THE FULL TREATMENT


Te Policy IPT’s focus was twofold. First, MEDCOM required a policy for the workforce members, supervisors and respective


commands


regarding certifi-


cation and continuous learning points (CLPs) to meet the guidance from the Army director of acquisition career man- agement. Second,


the IPT addressed


the need for a policy with a more global focus, properly denoting which positions to code as acquisition and the require- ments to obtain ACMA approval for any updates to the TDAs. By properly align- ing positions to the appropriate TDA, MEDCOM is identifying and develop- ing better career paths and career ladders for the workforce. Both policies were approved and distributed by the end of August 2013.


TEAM 2020


MEDCOM established the Workforce 2020 Project (WF 2020) to identify and develop process improvements, which will inform workforce restructuring decisions. The team, with more than 45 members at three locations, includes, from left, Helen Edwards, MEDCOM medical services portfolio manager; Debra Caraway, Jeff Matney and LTC Charles Burton of the U.S. Army Medical Department Transformation Directorate’s Program Management Office; Carey Klug, director of AMEDD Transformation; and Nancy Quick, MEDCOM Civilian Corps specific branch proponent officer. (Photo by Dr. Valecia Dunbar, Army Medicine Public Affairs)


Te TDA IPT had even more of a chal- lenge—to review all MEDCOM TDAs and recommend updates for both mili- tary and civilian acquisition positions. Te goal for this IPT was not only to properly code the acquisition positions, but also to create career ladders, estab- lishing a structure of professional growth for the 10 civilian acquisition career fields in MEDCOM. During phase one of this process, the IPT focused on all military and seven of the 10 civilian career fields. Phase two is addressing the other three fields.


Tis process


MG Joseph Caravalho Jr., the deputy for medical systems in the Office of the ASA(ALT) (OASA(ALT)) and commanding general of the U.S. Army Medical Research and Materiel Command (USAMRMC), provided guidance and support for this over- haul and requested support from fellow MEDCOM leaders. USAMRMC is a major subordinate command of MEDCOM.


Following a meeting with the U.S. Army Acquisition Support Center (USAASC) in February 2013, the ACMA and OAP established two integrated product teams (IPTs) to explore the need for new policies and updating TDAs and PDs. Te IPTs included the Army’s military consultant for acquisition, acquisition staff from 10 of MEDCOM’s major


subordinate


commands, and key acquisition, human resources, manpower and resource man- agement leaders from across MEDCOM.


134 Army AL&T Magazine October–December 2014 took approximately one


year, with support from key acquisition leaders and MEDCOM participants in manpower and resource management. Although the career ladders still need enhancing, especially for the civilian AWF, the initial and most critical step— to capture and properly document existing AWF positions—is com- plete for phase one. With USAASC’s approval, the updates will be part of the FY16 TDA.


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