ARMY AL&T
Phase 2
A. Synchronization & workflow
B. Medical “stuff” –medication, supply, blood, delivery & fabrication
A. Synchronization & workflow
“It’s not building stuff from scratch. In a matter of 60 to 90 days, we’re going
to be out there with these tools.”
and then even statewide and regionally and nationally,” said Quinn, noting a few recent pandemic-inspired examples. “For example, when the rest of the country needed New York’s help or the Northeast’s help, how could we have facilitated that [with NETCCN]? And then how could we have facilitated the parts of the coun- try that weren’t afflicted [at the time] when they needed it?” Te idea is to surge medi- cal specialists when needed, with no travel required.
B. Medical “stuff” –medication, supply, blood, delivery & fabrication
GAINING TRACTION But just as with any great idea in the mili- tary medical world, the acquisition process is the critical driver of success. For the NETCCN project, that’s where Jeanette Little comes in.
“My job is to make it happen,” said Little, a lab leader at TATRC whose office is located at Fort Gordon in Augusta, Georgia—the home of Army Cyber Command. “We do all the rubber-meets- the-road stuff.”
from point-to-point (“from anywhere to anywhere,” in Pamplin’s words) as opposed to the traditional “hub-and-spoke” model, which is dependent on a single outlet (like a hospital or university) broadcast- ing instruction to a series of single users.
“We anticipate that there’s going to be a need for doing this community-wide,
That proverbial road, however, was always designed to be a short one. Adher- ing to an incredibly accelerated timeline, TATRC sent out a request for proposals for NETCCN in mid-April, with hopes of having the entire network up and running by late October. A process that started with 600 participants on the initial proposer’s call ultimately led to 79 proposals. “We were hoping to get maybe 30,” said Little.
Currently, the center is winnowing down that group from nine teams to six teams; ultimately planning to settle on three final teams that will then be asked to develop the network in a collaborative fashion. “I’ve never seen so much scientific rigor put into an acquisitions process,” she said.
Indeed, part of the reason such a fast- moving effort is possible can be attributed to the center’s reliance on the USAMRDC partnership with the Medical Technol- ogy Enterprise Consortium (MTEC). A nonprofit corporation comprised of hundreds of private, academic and not-for- profit organizations, MTEC is designed to accelerate the translation of medi- cal technologies into solutions focusing chiefly on the health of U.S. military personnel and veterans. An integral part of MTEC’s partnership with DOD—and the key mechanism allowing NETCCN to progress as quickly as it has—rests within its use of the other-transaction authority (OTA), a powerful tool that allows MTEC to operate a solicitation process in a more transparent and collab- orative manner, tearing down traditional acquisition barriers restricting govern- ment-industry interactions.) It is perhaps the MTEC brand name that helped bring such headliners as Microsoft, T-Mobile, Emory Healthcare and the University of Pittsburgh (among others) to the table as part of various teaming arrangements for NETCCN. “We are very deliberate because we need a working solution to help
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