SPOTLIGHT: MAJ SCOTT WILLENS
PROVINCIAL RECONSTRUCTION
Willens, rear, and CPT Timothy Hammer, U.S. Army Civil Affairs officer, pose in 2007 with the grandchildren of the sheik who headed the agricultural organization that Willens helped stand up, one of four agricultural unions involved in the creation of the Central Euphrates Farmers Market. (U.S. Army photo)
I would like to see more early engagement, not only with end users of medical capa- bilities but with the scientists and technical staff involved in the solutions. Scientists have to submit proposals with staffing, training and equipment needs for pro- grams that may last for several years, yet the funding is for one to two years. When funding agencies shift their focus and research priorities, often mission-related and unavoidable, there is some upheaval of resource management at the laboratory level. Also, with the expanded chemical, biological, nuclear and radiological medi- cal countermeasure mission beyond the warfighter to national defense, receipt of funds from agencies outside DOD is often out of phase with project schedules. Te synchronization of funding streams with schedule and performance will improve laboratory efficiency and ensure that mile- stones are met for deliverables.
and experiences in medical chemical and biological defense, acquisitions, preven- tive medicine and public health.
During your career with the Army AL&T Workforce, what changes have you noticed that have impressed you the most? What change has surprised you the most and why?
What has surprised me most is the abil- ity of such a multidisciplinary workforce of scientists and other professionals to collaborate rapidly during a crisis, such as Ebola,
expediting medical capabili-
ties, countermeasure research, training and knowledge solutions to accomplish the mission under austere conditions and with compassion for the host nation(s). Te fiscal crisis of sequestration, com- pounded by furloughs and a hiring freeze, has underscored the resilience of the acquisition workforce to succeed despite historically unprecedented setbacks.
66 Army AL&T Magazine
Particularly with my experience with medical acquisitions, I’ve noticed greater strides to obtain feedback from the end user in the field. Te Field Assistance in Science and Technology teams in Iraq and Afghanistan were able to glean and report back on the efficacy and shortcomings of medical capabilities in the operational environment. During my experience at CDMRP, I was also impressed with the unique involvement of consumers (individuals or families affected by the particular medical conditions captured by the programs) during peer and pro- grammatic review processes as they provided their personal perspectives and brought a sense of urgency and relevance to the research.
Acquisition has changed profoundly in many ways in the past 25 years. How do you see it changing in the future, or how would you like to see it change?
What’s something most people don’t know about your job? What surprises outsiders most when you tell them about your job?
Most people don’t know what veterinar- ians do in the Army. Some may know the historic mission of the Army Veterinary Corps, which dates back to World War I Cavalry, and others may know that we treat military working dogs, Navy marine mammals, service members’ pets and even the greater public health mission. However, a significant component of the Veterinary Corps is directly involved in research and development, including laboratory ani- mal veterinarians, veterinary pathologists and comparative medicine veterinarians who hold Ph.D.s in a variety of disciplines. People are surprised at our expanded scope outside animal medicine with significant contributions to human and environmen- tal health initiatives, as well as policy.
—MR. STEVE STARK
January–March 2015
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