Army Career Program 53 (Medical) Proponency Office Newsletter 4 Qtr FY19v5...career development. His office con-tinues to pursue shorter Civilian time to hire, improve talent management,

Medical Careerists,

Welcome to the inau-

gural CP53 Newsletter. In

this FY19 Fourth Quarter

issue, CP53 is preparing to

expand our program poli-

cy, functions, and proce-

dures in FY20. These

changes will build upon the

FY19 program changes and

accomplishments.

The most significant

changes in FY19 occurred

as CP53’s new Functional

Chief (FC) and Functional

Chief Representative

(FCR) assumed their posi-

tions to lead the Army’s

largest CP with over 33.5K

plus medical careerists. On

May 9, 2019, The Surgeon

General’s (TSG), CP53

FC, appointed Mr. Richard

R. Beauchemin, Chief of

Staff for the Office of the

Surgeon General (OTSG)

and U.S. Army Medical

Command

(MEDCOM), as the

new CP53 FCR. This ap-

pointment followed the

retirement of Mr. Gregg

Stevens, who served as the

CP53 FCR since the incep-

tion of the program in

2014.

After the July 19, 2019

retirement ceremony for

LTG Nadja Y. West,

MG R. Scott Dingle be-

came the Acting Surgeon

General. MG Dingle was

nominated for promotion to

lieutenant general and per-

manent assignment as TSG

on July 22, 2019 and con-

firmed by the Senate on

September 26, 2019. Upon

assumption of TSG posi-

tion, MG Dingle was im-

mediately designated as the

new CP53 FC. This desig-

nation is in accordance

with Army Regulation 690-

950, Career Program Man-

agement, in which the As-

sistant Secretary of the Ar-

my for Manpower and Re-

serve Affairs (ASA

(M&RA) designated select

Army leadership positions

to serve as FCs for the 32

Army Career Programs.

New CP53 Leadership Assume Positions

CP 53 Functional Chief CP 53 Function Chief Representative CP 53 Army Program Manager Major General R. Scott Dingle Mr. Richard R. Beauchemin , SES Ms. Carolyn R. Collins

Army Career Program 53 (Medical) Proponency Office

In This Issue:

New CP53 Leadership

CP53 Program Manager

Academic Degree Training

FY19 Award

Developmental Assignments

CP 53 Career Program Plan-

ning Board 2019

FY19 ACTEDS Intern and

Supervisor Orientation

Medical Reform

Army Civilian Training and

Education System (ACTEDS)

Civilian Career Management

Lifecycle Model

Army’s Changing Medical

Mission

The Next Issue:

Association of the U.S. Ar-

my Engagement

2019 SETM and ETM

Results

CP 53 Career Program

Planning Committee 2019

2019 Career Program

Planning Board Due Outs Mr. Richard R. Beauchemin Functional chief Representative (FCR)

MG R. Scott Dingle Functional Chief (FC)

rently, CP53 will offer ADT for

those careerists that remain Army

civilians after the Military Health

System transition to DHA.

The application window for

classes to start in FY21 will open in

November 2019 and close February

2020. Eligibility criteria:

must have two years of perma-

nent, full time employment as a

Department of Army Civilian at

time of application -- Army

sponsored interns or fellows are

not eligible for this program

must pursue an academic degree

that is related to the performance

of the careerist’s official duties

and is part of a planned, system-

CP53 is honored to announce

the ten FY19 Academic Degree

Training (ADT) selectees. Please

join us in congratulating those

selected, as they continue to pur-

sue greater education and training

opportunities. These ADT select-

ees are authorized to begin clas-

ses after October 1, 2019, subject

to funding.

CP53 is working with the

Defense Health Agency (DHA)

to gain approval and funding for

ADT participants to fulfill their

degree requirements after they

transition to DHA. Additional

guidance is forthcoming. Cur-

atic and coordinated program of

professional development that is

endorsed by the Army that sup-

ports organizational goals

must agree in writing to contin-

ue service in the Army at least

three times the length of the

training program or course.

Again, congratulations to the

FY19 ADT Selectees:

For more information contact usar-

my.jbsa.medcom-

ameddcs.mbx.cp53-

[email protected].

Ms. Carolyn R. Collins Army Career Program Manager, CP53/Chief, CPPO

In direct support to the CP53 Func-

tional Chief, The Surgeon General

(TSG), and Functional Chief Repre-

sentative, Chief of Staff of the Office

of the Surgeon General, the Career

Career Program 53 Who We Are

Program Proponency Office (CPPO)

leads the Army CP53 and aligns and

develops the Army’s Medical civil-

ian workforce to support TSG’s stra-

tegic campaign objectives and Army

Medicine Department’s mission.

CPPO-53 mission is complex, as

CP53 is the largest Army CP, with

over 33.5K medical careerists across

Army commands who are represent-

ed in 91 medical occupational series

and over 250 types of positions. The

program provides a standardized

framework and career enhancing

information for medical careerists

and managers on workforce capabil-

ities, requirements and the civilian

professional development to address

capability gaps for medical occupa-

tional series.

Our CPPO supports the Army Ci-

vilian Workforce Vision of an adap-

tive and flexible Army Civilian capabili-

ties-based cohort supported by integrat-

ed policies, procedures and programs

that produce and deliver the right per-

son, to the right place, at the right time,

to support current missions and enable

Army 2028 and beyond.

Page 2

CP53—Who We Are / ADT Update & FY19 Selectees

Academic Degree Training (ADT) Update and FY19 Selectees

Army Career Program 53 (Medical) Proponency Office

Page 3 Volume 1, Issue 1

Developmental Assignment Opportunities

FY19 Academic Degree Training (ADT) Selectees

NAME DUTY LOCATION DUTY POSITION DEGREE

Alicea Barrows Fort Huachuca Infection Prevention Nurse MS - Public Health

Rebecca Bermudez Fort Hood CNOIC, General Surgery MS - Nursing

Rebecca Briar Fort Carson Clincal Pharmacist Doctor of Pharmacy

Glenn Brietzke Fort Sam Houston Dietitian MS - Clinical Nutrition

Sandy Hughes Presidio of Monterey Licensed Vocational Nurse Associate Degree in Nursing

Lisa Perez Fort Sam Houston Microbiologist MS - Health Sciences-Molecular Diagnostic Science

Nicole Richardson Fort Drum Counseling Psychologist (Substance Abuse) MS-Healthcare Administration

Thomas Sejud Fort Sam Houston Nurse (Clinical/Critical Care EF) MS-Nursing

Sheila Stanfield Fort Hood Health System Specialist MBA

Alyssa Trygstad Fort Lewis Medical Instrument Technician (Ultrasound) BS - Diagnostic Medical Sonography

Pamela Whitehead-Jones Fort Campbell Medical Support Assistant MBA- (Health Care Management)

Supervisors and managers, have

you considered hosting a develop-

mental assignment in your organiza-

tion? Career Program 53 supports

approximately 33,500 Army Civilians

and is seeking host organizations to

support developmental assignments.

Why host a developmental as-

signment? Hosting a developmental

assignment can be beneficial not only

to the participant, but to your organi-

zation as well. Developmental assign-

ments are an economical and effec-

tive way to help Commands accom-

plish tasks and special projects, while

assisting CP53 careerists enhance and

broaden their skills, knowledge, and

abilities in any of the Medical func-

tional areas. Assignments must be

meaningful with a defined work as-

signment or project.

Why encourage your CP53 employ-

ees to volunteer for a developmental

assignment? An important return on

investment for the employee's organiza-

tion, the hosting organization, and the

employee is the careerist’s confidence

and knowledge after completing their

professional developmental assignment.

For FY20, CP53 developmental as-

signment opportunities will include an

assignment in the CP53 Proponency

Developmental Assignment Opportunities

Office and special assignments

for command projects and/or

pilots.

If your command is interest-

ed in hosting a developmental

assignment or having a CP53

employee participate, please

contact CP53 at:

usarmy.jbsa.medcom-

ameddcs.mbx.cp53-

[email protected]

CP53 Planning Board Aims to Ensure Civilians Can Support Army Medical Readiness

CP53 Annual Army CP Planning Board

Defense Health Headquarters, Falls

Church, Va.—The Army Career Pro-

gram (CP) 53 (Medical) Planning Board

(CPPB) met on Aug. 14-15, 2019, to

discuss issues related to CP53 medical

careerists with emphasis on Medical

Readiness.

Mr. Richard Beauchemin, CP53

Functional Chief Representative (FCR)

and Vice Chair of the board, hosted the

planning board, with Voting Members

represented from ACOMs, ACSSs, and

DRUs. These Voting Members are pri-

marily from their Command’s Surgeon

Office.

The theme of the FY19 CPPB is

“Medical Readiness – Forging the CP53

Path to Meet the New Army Medical

Readiness Mission.” The CPPB purpose

is providing the Army and our Function-

al Chief (FC) with a systematic process

to identify and resolve issues, determine

priorities, and make decisions in support

of the Civilian Strategic Human Capital

Plan (SHCP) and succession planning as

related to the Army’s medical Civilian

workforce.

While addressing the Army’s human

capital priorities, Mr. Michael Reheuser,

Assistant G-1 (Civilian Personnel) (AG-

1(CP), Office of the Army Chief of

Staff, G-1, informed the Voting Mem-

bers of his partnership with Senior Exec-

utive Service Leaders to identify best

practices within the Army for

onboarding, recruiting and hiring, and

career development. His office con-

tinues to pursue shorter Civilian time

to hire, improve talent management,

and the establishment of the Secretary

of the Army’s newly approved Army

Career Development Program

(ACDP) for apprentices.

Working closely with the AG-1

(CP) Office, CP53 is the Army's lead

for career management and proponen-

cy for the medical Civilian workforce.

The critical workforce needs highly

professional and certified personnel.

Ongoing training, education, and pro-

fessional development (TE&PD) of

medical Civilians is needed to ensure

commands have the right personnel

with the right skills at the right place

and right time to support the Army

medical mission requirements.

CP53 is the largest of the Army's

32 CPs with over 33,500 medical Ci-

vilians, which is 12 percent of the

Army's 275,000 plus Civilians. Army

medical Civilians serve in 91 occupa-

tional series across all Army Com-

mands—in virtually every clinical,

laboratory, technical or administrative

role found in hospital, clinics, Com-

mand Surgeon’s Offices, and specialty

program across the Army’s footprint.

The highest percentage of medical

Careerists serve in U.S. Army Medi-

cal Command, but CP53 has medical

Civilians in every ACOM, ASCC, and

DRU.

In addition to the CP53 careerists

serving in medical treatment facilities,

CP53 includes medical careerists in a

number of important programs, e.g.,

Sexual Harassment and Assault Re-

sponse and Prevention, Ready and Re-

silient (R2), Family Advocacy, and

Army Substance Abuse Programs.

CP53 is growing with medical career-

ists in the Army’s the expanding Holis-

tic Health to Fitness Program

(Occupational Therapists, Physical

Therapists, and Dieticians) and the pro-

posed Medical Readiness Directorates

(MRDs) to be aligned to several Army

commands.

To highlight the changes and con-

cerns in some of these areas,

Dr. James Helis, Director of SHARP/

R2, Office of the Army Chief of Staff,

G-1, along with Ms. Carla Colson, Di-

rector of Installation Services, and

COL Steve Lewis, Chief, Family Pro-

gram Branch and HQDA Family Advo-

cacy Program Manager, both of the

Office of the Army Chief of Staff for

Installation Management, provided

program updates to the Voting Mem-

bers.

Each of the Army’s 32 CPs are

required to conduct an annual CPPB

Page 4 Army Career Program 53 (Medical) Proponency Office

and the goals of Army CPPBs are ex-

tensive. They include Civilian work-

force capability and readiness; Civilian

Training, Education, and Development

System (ACTEDS) requirements and

ACTEDS plans; strategies in reducing

gaps in our workforce resources; and

review and recommend action for pro-

posals to modify policy and practices.

The boards also monitor and annu-

ally review the state of the strategic

environment, workforce and demo-

graphic diversity trends, and competen-

cy assessments. Gaps in recruitment,

personnel retention, and development

initiatives are identified to address cur-

rent and future mission requirements

and strategic human capital plans.

This planning board relates to Mili-

tary Health System (MHS) Transfor-

mation and transition of administrative

management of hospitals and clinics to

the Defense Health Agency (DHA). The

Board Members received updates of the

Army Medicine Transition from

Ms. Alicia English, Office of the Sur-

geon General, and COL John Melton,

Commander of the Womack Army Med-

ical Center (first Army Medical Center

to transition to DHA).

To aid the CP53 Voting Members in

understanding the current state and chal-

lenges in meeting future Army Medical

Department (AMEDD) missions,

Mr. John Ramiccio, Deputy, G-3/5/7 for

the Office of the Surgeon General and

U.S. Army Medical Command,

briefed the AMEDD Service lines

capability gaps and seams. To sup-

plement this overview, Mr. Carolyn

Collins, Army CP53 Program Manag-

er, updated the Voting Members on

the CP53 enterprise efforts aligned to

the Civilian Life-Cycle Model

(workforce assessments, acquiring

and hiring personnel, training and

education, and workforce sustain-

ment), funding, communication, and

program assessment.

The boards’ final goal is to moni-

tor cost data, performance metrics,

and related trends to make investment

decisions on training, education, and

professional development opportuni-

Mr. Richard Beauchemin, CP53 Functional Chief Representative and Vice Chair, CP53 Planning Board, hosts the inaugural FY19 CP53 Planning

Board (CPPB) with ACOM, ASCC, and DRU CP53 CPPB Voting Members, as well as Army Staff Program Representatives.

CP53 Annual Army CP Planning Board


Army CP53 conducted its Fiscal

Year 2019 Army Civilian Training,

Education, and Development Sys-

tem (ACTEDS) Intern & Supervisor

Orientation Symposium, 30 April

2019 through 02 May 2019 at Fort

Sam Houston, Texas. The CP53

ACTEDS Intern Civilian medical

participants are assigned throughout

the Army and represent various med-

ical occupational series (e.g., Social

Workers, Social Services Assistants,

Physician Assistants, Registered

Nurses, Licensed Practical Nurses,

Pathology Technicians, Health

System Specialists, and Industrial

Hygienists).

The three-day event provided

participants with essential infor-

mation on program overviews,

ties. Ms. Lisa Rycroft, Chief, Civilian

Training and Leader Development

Division, Office of the Army Chief of

Staff, G-3/5/7, informed the board the

Army’s FY20 budget to support the

32 CPs for this requirement was cut

by 30 percent. As such, the CPs must

critically validate and prioritize all

training requirements to achieve the

most effective and efficient use of the

limited resources.

Beyond obtaining an understand-

ing of the current and future Army’s

medical missions and program efforts,

the CP53 CPPB produces several im-

mediate products. One is a Command

CP53 Program Review presented to

the board by the Voting Members for

their perspective commands, to in-

clude their workforce, emerging mis-

sions, training, best practices, chal-

lenges, and opportunities. These re-

views provided the FCR/Vice Chair

the Commands’ prioritized program

requirements and timelines and a way

ahead for future CP53 support.

This is of special importance, as

the CP53 Proponency Office must

draft and submit the Army CP53 Op-

erations and Maintenance FY22-26

Programming Objective Memoran-

dum (POM) and FY20 budget esti-

mates to Army G-3/5/7, which is due

mid-September. The last tasking of

the board is to determine and execute

policy and procedures in FY 20

schedule of future strategic workforce

assessments, which is done in partner-

ship with Army commands.

The CP53 planning board on-site

and virtual future forums are forecast-

ed for semi-annual engagements, with

the next target date for the on-site

planning board projected for May

2020. A semi-annual supporting

Council of Colonels meeting takes

place during the other two quarters of

the year, with the first occurring in

February 2020.

An important issue for military

medical treatment facilities is ensur-

ing maximum contribution of medical

Civilians to military readiness, which

is broader than healthcare delivery.

The 33,500 medical Civilians are criti-

cal to healthcare now and the CP53

Civilian workforce will remain a key

linchpin in ensuring the Army’s cur-

rent and future readiness goals can be

realized.

Army Chief of Staff James C.

McConville has established Army peo-

ple as his top priority. This priority

has three pillars to support it: readi-

ness, modernization and reform. The

proactive CP-53 planning board is ad-

dressing all three of these pillars—the

intent is highly quality and trained

medical Civilians to support the

Army’s prioritized medical missions

and needs of Soldiers and their fami-

lies.

FY19 ACTEDS Intern & Supervisor Orientation

FY19 ACTEDS Intern & Supervisor Orienta-


Medical Reform

training, educational resources,

and professional development ap-

plications assisting in producing

technically competent and confi-

dent Civilian leaders for our fu-

ture Army Medical Civilian

Workforce.

The CP53 Orientation Symposium

featured career program presentations

by The Office of The Surgeon Gen-

eral, Army Medical Center of Excel-

lence, Army G1 (Civilian Personnel)

and CP53 Proponency Office. Among

other important related topics, the at-

tendees received pertinent historical

background at the Army Medical

Department (AMEDD) Museum, and

important focus on the reason for

Army Medicine’s existence at the

Center for the Intrepid at Brooke Ar-

my Medical Center.

STAND-TO! Edition: September 6, 2019 Provided by Headquarters, U.S. Army Surgeon General What is it? Army Medicine is reforming to

align medical operations as out-

lined in the National Defense Au-

thorization Act (NDAA) 2017 and

2019 with the National Defense

Strategy (NDS). This alignment will

sustain the readiness of the Soldiers

and deploy a medical force that is

trained and ready to support the U.S.

Army in a high-intensity conflict and

any directed mission.

What are the current and past ef-

forts of the Army?

Army Medicine has three key re-

sponsibilities:

Ensuring forces perform the core

missions

Ensuring access to world-class

healthcare for the beneficiaries

Sustaining a trained and read medi-

cal force and medically ready force.

Army Stand—To: Medical Reform

Mr. Darrell Arndt, Ms. Kayla Jackson, and Mr. Lawrence Parada from CP53 Proponency Office/Plans Branch, welcome the FY19 ACTEDS Inters

and their supervisors to the Army Medical Museum, where the orientation was held.


All careerist are encour-

aged to review the CP53 Ar-

my Civilian Training, Educa-

tion and Development System

(ACTEDS) Plans. Each of the

seven CP53 plans provide an

overview of the Medical Care

Program and a framework for develop-

ing the competencies required and ex-

pected of Medical professionals. These

plans are located in milSuite at https://

www.milsuite.mil/book/groups/cp53-

careerist-support.

CP53 offers numerous Training, Edu-

cation, and Professional Development

(TE&PD) opportunities to promote the

development of core, functional and

leadership competencies, as outlined in

the CP53 ACTEDS Plan. Please review

our course catalog, which is located in

Army Civilian Training and Education System (ACTEDS)

Realignment of Military

Medical Billets: Based on

2017 NDAA requirements, the

Army conducted a risk-based

analysis on the conversion

from military to civilian au-

thorizations. The Army rea-

ligned 6,935 military medical

billets into higher priority Ar-

my modernization require-

ments in the operating force.

The Army has a four-year plan

for these reductions, with only

unoccupied billets being re-

moved in fiscal year 2020, to

minimize impacts on access to

care.

Reorganization of U.S. Army

Medical Command: This is

currently under review to de-

termine the structure and time-

line is based on changes in the

Defense Health Agency's

(DHA) implementation plan

that requires the Army to re-

main in direct support during the transi-

tion.

Realignment of Commands:

The Army Medical Department Cen-

ter and School re-designates as the

Army Medical Center of Excellence

(MEDCoE) effective Sep. 15, 2019,

and is reassigned to Training and

Doctrine Command (TRADOC) ef-

fective Oct. 2, 2019. This move

standardizes initial military training

and enhances the Army's ability to

generate ready medical forces to sup-

port combatant commanders.

The U.S. Army Medical Research

and Materiel Command (MRMC)

was re-designated as the U.S. Army

Medical Research and Development

Command (USAMRDC) on June 1,

2019, and officially transfers medical

research, development, and acquisi-

tion elements to Army Futures Com-

mand (AFC) effective Oct. 3, 2019,

to synchronize and support Army

modernization priorities.

The remaining USAMRDC and medi-

cal logistics elements will officially be

reassigned under the U.S. Army Materiel

Command (AMC) effective Oct. 2, 2019,

organized under the new Army Medical

Logistics Command (AMLC).

What continued efforts does the Army

have planned?

The Army is reviewing the Public Health,

Veterinary Services, Dental, and a re-

structure of the Warrior Care and Transi-

tion functions. The analysis and the final

program management decisions are pend-

ing.

Why is this important to the Army?

Army Medical Reform supports Army

and DOD modernization efforts, which

increases the lethality of the Army and

ensures the Army is ready to fight tonight.

Medical reform efforts will ensure that

Soldiers and their families will continue

to receive the best care.

Army Stand—To: Medical Reform Continued

Army Civilian Training and Education System


https://mrdc.amedd.army.mil/



The Army’s Strategic Workforce Planning and Civilian Human Capital Life Cycle

Civilian Career Management Lifecycle Model

milSuite at https://

www.milsuite.mil/book/groups/

cp53-careerist-support.

Note, the objective of TE&PD is

to provide cost-effective, best-value

opportunities that meet Army re-

quirements with the intent to help

close and reduce competency gaps,

enabling careerists to apply what

they learned and make greater con-

tributions to the Army.

Active Army Career Tracker and

GoArmyEd accounts are required

to participate in CP53 funded

training. In FY20, CP53 will an-

nounce TE&PD opportunities at

least 90 days in advance of the

course start date, except in ad-

vance of scheduled training. An-

nouncements and schedules will be

shared via email and posted on the

CP53 community page in ACT

and CP53’s Facebook page. If you

have issues accessing these web-

site page links, please try logging into

the site first and then clicking the link or

pasting the URL.


Strategic workforce planning is

the Army’s systematic workforce

analysis process for identifying and

addressing the gaps between the

workforce of today and the human

capital needs of tomorrow. The

Army’s 32 Career Programs (CPs)

are charged with the mission of

conducting effective workforce

planning to enable the Army enter-

prise and the command-level to—

a. Align workforce requirements di-

rectly to the Army mission.

b. Develop a comprehensive under-

standing of where gaps exist between

competencies the workforce currently

possesses and the future competency

requirements.

c. Identify and implement gap reduc-

tion strategies.

d. Determine the optimal structure to

organize and deploy the workforce.

e. Identify and overcome internal

and external barriers to accomplish-

ing strategic workforce goals.

As part of this planning process,

the Army’s 32 CPs use the life cycle

model. The life cycle illustrates the

Army profession experience to an

Army Civilian in terms of stages.

This continuous life cycle connects

all aspects of human capital manage-

ment and provides a practical, sys-

tematic approach to support the ac-

complishment of Strategic Human

Capital Plan and Strategic Work-

force Plan. The four stages of the life

cycle are as follows:

a. Strategic workforce planning.

b. Recruit and hire.

c. Train and develop.

d. Sustain.

https://www.milsuite.mil/book/groups/cp53-careerist-support



Army Medicine Center and School Re-designated as the U.S. Army Medical Center of Excellence By Mr. Wesley Elliott September 18, 2019

Army’s Changing Medical Mission

Joint Base San Antonio, Texas - Maj.

Gen. Patrick Sargent, Commanding

General, and Command Sgt. Maj. Wil-

liam O'Neal celebrated the re-

designation of the Army Medicine De-

partment Center and School, Health and

Readiness Center of Excellence

(AMEDDC&S, HRCoE) to the U.S. Army

Medical Center of Excellence (MEDCoE)

on September 16, at Joint Base Sam

Houston, Texas.

The re-designation of the school to the

U.S. Army Medical Center of Excellence

(MEDCoE) was part of an Army moderni-

zation strategy that transferred the

school from the U.S. Army Medical Com-

mand to the U.S. Army Training and

Doctrine Command (TRADOC) on Octo-

ber 8, 2018, to align Army Medicine

training, education, professional develop-

ment, and DOTMLPF-P integration func-

tions,

"We are here in a new era. The battle-

field today is hyper-complex, hyper-

kenetic, and hyper-lethal. It is a complex

series of interconnected, synchro-

nized eco systems. In order to

compete, deter, and win, it will re-

quire a completely new level of

organizational agility and synergy,

the likes of which we have not

seen before. That is why we are

changing," said Sargent.

"Under TRADOC we will attain

agility and synergy, across all cen-

ters of excellence--destroying silos

and in their place creating friction-

less networks of cooperation. That

is how we are changing."

The MEDCoE supports the Army

to lead the design, integration, ed-

ucation, and training of new and

innovative approaches to health

and the Army Health System. It

focuses on improving the readi-

ness of the force and training the

Army's Medical Professionals.

"We have a great legacy created

by great individuals, some of

whom are present today. It is our

responsibility to remain alert, con-

tinually adapt, and innovate, so

that this legacy continues for this

and future generations," said Sar-

gent.

The MEDCoE traces its origin to

the Medical Field Service School

(MFSS) established in 1920 at

Carlisle Barracks, Pennsylvania,

that trained Army doctors, dentists,

and nurses. The MFSS moved to

Fort Sam Houston in 1946 and in

1972 was re-designated as the

Academy of Health Sciences

which made it one of the largest

medical training institutions in the

world.

In 1991, the organization was re-

designated again as the Army

Medical Department Center and

School (AMEDDC&S), with the

Academy of Health Sciences be-

coming the school arm of the insti-

tution. In 2015, to better align with

the other education and training

institutions across the Army, the

Department of the Army added

Health Readiness Center of Excel-

lence to the school's designation,

becoming the U.S. Army Medical

Department Center and School,

Health Readiness Center of Excel-

lence (AMEDDC&S HRCoE).

In Attendance was Lt. Gen Laura

Richardson, Commanding Gen-

eral, U.S. Army North, 5th Army,

and Senior Mission Commander,

Fort Sam Houston and Camp

Bullis; Command Sgt. Maj. Alberto

Delgado, U.S. Army North and 5th

Army; Trey Clayberg, Civilian Aide

to the Secretary of the Army and

Fort Sam Houston Distinguished

Quartermaster; Major General R.

Scott Dingle, Acting, Surgeon Gen-

eral and Acting Commanding Gen-

eral, U.S. Army Medical Com-

mand; Command Sgt. Maj. Mi-

chael L. Gragg, Command Sgt.

Maj. U.S. Army Medical Com-

mand; Retired Command Sgt. Maj.

Fredricke Clayton, 9th Command

Sgt. Maj. of the U.S. Army Medical

Command; Retired Command Sgt.

Maj. James Aplin, 12th Command

Sgt. Maj. of the U.S. Army Medical

Command; Retired Maj. Gen. Da-

vid Rubenstein and Mrs. Ru-

benstein; Jay Harmon, Deputy to

the Commanding General, MED-

CoE; Robert Naething, Deputy to

the Commanding General, U.S.

Army North and 5th army; Charles

Gregg Stevens, former Deputy to

the Commanding General, MED-

CoE; and Mrs. John Poppy,

Maj. Gen. Patrick Sargent, Commanding General,

U.S. Army Medical Center of Excellence (MEDCoE),

speaks at the re-designation ceremony for the for-

mer Army Medicine Department Center and School,

Health and Readiness Center of Excellence

(AMEDDC&S, HRCoE) on September 16, at Joint

Base Sam Houston, Texas. (U.S. Army Image by

Wesley Elliott, MEDCOM/OTSG) (U.S. Army Image


REDSTONE ARSENAL,

Ala. - The U.S. Army Mate-

riel Command maxim is

"The difference between

readiness and reacting will

be measured in lives lost."

The logistics of transition-

ing from peacetime medi-

cal care to wartime emer-

gency response is crucial

to preventing that loss of

life.

AMC and its new major

subordinate, U.S. Army

Medical Logistics Com-

mand, took the time to test

these systems at a tabletop

exercise during the last

week of August 2019.

The goal of this first-ever

AMC Medical Logistics

Tabletop Exercise was to

test the capabilities of AMC

and AMLC, and look at the

entire scope of medical

logistics to delineate re-

sponsibilities and identify

potential trouble spots in

the execution. AMLC was

activated on June 1, and is

still developing its process-

es. The exercise gave a

view of MEDLOG systems

as they exist right now, and

how they can and should

be shaped for future

events.

"We're here to get a visual

of the process and lay the

foundation for future suc-

cess," said Maj. Gen. Don-

nie Walker, AMC deputy

chief of staff for operations,

as he opened the exercise.

"Identify the gaps and

seams. We need to see the

entire evolution as it would

run today."

With the incorporation of

AMLC, AMC is now re-

sponsible for all Class VIII

(medical supply) logistics,

which covers everything

from pharmaceuticals to

medical/dental/surgical

supplies to laboratory

equipment. It provides

maintenance and calibra-

tion of medical equipment,

and plans for medical facili-

ties and contracting.

The exercise was a turn-

based setting starting at

peacetime and working up

through hostilities and then

returning back to peace-

time. Through this set-up,

the logisticians and plan-

ners could look at snap-

shots of an event and de-

termine the strengths to

improve and the shortcom-

ings that need to be ad-

dressed.

"Requirements forecasting

is a challenge because

peacetime medical needs

do not match what is nec-

essary to treat combat cas-

ualties," said Al Henson,

exercise lead planner. "The

Army does not generate

significant Class VIII de-

mands until it is deployed."

Throughout the exercise,

materiel management chal-

lenges such as stove-piped

systems, perishable medi-

cines and sensitive equip-

ment were noted for future

improvements.

"It is a simple fact that the

peacetime military health

system operates differently

from combat situations.

Combining that with the

limited shelf-life of prod-

ucts, we have to shape our

plans accordingly," said

Henson.

During his review of the

exercise, Gen. Gus Perna,

AMC commanding general,

said, "We have to have the

foundation and the ability

to support operations from

the beginning."

He stressed AMC and

AMLC need to know the

readiness of Army medical

stocks and the accuracy of

military medical require-

ments to work with AMC

partners, such as the De-

fense Logistics Agency to

deliver on-time and in the

needed amounts.

"We are the experts and

we have the know-how to

do the job," Perna said. "If

we need to, we change the

algorithms to get where we

want. We write the regula-

tions for success."

AMC Conducts First-ever Medical Logistics Exercise By Mr. Sean Kelly (AMC) September 6, 2019

Maj. Gen. Donnie Walker address-

es the AMC Medical Logistics Tab-

letop Exercise. (Photo Credit: Mr.

Sean Kelly (AMC))

"We are the experts

and we have the

know-how to do the

job," Perna said. "If

we need to, we

change the

algorithms to get

where we want. We

write the

regulations for

success."

Gen. Gus Perna concludes the AMC

Medical Logistics Tabletop Exer-

cise. (Photo Credit: Mr. Sean Kelly

(AMC))

Army’s Changing Medical Mission


Job Opportunities

Fort Campbell hosts a Career Summit on 17 OCT 2019

Career Program 53 Proponency Office

2377 Greeley Ave Suite 1 Bldg. 4011 Fort Sam Houston, Texas 78234

Email: usar-

my.jbsa.medcom-

ameddcs.mbx.cp53-

[email protected].

CP53 Website:

https://armymedicine

.health.mil/CP53

CP53 MilSuite:

https://www.milsuite.

mil/book/groups/cp53

-careerist-support

CP53 Facebook:

https://www.facebook

.com/groups/1270237

94307278/

Training Requests:

GoArmyEd.com

CP53 ACT Commu-

nity Page/IDPs:

https://actnow.army.

mil/communities/com

munity/civilian-cp53

Service members, veterans, and military

spouses can now register for the Oct. 17 Fort

Campbell Career Summit to connect with

hiring managers, explore career fields, and

discover cutting-edge resources.


Seeking a new Army Medical Position? See the latest listing of Ar-

my medical jobs being recruited at https://medcom.usajobs.gov/

Documents

Army Career Program 53 (Medical) Proponency Office Newsletter 4 Qtr FY19v5...career development. His office con-tinues to pursue shorter Civilian time to hire, improve talent management,