyhow, so we thought that six months was a good time to get the items on the checklist covered. Plan ahead and organize your mentoring activities to minimize impact on job duties and responsibilities. I think that that’s becoming more and more important now because‐ and I’ve noticed that particularly in the FDA ‐ where a lot, particularly after Hurricane Katrina, a lot of the supervisors have gotten a little leery of hiring officers and the numbers are kind of going down and I don’t know if this is true in other OPDIVS but I have noticed that. Don’t take spending an hour out of your work time mentoring. Try if possible to do it at lunch, before or after

work so that it is not something else that is taking you away from your job responsibilities. Also establish ground rules with your mentee. You need to discuss how many times you are going to meet a month. How are we going to do it? Are we going to email? Are we going to set aside a tcon? Whatever the case may be, you need to have the ground rules: how should the mentee contact you and vice versa. Just have ground rules set so that you’ll know how to conduct yourself during this six month period. New Slide (18) Guidelines (cont.) 30:56 Schedule meetings in advance put it on your calendar manager you know that every third Thursday at 6

• 'clock you and your Mentee are going to meet. Make it important; don't put it as something that can

be changed… that, “well something came up and I can't do it”. Make it an important event that's on your calendar and schedule and try to meet that schedule. I would recommend keeping a log or a journal of your activities because, you know, when you’re doing your COERs or even when you do the evaluation. You need to keep track of what you did and when you did it and I think that'll help you to see that you covered all the activities and give you a good working document for the future. Complete and submit the evaluation form at the end of the commitment and, I'll discuss this a little bit further, but the letter of thanks is not issued until after I receive the evaluation from the Mentee and the reason why I do that is because so many mentees have commented that they never heard from their mentor or heard from them one time and there really wasn't an interaction. So, I'm not gonna just send

• ut a letter until I get that evaluation and the Mentee actually discusses what was discussed and I put

that in your letter and that's when that will be issued New slide (19) If mentoring a new called active‐duty pharmacist and I think, if you recall, May of last year, we sent out a directive that all new pharmacist officers called to duty will be assigned a mentor. So, you if you're one called to do this, be encouraged to review the welcome package that will be e‐mailed to you. Members

• f the PAC developed this package; it's it's very very good; has a lot of useful information and, in fact, we

were so concerned that this information might not be used that we took that information and put it in the checklist so the items on the checklist are coming directly from this welcome package and both will be e‐mailed to you with your letter telling you who your Mentee is. Telephone the mentee to introduce yourself and get acquainted. I would do that. We want you to contact within two weeks and someone will call to make sure that the Mentee has been contacted but I would call and introduce myself and plan that first meeting and at that first meeting I would spend time getting acquainted. I would like to know more about you. Show an interest, you know, where you from? How did you get interested in the Corps? What are your expectations of the Corps? What are your expectations of this mentoring relationship? Get to know the person. Show a genuine interest. This is, you know I'm being empathetic and caring of a person, is something you really cannot fake. So, I encourage you to really, if you're going to mentor, to really plan to do a very good job at it. Dust off those communication skills that we used as pharmacists.

New Slide (20) I was thinking about this because sometimes people feel like they are uncomfortable talking to this person they don't know. But, I said, you know communication for pharmacists has always been our bread‐and‐butter. People come in to talk to us; we are there. We’re constantly giving and receiving. I don’t care if you’re in the hospital, if you're in the community, whatever the case; people always came to see their pharmacist. And we've been ranked, we used to be ranked first, but we dropped behind the nurses but we're ranked second as the most ethical and trusted profession and that's because people feel like they can go down and tell us anything. We'll keep it. It’s not going to be circulated around the neighborhood people are very comfortable. They can order their drugs on Internet, but they will come to their pharmacist to find out if it's safe, if there's any interactions, and I think that's commendable for us as a profession that we have that kind of impact on the community; that people feel that comfortable with us. Be accessible. People come into the pharmacy at any time. They don't have to call and make an

• appointment. That's why they love pharmacists so much. We’re readily available. Try to be that way for

your mentee. Of course, you’re going to set some ground rules for you not to be called all the time but I would be accessible if they have a question, whatever, they can contact you via e‐mail or telephone or whatever you two decide on. Actively listen. Listen to what the person is telling you just like when you were counseling the patient. You're gathering information; you were empathetic; you were listening to what they were saying. Do that with your mentee even if you’re having to do this via telephone. Don’t just put the person on hands free and you’re about the office doing something else and totally not paying attention as that comes across very clearly. So, you don't want to do that so actively listen to your mentee. Empathize with him

• r her.

Counsel when needed and this usually comes into play after someone misses promotion. They get very

• concerned. They need guidance. They didn't get promoted; what shall I do. That's when you're probably

be doing most you’re counseling is at that time. Be motivational. You want to motivate your mentee. Encourage them. If they are going through this this frustrating period where there’s too much to do and their feeling overwhelmed. Try to offer some suggestions; some little things that they could do to kind of relieve the pressure and kind of motivate them to hang in there and, of course, overcome barriers. We always overcome barriers. We’ve got the pharmacy counter that's there. You've got the HIPAA laws we’re supposed to counsel but you got a line of people so, there, we've always managed to be creative to overcome the barriers and this is very important with this program because many times the mentor is in a different State than the mentee. So, that really requires some creativity and hopefully at the end of the session we can get some ideas from people on how people manage to overcome that. New slide (21)

If you're career development mentoring, do the same things as the one for the new calls to active duty and follow the guidelines. It’s the same thing. A mentee is a mentee, but your direction may be a little bit different. The check list for the career development mentors a little bit different because now these

• fficers have been in, so they're wanting to polish their CV; they are wanting to make sure their file is

up‐to‐date. So, there are some different things on that list so make sure you familiarize yourself with that. New slide (22) The useful tools which I've been talking about; the welcome package for the new calls to active duty, the mentor checklist, the two different ones, they will be sent, and your letter when your match. The CCPMN website, and I strongly encourage you to visit the pharmPAC website. There’s so much information on there and you just really need to be familiar with what's available so if your mentee asks you something you’ll at least have some idea where to go look. The DCP website. the CCPMn is on there. So, you want to get on there and find out what’s there; contact phone numbers in case your mentee needs to contact someone. Just be familiar. And then, of course, fellow officers. Always have someone that you could talk to; someone that you look at as a role model; someone who's doing what you wish you could do and call them if you get a

• question. Your mentee asks you a question, and you don't know, call someone. Where can I look to find

this out? So, never just totally ignore your fellow officers. Cause we’re in this together. This is a network and we are working one with another. New slide (23) And then this is just the front page of the welcome packet. I think it's about a 15 page document; excellent information. You will be receiving this and, as I said, this, this is what the check list, the items

• n the checklist, are coming directly from this document. It tells you about the core values. It tells you

about ID cards. What to do on a base; military courtesy it goes through everything so this will come to you where you don't have to go out and search for this information. It's there, but I would read when you get a topic, I would go to the DCP website or some other source and get additional information cause you don't want to get something that your mentee is having and your reading the same thing their reading so I can do this by myself but try to look for some additional tidbits of information that you can provide to augment what's in the package and then New slide (24) These are the check lists, this is the check list for the new call active duties and that's what comes; these topics come directly from the welcome package. New slide (25) There's the mentor check list for those career development mentors.

New slide (26) There’s the evaluation form for mentors. New slide (27) So, I think if we can work together as a network, that we can help support each other and pull each

• ther up the ladder of success. So, that ends the formal, formal part of the presentation and I have

some questions that I'm typically asked, will go over these New Slide (34) We will entertain questions from out in the field and if someone has some, something to add to this, please feel free to chime in. Question number one. I sent in my mentor volunteer form, but have never been matched. Why? As I mentioned earlier that the match is mentee driven. It’s dependent upon the OPDIV and the geographic location of the mentee so, unfortunately, sometimes you may volunteer and it may be awhile or, I mean, I hate to say this, but you may never be called that this is strictly dependent

• n the mentee so don't feel badly about it. I keep you on file but if someone comes along I will call you

later if it's in the area where you are and also remember that to mentor informally that you document this on your CV and it does count as meeting the benchmark. New Slide (36) Question: I have tried to contact my mentee but he or she does not return my calls. What shall I do? I just had this question asked of me yesterday and I think this, the main thing is to call me, the coordinator, and I will try to work with you and the mentee to resolve the problem and I've, I've had this comment before where mentors have tried to contact the mentee and they don't return the calls. You know maybe the mentee doesn't need anyone, especially like places like FDA, we have so many officers here, a lot of people mention they don't feel a need for a mentor. So, if, if your matched and you have this problem contact me immediately. Don't wait until the six months is up. And then you call and tell me well gee, I never could contact my mentee over the six months then it’s too late; let me know up front and I will make note of that so that won't be held against you New slide (37) Question: I don't like my mentee, what should I do? Well, this is a formal program and so we aren't matching based on personality. We're looking at other qualifications so it's very possible that the chemistry is not there. If that's the case, just contact me and we can just simply assign your mentee another mentor and that's not a problem. New slide (38) If I volunteered to serve in CCPMN, how will my activities be documented? At the end of the match, we have a QC Manager, CDR. Sharad, she will notify both you and the mentor and you will be asked to submit evaluations. So, once I receive evaluations, this is when the letter will come to the mentor and

you can have it for your file. New slide (39) Can I be called upon to mentor even if I do not formally volunteer? And the answer is yes. Now that we are to match all new called to active duty officers, many times we don't have volunteers in that area and so I try to look to find someone geographically close to the person, if possible cause you want to help them with uniforms and things like that so it's very possible I will call to see if you were willing to him. I'll if you can't. No problem. I think that's the next question. New slide (40) If you declined no problem I would prefer you to decline then to accept and then not do a good job. New slide (41) How do you know if the mentor has contacted the mentee? At 2 weeks, three months, and six months, the QC Manager contacts the mentee to, first, see if they have been contacted, and, second, to see if you're doing okay and then to notify both that the six months is arrived and to turn in their evaluation. New Slide 44:55 Now, that's the end of my portion of all the training and now I would like to open it up to the field and for any questions or comments that you would like to make (long pause) Don't everyone speak at one time. 45:16 Okay, I have a question, CDR Terry Martin, (inaudible) Oklahoma. LG ‐ Okay. TM ‐ You had mentioned that you cannot mentor anyone in the direct line of your supervision but I had also heard that you could not do it if they worked at the same place, same Indian Health facility. LG ‐ That's that's that's not correct. TM ‐ Ok. LG ‐ No, you can do it at your same site and I think, no, we have never had that. It is always for

• supervisor. We don't want a supervisor to be the mentor but I have had mentees. Now if you request

your supervisor, I will go ahead and match you because a lot of mentees now are taking the initiative and I appreciate that, that if they know someone that they really admire and that they want and they call and they put it on their form but that's who they want, I will match them. TM ‐ I did fill out the mentoring network form about a year ago. LG ‐ Uh huh.

TM ‐ Do I need to again… I never was notified. Do you keep that on file? LG ‐ I never sent you a letter? TM ‐ No. LG ‐ Because I always send a letter. After I get the….if you volunteer. I send you a letter. I send you a

• letter. Do you have my email address? Because I keep copies of all the letters.

TM – OK 46:40 LG – So if you didn’t receive one, let me know. You have my email address? TM – Yes, it’s on this form. I printed it out again. We have a resident here and actually she said that she had been assigned but was never contacted and told that she’d been assigned. I know you said that there were new guidelines to that now but she said she received a call from someone two years ago saying that he was her mentor but had no further contact. LG – OK. See that has occurred and that’s why we are trying to correct that. TM – So, could she request me on the request form? LG – Oh Sure. Sure. Oh Definitely TM – OK LG – And that is a problem and we have addressed it. We did a survey, I think, about 4‐5 PAC meetings

• ago. Where we actually called up the mentees that had been matched in the last year to just find out

what their impressions were and what their experiences had been and it was really quite an eye opener. That many of them hadn’t been contacted and some of things that I just mentioned, which is not

• acceptable. So that’s why we came up with the contract. That’s why we decided to do this training. And

we developed a separate checklist. So that’s….those are the things that we are trying to do to correct that problem. Because if a person signs up and there’s nothing I can really do. I can’t monitor who is signing up. You send it to me; I just take it to heart. Or when I call you. “Oh yes I’ll do it” and then you never call the person, that’s not acceptable. That’s not acceptable. And I will call because a lot of the mentees, they are reluctant to say anything. You don’t want to say anything negative about anyone (48:28) but I will call and find out and most of them have had good experiences but then of course when you have a bad experience, this kind of travels and we want to, it would be nice if we could eliminate it. When you have different personalities coming together, even though we are pharmacists, we are

• communicators. We should be able to overcome this. This is a professional thing (48:52), we should be

able to overcome it but still we are people and you might have problems. But if you didn’t get a letter from me, you email me because I keep track of them. Anytime you volunteer, I will send you a letter thanking you for volunteering and I will say on there that I will keep your application on file and will call you once there is a suitable match. So I send that to everyone that volunteers. But the main letter that you want to get is the one “thank you for mentoring”. That’s the one that you want to get because

that’s saying that you actually did it and I think that CDR Sood mentioned two PAC meetings ago that just because you volunteer and if you never do it; you’ve never really done the act. So be careful of that when you are putting that on your CV. Because that second letter is the one and in that letter I will put the topics that you discussed with your mentee and I will actually put that in there so that you will have it for your file. 49:51 Thank you. LG‐ Uh‐huh any other questions? I have a quick question. This is LCDR Dion from FDA in Denver, Colorado LG‐ Oh! Denver; I'm from Colorado. Great. Okay. I recently, I have been a mentor in the past, and I was currently working for the Bureau of Prisons at the time LG‐ Uh‐huh LCDR‐ And I got the transfer to the FDA actually, starting now but, um, my question is, do I need to submit a pharmacy mentoring form and put FDA. LG‐ Yes, yes, I would do that because I match within the OPDIV. So, I will be calling you for BOP, if I saw someone, you know, needing someone in BOP so I don’t have an updated record. So, that’s a very good

• question. Anytime you move or change any of your information, let me know. Um, so that I can update.

Cause, I will move your application to the proper file. LCDR‐ But, you know, the reason I was asking, is actually cause I would still be effective as a mentor to someone who is in the BOP. 50:57 LG‐ Exactly, exactly. And I would note that cause, when I’m looking, depending on the location, I will see if there are people; I have people here in Washington who, who mentor IHS because they have been out there even though they are here. So, they have the experience. If I see that you’ve been in BOP or IHS. Yes, you are considered but that way I will have you in the proper file cause if it is BOP that’s probably where I am going to call you and I don’t know you are in Denver. So, if I have an officer that’s in Oklahoma well now you are in Denver so that is why I say I try and get people geographically close to

• ne another. 51:34

LCDR‐ OK, but do I need to send another, an additional copy of the CV along with this? LG‐ No, you don’t need to send the CV, just send me the form volunteering to mentor and just tell me that you have changed and I will pull it out of the other file. LCDR‐ Alright, sounds great. 51:47 LG‐ OK. Any other questions? CAPT Golson? LG‐ Uh‐huh?

Hi, this is CDR Christie New with Immigration in El Centro, California LG‐ Uh‐huh. CN‐ Hi. The first comment that I have is that I think this is great that you have clearly outlined the expectations for both the mentee and mentor. LG‐ Mmm‐hmm. CN‐ Um, and second, I have a question regarding that calls to active duty are now required to go to mandatory training. LG‐ Uh‐huh CN‐So, have you had feedback from people who have attended this training as some of the information will be presented at this training. LG‐ Exactly CH‐ And then, and then we have the Welcome Package. Um, so the new Officers that have come on board have you received feedback as to how effective this is or is there too much overlap, or LG‐ No, we haven’t because the Welcome Package just came out a couple months ago so that’s relatively new. Um, most of the new CADs are going to training but some are not because I know when we did the surveys some had not attended the BOTC training yet so we hadn’t gotten feedback on that and that is something we are probably going to have to look at and I think when you and, you are going to be assigned a mentor, that this is something to be discussed that, when you get together, you have the packet, the mentor has the list. You can just say we discussed this in the BOTC training, you know, that way the mentor doesn’t have to worry about that. So, that’s when you communicate and try to identify what type of information would be most useful to you. You know, you might now be able to know that you know about the uniform, you know military courtesy, so that part you don’t need but perhaps you don’t know about benefits or you need some information on the different types of leave, things like that so that is when you and your mentor can discuss that and get that clarified. 53:55 CH‐ Yes, I think this, this makes it much more organized because I didn’t have a mentor cause I had to sign up but I was surrounded, I was at the FDA so (inaudible) LG‐ Oh, I thought your name sounded familiar, Ok. CH‐ But, it was kinda, you know, you got information here and there so this a lot more organized for how new officers can come on board and feel comfortable. LG‐ Yes, so we’re trying. CH‐ Yes, Thank you. 54:24

LG‐ Other questions? CAPT Golson, this is CAPT John Coleman in Santa Fe, New Mexico. How are you? LG‐ Just fine, How are you? JC‐ Good, thank you. Another question. I first enrolled in the mentor program in 2000 when I was in Anchorage, Alaska and I had a mentee in 2000 and 2001. Do I need to complete the application process again? Or… LG‐ No, cause I don’t destroy your applications, I keep them because as the mentors, um mentees come in that’s the first thing I do is go to the file to find out, ok, who do I have in Anchorage or who do I have in what…Tahlequah, Oklahoma. You know, I look to see and if I don’t have anybody that’s close that’s when I will look… and literally I use MapQuest and I will put the mentee’s zip code in and then I will just go down. I have a list of all the sites and I will put the zip codes until I try to find something that’s kind of driving distance. You know, within a couple of hours, that’s what I try to do, especially for the new people because if you can kinda work together where you can kinda meet that’s ideal. So, um, that is what I try to do. If you have moved, I need to know that, so I can keep you on file, but I never throw away any of the applications. I always keep them on file. 55:56 JC‐ Can we…Is it acceptable to send an e‐mail to you LG‐ Sure. JC‐ With our new contact information? LG‐ Yes, you can do that. JC‐ Ok LG‐ You can do that, uh‐huh LG‐ Any other questions? Unidentified‐ The evaluation forms that we need to fill out at the end of this that (long pause) LG‐ Oh, what are you asking about it? Unidentified‐ Ya, Was I….I don’t guess I received that LG‐ It’s on the Pharm PAC website. Unidentified‐ Ok LG‐ With the slides that you downloaded. I think they had three documents on there Unidentified‐ Ok

LG‐ Now, just a quick question; What did you think of this training? I mean, did you find it useful? Um, I guess you can, I don’t know if there is a space on the evaluation to put that, but what did you think? What are your overall impressions of this? Unidentified‐ I think it’s great. LG‐ So, I mean, was it? Could you follow the slides? Was it clear? Unidentified‐ Only thing I received were the slides so I will need to go in and look at it again, I guess. LG‐ Yes, that is on the Pharm PAC website also. Unidentified‐ Ok LG‐ Ya. Any other thoughts? Anybody else? What did you think of this? 57:05 JC‐ This is CAPT Coleman. I think, um, you know, the slide presentation and the presentation were very well organized. I think the mentoring program has defined criteria and expectations of the mentor and the mentee. So, excellent job. 57:27 LG‐ Ok, well you know I appreciate…and I guess our time is drawing...Are there any other questions before we close this? BF‐ I have one question. LG‐ Ok, I have a question here. BF‐ This is CDR Fritsch and my question is do you have any idea about how many mentees might need

• placement. It looks like…when I was involved with the program before, it looked like we just focused on

call to active duty officers and now there is another component with the career development. I am just wondering how many people you think you might be placing. Do you have any idea? 58:03 LG‐ Well, with the career development they send in a nomination. They send in a request for a mentor. We don’t get many of those unless they missed promotion and then that number increases. But, we don’t get as many requests for a mentor, as you know of course, anybody called to duty automatically gets a mentor. So, it’s a manageable number. I think the most challenging part is trying to find somebody geographically close. That is what takes the most time. Just going down; trying to find a suitable officer cause a lot of these new officers are the only one in their town. So, that is what makes it a little more challenging. 58:46 LG‐ Anything else? Well, if nothing else I think our time is here. New Slide (Many Thanks to the Following) 58:55. I like to end this by thanking the following:

New Slide (CCPMN Committee Members) 58:58. Those on the committee with me. CAPT David Racine, who is our…my database manager. Whenever I make the matches I send them to him. He is the one that sends you the letters with all of the attachments. So, without him I would be nothing. So, I really appreciate all the work that David has done. We have been working on this…I met him at St Elizabeth’s and we have been together for a number of years. So, I appreciate him as well as CDR Kassandra Sherrod…I also met her at St. Elizabeth’s. So, it’s nice to make those contacts. So, we are all here in the FDA and I appreciate. She is the one that contacts the mentee at the two weeks, the three months, and the six months to remind them to turn their work in and to let me know if someone hasn’t been contacted so I can follow‐up. New Slide (PharmPAC and Career Development Committee) 59:47. And then also I just really appreciate the PharmPAC and the Career Development Committee. They have been so supportive of the mentoring program this last year or two. I really, really appreciate their buy in and for the Career Development Committee, the co‐leads CDR Michael Shiber and CDR Mary Kremzner. LCDR Devvrat Patel who’s here with me, who coordinated all this with the remote telecommunications and I appreciate his

• efforts. CDR Nita Sood, of course, who’s the PAC Chair and RADM Robert Pitman, our CPO, who has also

been very supportive of this. So, without them we wouldn’t be able to do this. New Slide (Special Thanks Current CCPMN Mentors, Future CCPMN Mentors, and Mentor Training Participants) 1:00:30. Then of course, (applause) special thanks to all of the Mentors who have served

• ver the years. I really appreciate all of the work that you have done. Uh, the future mentors. Hopefully

you will be encouraged to sign up after completing this training. And then of course to all of you that participated in this program because you helped to make it successful. So, with that I guess I‘ll say so

• long. 1:00:58

End