TREATMENT THE FULL
Medical Command conducts comprehensive overhaul of acquisition specialties
by Ms. Dawn L. Rosarius I POLICY MAN
Ash Ficklin is a program advisory specialist with USAMRMC and an OAP. Curing what ailed MEDCOM necessitated writing policies, updating TDAs and PDs, educating the workforce and supervisors on responsibilities, and engaging leadership. That task fell to AWF personnel like Ficklin. (Photo by Sidney Hines, USAMRMC Public Affairs)
n a large organization such as the Army, keeping track of the acquisition workforce (AWF) can be daunting, particu- larly when the workforce is responsible to such a diverse and evolving organization as the U.S. Army Medical
Command (MEDCOM). With a mission to influence health to improve readiness, save lives and foster wellness among all those entrusted to our care, MEDCOM has a diverse workforce including clinicians, logisticians, program managers, Ph.D. sci- entists and engineers. Te command is also evolving to support the outcomes of the most recent conflicts and preparing for future conflicts, while transitioning some of its mission to the new Defense Health Agency.
Te MEDCOM AWF is, in some ways, a miniature version of the Army AWF. It consists of nearly 850 Soldiers and civilians in 10 career fields: financial management, contracting, purchasing, engineering, information technology, life-cycle logistics, facili- ties management, program management, science and technology (S&T) management, and test and evaluation.
Where the MEDCOM AWF staff differs is in the additional edu- cation and degrees they carry; some have M.D.s, and many have Ph.D.s in microbiology, biochemistry, bioengineering, veterinary medicine or entomology. In addition, the MEDCOM AWF is
132 Army AL&T Magazine October–December 2014
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