THE FULL TREATMENT
IN THE 18 MONTHS SINCE INITIATION OF THIS OVERHAUL, THE DELINQUENCY RATE HAS DROPPED FROM 8 PERCENT TO 1 PERCENT.
AWF members have attended courses to obtain business credits and soon will be AAC members. For FY15, MED- COM AWF members are encouraged to request funding via the Acquisition Tuition Assistance Program. Te MED- COM AWF has increased its number of AAC memberships and hopes to add another 40 to 50 people to the AAC over the next year.
MEDCOM is also using DAWDF money to support its leadership and retention programs. Before FY14, Army Medicine did not engage in the DAWDF program, but in the past year, MEDCOM has identified significant opportunities for the workforce to assist with retention and career development.
LESSONS LEARNED During this process, MEDCOM has learned many lessons, key among them the importance of educating and involv- ing
essential stakeholders throughout
the process. Tese lessons are helping MEDCOM create a foundation for a more comprehensive understanding of the acquisition workforce. Tat, in turn, is leading to more educated leadership and a workforce that understands the importance of big “A” acquisition (not just contracting), including all 10 of the acquisition career fields.
Te following lessons will help us move for- ward in managing the MEDCOM AWF:
• Keep leadership informed and engaged—Tis
effort 136 Army AL&T Magazine received
significant support from leadership at
the two-star level because they
believed in the AWF and received reg- ular updates throughout the process, at least quarterly and more frequently in some cases.
• Involve manpower leaders early and often—Tey are experts on the TDA process, and engaging them helped turn this project around in a year.
• Involve USAASC and ASA(ALT)— Engage them early in the process, keep them updated on recommended changes, and solicit guidance and input throughout.
• Involve human resource (HR) pro-
fessionals from MEDCOM and USAMRMC—Teir expertise was crucial to understanding the details of updating the acquisition informa- tion in PDs and helping leaders make changes. Keeping the correct HR per- sonnel engaged remains a challenge given the many groups involved, but we are moving forward with educating and supporting each supervisor and team.
• Locate key acquisition points of con- tact at regional locations and get commitment from their commands— MEDCOM is a large organization with subordinate activities across the world. Tis presented a challenge when trying to educate and support all the AWF members and their supervisors effectively. During the past 12 months, personnel at six locations, with more than 20 AWF members each, identi- fied possible OAPs to ensure that the staffs of their respective organizations
were meeting job requirements.
• Educate, educate, educate—From understanding their role in the AWF, to navigating the Career Acquisition Management Portal, to obtaining cer- tification and CLPs, it can be hard for new and existing AWF members to fully comprehend their role. In response to this concern, the ACMA is conducting site visits, where feasible, to educate and support the team and leadership.
CONCLUSION While MEDCOM is evolving, so has its AWF. Te command has rejuvenated leadership and the AWF to properly doc- ument, educate and support workforce members. Te AWF is now more engaged and is becoming better educated to sup- port the clinician and the warfighter with its mission of developing, fielding and sustaining the best medical solutions across the globe. We still have work to do, but we are on the path to success.
For more information, contact the author at
dawn.l.rosarius.civ@
mail.mil.
MS. DAWN L. ROSARIUS is the civilian deputy principal assistant for acquisition and MEDCOM acquisition career man- agement advocate, USA, Fort Detrick, MD. She holds an M.S. in technology manage- ment, with a concentration in biotechnology, from the University of Maryland, an M.S. in national resource management from the National Defense University’s Industrial College of the Armed Forces, and a B.S. in electrical engineering, with a minor in mathematics, from Loyola College. She is Level III certified in the fields of program management; life-cycle logistics; S&T manager, and systems planning, research, development and engineering. She is a Proj- ect Management Professional and a member of the Army Acquisition Corps.
October–December 2014
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