July—Sept 2020 Issue

200125-N-KB540-1134 PACIFIC OCEAN (Jan. 25, 2020) Navy aircraft carrier USS Theodore Roosevelt (CVN 71) transits the Pacific Ocean. The Theodore Roosevelt Carrier Strike Group was on a scheduled deployment to the Indo-

Pacific. (U.S. Navy photo by Mass Communication Specialist Seaman Alexander Williams)

avy Expeditionary Medical Support Command (NEMSCOM), located on

Cheatham Annex in Williamsburg Va., has the unique capability to erect Expe-

ditionary Medical Facilities anywhere in the world in relatively short notice. A subordinate command to Naval Medical Logistics Command, Fort Detrick, Md., NEM- SCOM provides comprehensive, shore-based medical support to U.S. and allied forces in the event of contingency operations. It is responsible for designing, procuring, as- sembling, pre-positioning, storing, maintaining and providing life cycle support for Ex- peditionary Medical Facilities (EMFs). This global involvement allows NEMSCOM to support Combatant Commanders with the right medical resources through configured expeditionary medical logistics capabilities tailored to meet critical clinical missions.

In this issue, read about how NEMSCOM deployed an Expeditionary Medical Facil-

ity Activation Team (EMFAT) to Guam to provide rapid response for the on-island med- ical infrastructure support in response to the global COVID-19 coronavirus pandemic.

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Naval Medical Logistics Command Medical Service Corps Officers pause ina moment of unity during the COVID-19 pandemic. Pictured from left to right are Lt. Jennifer Nestor, Lt. T.J. Kucera, NMLC Deputy Commander, Cmdr. Matthew Marcinkiewicz, NULC Commander, Capt. Steve Aboona, Lt. Cmdr. Robert Barragan, Lt. Cmdr. Jenny Frasco and Royal Australian Navy LEUT Claire Jeavons-Fellows.

NMLC Celebrates Women’s Equality Day story on page 18

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Pea, ON — Esc Ee | | =. S" ster of Ceremonies during the NMULC Women’s Equality Day celebration. The event was recorded and

distributed to all command personnel who could not attend in person because of the COVID-19 pandemic. Both the video and the article can be found by using any Internet search feature.

2

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On the Cover: Afier recently having returned to their home port of San Diego in May, Sailors aboard USS Theo- dore Roosevelt (CVN 71), are now prepar- ing to deploy again. In an article published in Navy Times, “Several sources from with- in the carrier’s community said the crew has been told to expect to deploy anywhere from November 2020 to January 2021, with a restriction-of-movement period, taking place as soon as October to make sure eve- ryone is COVID-19-free before they ship out. The “double pump” of the TR — send- ing it out on two deployments in the same 36-month readiness cycle — follows news that the carrier USS Dwight D. Eisenhower (CVN 69) will be doing the same thing soon from the East Coast early next year.” Earlier this year in May when the ship was about to depart Naval Station Guam, the aircraft carrier’s Commanding Officer, Capt. Carlos Sardiello, said, “the ship will leave Guam with a scaled-back crew of about 3,000, leaving about 1,800 Sailors on shore still in quarantine. That included up to 14 Sailors who tested positive a second time, just days after getting cleared to return to the carrier.” The COVID-19 reappearance in the Sailors

: . F : : , . added to the difficulty in getting the ship’s HM1 Justin Washington, HM1 Keith Fox and HM2 Justin Miller were all recognized for their crew healthy again, me fueled Gia

outstanding performance and support to the command and to the fleet. HM1 Washington was about the quality of the testing and just how recognized for his selection as BUMED’s Enlisted Technical Leader for Medical Laboratory long Sailors may remain infected or conta- Technology. He also received a Flag Letter of Commendation for his expertise and superb gious, Navy Times wrote. Now, shortly technical skill assisting the Navy’s operational forces laboratory medical assets Coronavirus after returning from an arduous Indo-Pacific response. HM1 Fox was recognized as the Naval Medical Logistics Command Senior Sailor of deployment, they are preparing to deploy the Quarter and HM2 Miller was recognized and the Junior Sailor of the Quarter for the third again. Read how NEMSCOM supported quarter of 2020. USS Theodore Roosevelt on page 6. From the Commander, Naval Medical Logistics Command ...........cceesesesseteeeeseeeeeeeseeceeeeaeeeeneeees 4 From the Commianid Master CHief ...civsceccecessicdevesseneressecpeedscattesteatteddeesitbesatstoss ives aueaeeones 5 NEMSCOM Supports USS Theodore Roosevelt, Erects Expeditionary Medical Facility in QOL MME eect cs ice ne cists sh ic dp bm Wats kn este cases em oncmnredeeae loewnneaeote 6-9 Navy Medicine Mobilizes New Platforms in the Whole-of-Nation Fie Ae SE COV 1G vscs etsenise dir stsics incatisaeesiweae lu veausevbaesiieudisen cua canaboacuonaumssvetivenaeandeaeluuace 10-11 Picture Archiving and Communication Systems at Military Treatment Facilities .............. 12-13 LogTalk print Blog—An Update on Unauthorized Commitments in FY-20 00... eeeeeereeeees 14 Naval Medical Logistics Command Celebrates National Hispanic Heritage Month .............. 15 U.S. Navy Sailor Wins the Army’s BOSS Endurance Run Challenge ..........ccceeeseeseteereeees 16-17 Naval Medical Logistics Command Celebrates Women’s Equality Day ............:ccccseeeeeeeees 18-19 Our Greatest Strength is our People ..........ccsssssscscscsssscsssecssssssccscessecscsesscessecscsessecssssseeesensensess 20-21

~ LOGISTIDALLY speaking

ary Medical Support Command had in assist- ing USS Theodore Roosevelt (CVN 71) to nurse itself back to health after the crippling events that lead to it being docked in May

personnel who were on the ground and re- ceived first-hand accounts of what was in- volved with the massive evolution to move

En

teamwork involved in helping to restore the

will hear directly from NEMSCOM’s Com-

manding Officer, Capt. Chris Morrison and his Executive Officer, Cmdr. Janine Espinal. You will also read direct statements from Lt. Brian Howard, the Officer-in-Charge of the Guam mission. Read about that incredible under- taking on page 6.

BUMED’s Historian Andre Sobocinski does it again by contributing an article that sheds light on another part of the mobilization effort that took place as aresult of the global response to the COVID-19 pandemic. This deploy- ment marked the first use of the newly established Acute Care Team and the Rapid Rural Response Team Medical Platforms. You can read about this groundbreaking effort in page 10.

Ed Doorn from our Medical Equipment and Logistics Solutions Directorate contributed an article that takes an in-depth look at the Picture Archiving and Communication Systems at Medical Treatment Facilities. Please thumb to page 12 to get an understanding of the latest technology that makes a differ- ence in how medical providers take a close look at internal organs.

Sharon Leathery revisits and updates her information on how to avoid Un- authorized Commitments. This regularly featured article generally appears at the beginning of the new Fiscal Year and provides tips on how to stay out of hot water. You can find this article as our special feature of the LogTalk Print Blog on page 14.

The command’s Diversity and Inclusion Committee members were hard at work this past quarter and their efforts paid off in a big way. While the com- mand’s manning in our building is currently at less than 25 percent, we have maintained active communication through a number of tools. Our Public Af- fairs Officer and Management Information Directorate (MID) worked together to provide teleworking members streaming and video recordings of the diver- sity events held here. But for those who still like reading their news, two arti- cles grace the pages of this issue. On page 15, you can read how Naval Medi- cal Logistics Command Celebrated National Hispanic Heritage Month. On page 18, you can read about the command’s Women’s Equality Day celebra- tion.

Another of our subordinate commands is also featured in this issue and the timing is perfect. Each year, the Army and the Navy faceoff in mortal combat on the flag football field here at Fort Detrick. On the other side of the world in Germany, a Sailor from our command competed in the U.S. Army’s Better Opportunities for Single Service members (BOSS) virtual 100-mile endurance run challenge. You’ve heard the coined phrase ‘Go Navy, Beat Army,’ right? That’s exactly what HMC Montoya did. He beat more than 600 Soldiers at their own game. Read this story on page 16.

There are a couple other features included, but I’m certain you will enjoy all the material provided in this issue of Logistically Speaking. As always, if you have stories ideas, please contact our PAO.

From the Commander

In this issue of Logistically Speaking, we take a look at the critical mission Navy Expedition-

2020 due to the Coronavirus COVID-19 pan- demic. Our Public Affairs Officer interviewed

manpower, material and equipment from state- side to OCONUS in this support mission. The

ship to operational readiness was key and you

Naval Medical Logistics Command Capt. Steve Aboona Commander Cmdr. Matthew P. Marcinkiewicz Deputy Commander

HMCM(SS/SW/FMEF) Patrick B. West

Command Master Chief Dr. Darin L. ‘Cal’ Callahan Chief of Operations

Lt. Cmdr. Greg F. Mendoza Director for Administration

Lt. Cmdr. Robert Y. Barragan II Dir, Resource Management

Mr. Richard J. Schlegel Dir, Operational Forces Support

Mr. James E. Watkins Director, Acquisition Management

Ms. Margaret Ely Director, Medical Equipment and Logistics Solutions

Ms. Julia P. Hatch Counsel

Mr. Julius L. Evans Public Affairs Officer

Mr. Leonard Morrisey Logistics Business Systems & Navy Senior Service Representative

Staff/Distribution Mr. Julius L. Evans Public Affairs Officer Julius.L.Evans.civ@mail.mil (301) 619-9650 DSN 343-9650

Mr. Philip Boroughs

Website Support

Logistically speaking is published by Naval Medical Logistics Command. Articles reflect the views of the authors and do not necessarily represent the views of the Department of the Defense or the Department of the Navy.

Articles should be submitted to: The Public Affairs Officer

LOGISTIGALLY speaking

From the Command Master Chief

he COVID-19 pandemic has changed the way we conduct

business as Sailors like never

before. The “new normal” of operat-

ing in this challenging environment requires very demanding and effec- tive measures in preventing the spread of COVID-19 to others.

The critical means of protecting yourself and your shipmate in- cludes: limiting close contact and physical distancing, self-monitoring and screening, temporarily remov- ing yourself from the work center if exhibiting symptoms, cleaning and sanitizing work spaces, frequent handwashing, proper COVID sup- plies use and enforcing standards among one another are essential. While looking out for the mission and shipmates is a top priority, we must also recognize that self-care of your mind and body is just as criti- cal.

It is normal to feel stressed or overwhelmed during uncertain times. Emotions in response to un-

certainty may include anxiety, fear,

anger and sadness. You also could

feel helpless, discouraged and occa-

sionally, out of control. Physical responses may include headaches, muscle tension, fatigue and sleep- lessness, however there are measures you can take to increase your physical and mental well be- ing.

A well-balanced diet, drinking plenty of water, daily exercise, get- ting seven to eight hours of sleep every night, avoiding risky behav- iors and spending time outdoors is critical for your physical health. Maintaining a routine, using tech- nology to engage in social connec- tions, taking a break from news or

reading or listening to music and focusing on pleasant thoughts are somethings that are helpful to your mental health.

Additionally, we must be aware of feelings that may interfere with daily functioning outside of the

HMCM(SS/SW/FMEF) Patrick West NMLC Command Master Chief

social media that make you anxious, norm such as trouble focusing on

routine activities, increased anxiety, difficulty managing emotions and feelings of hopelessness or helpless- ness.

It can feel overwhelming due to new information, long work hours and caring for your family and your-

self. It's important to pause for a ..."a moment and collect your thoughts.

>

Remaining calm can have a positive impact. With resiliency

(8% and initiative we can protect our-

selves and shipmates and continue to provide services to frontline workers and the warfighter.

If you need assistance with

» strategies or any of the other is-

sues discussed previously, please reach out to a shipmate, a friend,

your supervisor or a family mem- ber for help. LS

This picture of the front of Building 693 illustrates the new normal on Fort Detrick. The major- ity of the workforce continue to telework leaving once bustling buildings virtually empty. Since March 2020, Naval Medical Logistics Command personnel have teleworked.

5

NEMSCOM Supp

orts USS Theodore Roosevelt,

Erects Expeditionary Medical Facility in Guam

By Julius L. Evans, Naval Medical Logistics Command Public Affairs

This picture was taken a short distance from the site where the Expeditionary Medical Facility was erected in Guam with the support of NEMSCOM personnel.

onths before a United States

Navy aircraft carrier pulls

into a foreign port, a multi- tude of systems are activated to en- sure the appropriate amount of space is available. Not just for the ship, but also for the thousands of Sailors who immerse themselves in the local com- munities. To accommodate crews from the carrier and ships accompa- nying the carrier, the host nation must prepare for the influx of visitors.

Local vendors hire additional staff, ground transportation units are in- creased, hotel vacancies are managed to ensure rooms are available, clean- ing staffs are increased, more food is ordered, and practically everything imaginable is planned, stocked and prepared prior to their guests’ arrival. That was the case when USS The-

odore Roosevelt (CVN 71) and USS Bunker Hill (CG 52) visited the Cen- tral Vietnamese city of Da Nang in March 2020. The city extended a hearty welcome to the officers and crew of the ships. Published reports documented that Sailors from both ships participated in cultural exchang- es and community service projects.

One professional exchange focused on cooperating on infectious disease prevention. (US Indo-Pacific Com- mand).

After Roosevelt departed Vietnam, the severe acute respiratory syndrome coronavirus 2 (SARS-CoV-2), the cause of the COVID-19 pandemic, was detected on the carrier while she was at sea. Affected members of the crew were evacuated and the ship was ordered to Naval Base Guam. For two months, the ship remained pier side with practically its entire crew cycled through the 14-day quarantine on shore before being allowed to return to the ship.

But the ship and Naval Base Guam faced an immediate challenge - where to provide medical screening for near- ly 5,000 Sailors, of which, hundreds had already tested positive for COVID-19.

As it turned out, the United States Navy already had an asset in its in- ventory with the capability to respond to such a cause and it is specially equipped to handle this exact type of mission.

Navy Expeditionary Medical Sup-

6

port Command (NEMSCOM), Wil- liamsburg, Va., is responsible for building and maintaining rapidly de- ployable medical systems to support contingency operations, humanitarian assistance, and real-world events and exercises around the globe. In order to address emerging requirements more responsively, Navy Medicine trans- formed the legacy Fleet Hospitals into more agile, flexible, scalable, modular Expeditionary Medical Facilities (EMF) to support the full range of military operations.

“We were first alerted to the possi- bility of activating an EMF in March. We anticipated a warning order to deploy the USNS Mercy (T-AH-19), the USNS Comfort (T-AH-20), and an EMF for the Guam mission to sup- port the USS Theodore Roosevelt,” said NEMSCOM’s Commanding Officer, Capt. Robert C. Morrison, “It was anticipated that EMF capabilities would be set up somewhere in the continental United States to support COVID-19.”

The pandemic became a wide- spread health emergency throughout the world with USS Roosevelt report-

ing rampant COVID-19 cases. That was when the EMF activation in Guam became imminent. NEM- SCOM personnel were poised to take immediate action.

“By April 12, the EMF Activation Team (EMFAT) was on a Navy Air Logistics Office flight to Guam, and the local military forces in Guam were pulling the containers off of the USNS Dahl (T-AKR-312) preposi- tioning program ship. That is how rapid the response was for on-island medical infrastructure support in re- sponse to the pandemic,” Morrison said.

Further explaining aspects of the logistics effort, one subject matter expert discussed the size, cost and manpower requirements to support the evolution that was underway to provide assistance to COVID-19 pa- tients.

“NEMSCOM worked as a team to

« re i: oe a 7 :

On April 12, members of the Navy Expeditionary Medical Support Command Expeditionary Medical Facility Activation Team (EMFAT)

ensure that the push blocks of medi- cal materials were provided expedi- tiously to Guam so that the EMF re- ceived the critical supplies to get the hospital up and running,” said NEM- SCOM’s Executive Officer, Cmdr. Janine Espinal. “There were time sensitive deadlines to get the materi- als ordered and shipped quickly.”

The team worked tirelessly plac- ing urgent orders, packing over 15,500 pieces of push block material worth more than $2 million, and co- ordinating numerous priority ship- ments and flights to ensure all re- quired material arrived onsite to get the job done.

“Push block materials consist of medical surgical consumables, phar- maceuticals, hazmat and information technology equipment for internal communications. These items are not pre-positioned like the other EMF assets due to their shelf life and the

=

rapid changes in IT technology,” ex- plained NEMSCOM’s EMFAT Of- ficer in Charge, Lt. Brian Howard. “Only 60 percent of what is required for a 150 bed EMF is pre-positioned. That is a common misunderstanding. The remaining 40 percent of material comprise the push block which is sent out upon activation.”

The amount of coordination re- quired to complete this massive un- dertaking was tremendous. Moving that amount of stored material across the globe, sometimes with little to no infrastructure in place, would typical- ly be a daunting task. But NEM- SCOM is well positioned as the one- stop, Navy asset that houses and manages the logistics expertise nec- essary to accomplish this mission.

“There were a host of logistical challenges associated with the activa- tion of such a large platform. Lucki- ly, the activation occurred in Guam

e 4 Ay x eye Ib oh Ps adh VR aS hh s

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boarded a Navy Air Logistics Office flight to Guam to provide rapid response for the on-island medical infrastructure support in response to the global COVID-19 coronavirus pandemic. The EMFAT members are pictured from left to right: HM2(FMF) Woody T. Grayson, LS2 (SW/AW) Christopher M. Grace, UT1(SCW/EXW) Daniel L. Miller, Detachment Officer-in-Charge Lt. Brian W. Howard, HM1(FMF) Benjamin A. Proulx, CM1(SCW/EXW) Bryan A. Williams, HM2(FMF/SW/AW) Kyle A. Hugo.

7

USS Theodore Roosevelt (CVN 71) is pushed pier side by multiple tug boats at the Naval Station Guam.

with some on-island resources, onsite military installations and air termi- nals, less complications due to cus- toms clearance, and close proximity of the activation site to the receiving air terminal,” Howard said.

In a telephone interview, he went on to say, one of the most incredible aspects of this entire evolution is that amount of time it took to set this up. Normally, it would take months con- sidering the pre-planning, the ship- ping the logistics and everything else involved. We set this up in 10 days.

“Because of the urgent nature of the mission, we worked around the clock to ensure that multiple ship- ments arrived on-island. As quickly as material could be packed, then transportation was arranged. Material was shipped via multiple methods. Strategic Airlift, Military Channel Flight, Surface (Ship), and FEDEX/ DHL were all used to execute the mission,” Howard explained. “Only through the support, collaboration and assistance of United States Fleet

Forces Joint Operation Planning and Execution Planners, Load Masters, United States Pacific Fleet Planners, Army Materiel Command personnel, United States Transportation Com- mand and the United States Army Surface Deployment and Distribution Command, was the material able to successfully be delivered in one third of the normal time.”

Because of COVID-19, NEM- SCOM was encouraged to send a smaller EMFAT than usual. Guam wanted to minimize the number of personnel traveling to the island. There was even discussion of sending no personnel and having the local Seabee Detachment do the complete set up with remote direction from NEMSCOM.

“Once it was determined that the EMFAT expertise was critical to the activation, the seven personnel team was still hampered by the require- ment to restrict movement for 14 days and be tested for COVID-19. The EMFAT was determined to get

8

to Guam to ensure the EMF build was successful and was able to suc- cessfully navigate the COVID-19 re- strictions.” Espinal said.

“Normally, the personnel required to erect an EMF come from NEM- SCOM, the Naval Expeditionary Medical Training Institute, a Con- struction Battalion Maintenance Unit (CBMU), and the deployed EMF Hospital Staff. In this instance, the build received significant support from Naval Mobile Construction Bat- talion 5 Detachment already on is- land,” Howard said. “That support was beneficial since the COVID-19 restriction of movement delayed sup- port normally provided by the CBMU 303 and the hospital staff.”

Furthermore, as noted previously, the set-up of the EMF on site to meet expected timeframes was a challenge. The production and delivery of the push block material that was critical to attaining Full Operational Capabil- ity (FOC) to meet required timeframes was another logistical

challenge. The EMFAT was enthusi- astic to meet the challenges and worked together to achieve the mis- sion and erect the EMF within the required timeline.

“Normally the EMF has 90 days to acquire, produce and transport push block material. Due to the ur- gent nature of this mission, a period of roughly 30 days was allotted,” Howard said. “It is amazing that in one third of the time, 94 percent of the push block material was provided. The EMF as a whole had 98.8 percent of the material requirement fulfilled.”

Morrison explained how the ur- gent nature of this mission and many other missions they complete are managed by his team of diverse pro- fessionals; and this fuels their pas- sion.

“NEMSCOM is in the business of saving lives. We accomplish that mis- sion by building and maintaining rap- idly deployable medical systems to support contingency operations, hu- manitarian assistance, and real-world events and exercise around the globe. Our staff consists of Active Duty, Government Service Civilians, and a

tis ae ———

Navy Expeditionary Medical Support Command (NEMSCOM), Williamsburg, Va., is resp

team of dedicated contractors who embodies the idea of strength through diversity,” Morrison said. “This di- versity is made up of the individual subject matter experts who possess unique skills sets required to accom- plish the mission. This diversity al- lows NEMSCOM to be the most ca- pable and adept command within the Department of Defense in regards to the design, production, and delivery of deployable medical capabilities.” Given a chance to speak with Combatant Commanders, he had a specific message that they should know about NEMSCOM’s capabili- ties and how it can help them further achieve their mission requirements. “NEMSCOM understands the evolving nature of mission require- ments and that various Combatant Commanders have unique require- ments for their Areas of Responsibil- ity with respect to the products that NEMSCOM can provide. Require- ments for CENTCOM differ from those of EUCOM/AFRICOM and those of PACOM. NEMSCOM is ready to continue to adapt to these differing mission requirements. We

are already taking steps to better sup- port more rapid deployment capabil- ity,” Morrison said. “However, NEMSCOM would like to open up discussions and opportunities (once available) for representatives from the various Combatant Command’s to meet at NEMSCOM to shape the fu- ture requirements, improvements and planning with NEMSCOM/BUMED personnel.”

Considering how NEMSCOM completed the requirements they faced in the midst of a real-world, global pandemic, Espinal expressed her pride and gratitude for the team and its highly successful mission.

“The highlight of this evolution was working collaboratively with key stakeholders in Guam to include the EMFAT team. It was rewarding to know that the EMF set-up would be assisting USS THEODORE ROOSE- VELT Sailors in the COVID-19 re- covery process,” she said.

For more information about NEM- SCOM, visit their homepage by clicking on the following link https:// www.med.navy.mil/sites/nemscom/ Pages/Gallery.html. LS

=

> Tate Be - -

=—— =? - 3 =

onsible for building and maintaining rapidly

deployable medical systems to support contingency operations, humanitarian assistance, and real-world events and exercises around the globe. In order to address emerging requirements more responsively, Navy Medicine transformed the legacy Fleet Hospitals into more agile, flexible, scalable, modular Expeditionary Medical Facilities (EMF) to support the full range of military operations. This desert EMF is one example of the capability NEMSCOM provides to operational fleet forces.

9

Navy Medicine Mobilizes New Platforms in the Whole-of-Nation Fight Against COVID-19

By André B. Sobocinski, BUMED Communications

n July 20, 2020, Navy medical March and April 2020.

providers were mobilized to “Based on lessons learned from the Texas as part of U.S. Northern early deployments in support of civil authorities during the pandemic, we used rapid cycle feedback to rework

Navy Medicine modelled the new medical teams based on an existing FEMA construct to address the need for more nurses and corpsmen in COVID-19 response missions.

Unlike the larger EMFs, which can carry up to 450 personnel and are equipped to provide initial wound sur- gery in a combat theater—these plat- forms are considerably scaled down and specifically tailored to support COVID-19 patient surges.

The ACT consists of 44 individuals ranging from internal medicine physi- cians and advance care practitioners to medical and surgical nurses, pharma- cy officers, X-ray and respiratory technicians. The platform is designed to care for COVID-19 positive patients in larger civilian hospitals.

Rapid Rural Response Teams are 7 -person teams comprised of critical care physicians, critical care nurses and a respiratory technician. Cmdr. Suzanne Decker, Director of the Cur- rent Operations Division at the Bureau of Medicine and Surgery (BUMED) noted, the teams are designed to “provide care for patients in areas where access to care or capacity is limited.”

O

Command’s pandemic response in support of the Federal Emergency

rae |

U.S. Navy Lt. Tess Bandy, a nurse from Naval Medical Center, Camp Lejeune, N.C. as- signed to the U.S. Navy Acute Care Team, dons personal protective equipment in preparation for one-on-one training with hospital staff caring for patients in an Enhanced Precaution Unit at Valley Baptist Medical Center-Harlingen in Harlingen, Texas, July 19, 2020. The training is part of the team’s integration prior to caring for patients at the hospital as part of the De- partment of Defense’s ongoing COVID-19 response efforts. U.S. Northern Command, through U.S. Army North, remains committed to providing flexible Department of Defense support to states in need as well as the Federal Emergency Management Agency in support of the whole-of-nation COVID-19 response. (U.S. Army photo illustration by Maj. Bonnie Conard/U.S. Army North Public Affairs )

Management Agency’s request for Defense Support to Civil Authorities. This deployment marked the first use of the newly established Acute Care Team (ACT) and Rapid Rural

the teams to provide the specific ex- pertise required by local acute care facilities to fight this relentless virus,” said Rear Admiral Bruce Gillingham, Surgeon General of the U.S. Navy.

U.S. Navy Acute Care Team nurses from Naval Hospital Pensacola, Pensacola, Flori- da, and elsewhere are introduced to their Enhance Precautionary Unit staff prior to beginning their one-on-one training with them at Valley Baptist Medical Center-

Response Team (RRRT) medical plat- forms.

ACTs and RRRT were forged out of lessons learned from the deploy- ments of Expeditionary Medical Facil- ities to Baton Rouge, Dallas, New Or- leans, New York, and Stamford in

“This is a true ‘win-win.’ We have the privilege of standing shoulder to shoulder with our civilian colleagues helping them care for our fellow Americans while honing and sustain- ing our critical care skills for future deployments.”

Harlingen in Harlingen, Texas, July 19, 2020. (U.S. Army photo illustration by Maj. Bonnie Conard/U.S. Army North Pub- lic Affairs) These smaller, tailored teams also allow for greater flexibility in deploy- ment.

200718-A-AP748-747U.S. Navy Acute Care Team from Naval Hospital Pensacola, Pensacola, Florida, and elsewhere receive a welcome brief from Vice President for Mission and Ministry, Joe Perez, during orientation at Valley Baptist Medical Center- Harlingen in Harlingen, Texas, July 18, 2020. The orientation is the final step before the 44-member team begins integration into the hospital as part of the Depart- ment of Defense’s ongoing COVID-19 response efforts. U.S. Northern Command, through U.S. Army North, remains committed to provid- ing flexible Department of Defense support to states in need as well as the Federal Emergency Management Agency in support of the whole- of-nation COVID-19 response. (U.S. Army photo by Maj. Bonnie Conard/U.S. Army North Public Affairs)

U.S. Navy Cmdr. Jennifer Maguire, a nurse from Naval Health Clinic, Cherry Point, N.C. assigned to the U.S. Navy Acute Care Team, conducts one-on-one training along- side staff in an Enhanced Precautionary Unit at Valley Baptist Medical Center- Harlingen in Harlingen, Texas, July 19, 2020. (U.S. Army photo illustration by Maj. Bonnie Conard/U.S. Army North Pub- lic Affairs)

EMFs have a dedicated command and control element, which are staffed from personnel assigned to the platform and require personnel to undergo pre-deployment training. ACTs and RRRTs, on the other hand, are short-notice units generated from specialized skillsets and different medical treatment facilities across the

| Navy Medicine enterprise. All ACT

and RRRT personnel fly into the Joint Reception, Staging, Onward Movement and Integration site via commercial air.

As of July 27, a total of 72 Navy medical providers have been de- ployed with one Acute Care Team to the Valley Baptist Medical Center in Harlingen, Texas and with four Rapid Rural Response Teams — one each to Del Rio and Eagle Pass and one to Rio Grande City. Navy Medicine is prepared if additional mobilizations are requested by FEMA to other are-

as impacted by COVID-19.

With regard to the future use of these platforms, Decker sees great promise.

“T believe these teams will eventu- ally be formally incorporated into BUMED doctrine and may very well become a Program of Record to be- come its own unit to support our ci- vilian counterparts in our DSCA mis- sion” said Decker.

“When called upon, we can acti- vate these specialized teams and move them quickly to help people get the care they need.” LS

Picture Archiving and Communication Systems at Navy Military Treatment Facilities

Naval Medical Logistics Command Medical Equipment and Logistics Solutions

at its finest

By Ed Doorn, NMLC Medical Equipment and Logistics Solutions Directorate

A working illustration of the Picture Archiving and Communication System.

aval Medical Logistics Com-

mand (NMLC) has played a

fundamental role in the con- figuration, initial outfitting, and on- going support and maintenance of Picture Archiving and Communica- tion Systems (PACS) at Navy Mili- tary Treatment Facilities (MTFs) and ships across the world starting back

in 1999 when the Department of De- fense first started fielding commercial off the shelf PACS’. Radiology was an early adopter of PACS, so the ini- tial deployment of this technology was in support of radiology depart- ments at every Navy MTF.

The installation and use of PACS at Navy MTFs transformed radiology

12

departments, making the entire de- partment more efficient. For example, it became virtually impossible to lose images. Radiologists suddenly had tools at their fingertips that allowed them to manipulate images with ease in order to see finer detail than they ever could on film.

Over the years, as technology ad-

A handheld display illustrates mobile Picture Archiving and Communication System ca- pabilities.

vanced, developments in PACS tech- nology provided even more tools and workflow efficiencies to better sup- port clinical processes, including the ability to gather and analyze im- portant departmental data such as medical device utilization, patient throughput, and radiologist efficien- cy. Today, newer PACS capabilities include making use of artificial intel- ligence to assist with identifying abnormalities and moving imaging studies with critical findings to the top of the radiologist’s worklist.

Over the years, other clinical spe- cialties that create or utilize medical imaging data have adopted PACS. Supported by image management and medical device experts at NMLC, the Navy was an early implementer of dental PACS at all Navy MTFs and ships. In addition to dental PACS,

NMLC manages the procurement and =

deployment of cardiology PACS, commonly referred to as Cardiovas- cular Information Systems, or CVIS. Most recently, NMLC led the DoD effort in fielding and Ocular PACS (OPACS) that will bring the efficiencies of PACS to all MTF oph- thalmology and optometry clinics worldwide, including Army and Air Force MTFs. Many other clinical spe- cialties that produce medical image data such as dermatology, pathology, obstetrics and gynecology are on the

roadmap for centralized PACS type image management systems.

The PACS Team at NMLC, which is part of the Medical Equipment and Logistics Solutions Directorate Imag- ing Informatics Division, in addition to outfitting MTFs with PACS, also assists with purchasing and managing ancillary systems that are connected

Laptop computers are a vital tool that supports Picture Archiving and Communication Systems.

to, or are used in conjunction with each system. Examples include digi- tal voice dictation systems, radiolo- gist peer review and radiology critical test results management systems, as well as the forthcoming radiation dose monitoring system. The radia- tion dose monitoring system will as- sist healthcare providers and medical

B

physicists with tracking radiation dose each patient receives during the course of a radiology exam. The team also manages the Enterprise Clinical Imaging Archive (ECIA) which is a central repository of medical images that each of the various PACS’ de- scribed here have access to. This al- lows healthcare providers across mul- tiple clinical specialties to share data in order to provide the best care pos- sible to DoD beneficiaries.

The latest effort that the PACS Team is assisting with is ensuring that each of the PACS’ managed by NMLC can connect seamlessly to the DoD’s new Electronic Health Record (EHR), Military Health System (MHS) Genesis. MHS Genesis is the DoD version of Cerner Corporation’s commercial EHR, Cerner Millenni- um. NMLC has assisted the MHS Genesis implementation team with integration to the ECIA so that all providers utilizing the new EHR has access to all images stored within it. For patients that have had imaging studies completed, the referring phy- sician can click on a link within the EHR, which will launch a viewer so that they can review the images. This capability is available for radiology studies completed at any MTF where MHS Genesis has been deployed. The same capability for CVIS and OPACS is being developed. In ad- dition to connecting MHS Genesis to the ECIA, the NMLC PACS Team is working with the MHS Genesis implementation team to implement Cerner’s Visual Desktop Integra- | tion, or VDI, is a tool that will allow radiolo-

'§ gists to access all pa- tient data within the

EHR without having to

log in to a separate sys-

tem, right from their

PACS workstation. This capability will vastly enhance the lev- el of care provided by radiologists.

The best thing about managing a program such as PACS is that there is always something new and exciting on the horizon. Medical technology evolves extremely fast, and NMLC has always been, and will continue to be on the cutting edge of it.

LOT AUK psc...

An Update on Unauthorized Commitments in FY-20

By Sharon Leathery, Contracting Officer for Unauthorized Commitments, Contract Support Division, Naval Medical Logistics Command

authority ordering supplies and services without obtaining proper approval. When the required purchas-

ing protocols are not followed and a UAC 1s created, submission of a ratification request and documen- tation by the activity is the only way to reimburse vendors for outstanding obligations. The Naval Medical Logistics Command (NAVMEDLOGCOM) is responsible for the processing of ratification requests for all medical supplies and services, as well as items that are within an activity’s own procurement authority in accordance with their normal method of purchase. In FY20, a total of 11 UACs were submitted to Naval Medi- cal Logistics Command for ratification, down from a total of 21 UACs submitted in FY 19 and 20 in FY18.

nauthorized commitments (UACs) are primarily created by individuals who do not possess purchasing

Both UACs and claims represent a breakdown in purchasing controls, and therefore the submission of com- plete UAC documentation as outlined in the UAC Guidebook is required for both. In addition to NAVMED- LOGCOM’s UAC Ratification Guidebook, current guidance on the ratification process can be found in FAR 1.602-3, NAVSUP Contracts Handbook, 1.602-3, NUCARS 5201.602-3, and BUMED Policy Letter 4200 Ser M46/17UM40116 (10 Aug 17). This process ensures that individuals and sites take responsibility for errors and are given the opportunity to correct purchasing processes that are not functioning well. Determination of whether the issue will be processed as a UAC or claim will be made by NAVMEDLOGCOM upon receipt of the complete documentation.

Continuing the trend from last year, essential medical facility accreditations and staff certifications are still an

area where UAC and claim actions have increased. These include hospital and laboratory accreditation services as well as training and certification for healthcare staff that are required in order to conduct graduate medical education programs, normal operations, and patient care. Annual contracts to cover these services should be uti- lized whenever possible to avoid issues with tracking expiration that could lead to lapses in facility accreditation or staff certification, which may also represent legal liabilities. It is recommended that medical treatment facili- ty (MTF) Program Coordinators be designated to assure that these requirements are renewed prior to expiration, as most vendors do not provide any warning of impending expiration of their accreditation, and many do not invoice until well after the new accreditation period has already begun. Regardless of the vendor’s billing pro- cedures, it is up to Navy activities to ensure that proper federal purchasing guidelines are adhered to by obtain- ing purchase approval and obligation of funding prior to the explicit or implicit acceptance of any supplies or services.

Another issue that was noted on multiple occasions in FY20 for both UAC and claim submissions was the purchase of medical gas supplies and tank rental services that also was not in conformance with normal Navy purchasing policy. Since monthly consumption of medical gas by MTFs is usually not substantial, payments for recurrent usage of this type of supply or other services, such as utilities, are often handled as government pur- chase card (GPC) transactions. However, this is often not appropriate for two reasons: (1) invoices are routine- ly paid after the fact without prior approval of the services/ items as noted above; and (2) absence of the GPC holder can result in disruption of services and payment. Therefore, it is recommended that regular monthly charges such as medical gas and medical waste disposal services be put on contract to correctly place the approval of purchases prior to their receipt in order to prevent lapses that can lead to UACs and claims. LC

Naval Medical Logistics Command Cerebrates National Hispanic Heritage Month

By Julius L. Evans, NMLC Public Affairs

Cmdr. Steven Romero, Deputy Director, Operational Forces Support Directorate, was the special guest speaker for the National Hispanic Heritage Month celebration.

very year, Naval Medical Lo-

gistics Command recognizes

National Hispanic American Heritage Month with large and fes- tive celebrations. Even though the world-wide Coronavirus pandemic changed the way this year’s event was observed, it did not prevent the command from acknowledging the phenomenal support Hispanic Americans have bestowed upon this country.

This year, the command celebrat- ed the heroic achievements of four noted Hispanic American military service members on Sept. 15.

During a celebration held on its quarterdeck at the home office Com- mand Suite, on Fort Detrick, Md., Chief Hospital Corpsman Denise Galvan was the Master of Ceremo- nies and introduced Deputy Direc- tor, Operational Forces Support Di- rectorate Cmdr. Steve Romero.

“The Department of Defense joins the nation in paying tribute to the Hispanic Americans who demonstrated selfless service and sacrifice in the U.S. Armed Forces: Army, Army Air Forces, Marine

Corps, Navy, Coast Guard, National Guard, and the home front during World War II.

“When war was declared on De- cember 8, 1941, thousands of Lati- nos were among those who rushed to enlist. They fought in every major battle in the European Theatre where U.S. Armed Forces were in- volved, from North Africa to the Battle of the Bulge, and in the Pacif- ic Theater of Operations, from Ba- taan to Okinawa,” Galvan said as she concluded her introduction.

“To celebrate National Hispanic American Heritage Month, it is my pleasure to introduce our guest speaker, Cmdr. Steven H. Romero for today’s event.”

After the brief biographical sketch was presented to the audi- ence, Romero took the podium and described the military service mem- bers, Sgt. Consuelo Mary (Macias) Hartsell, Cpl. Julius Casarez, Staff Sgt. Ladislao “L.C.” Castro and Set. Alfredo “Freddy” Gonzalez, who each had unique experiences during their time in the military.

Romero, who is of Hispanic de-

a)

scent himself, related personal expe- riences that held a tie and a connec- tion with one of the featured hon- orees.

“Alfredo ‘Freddy’ Gonzalez, born in Edinburg, TX, only child of Dolia Gonzalez. Despite his small size, 135 pounds, he enlisted in the Marine Corps in July 1965 and be- came a rifleman,” Romero said dur- ing his speech, noting that on the day he enlisted in the Navy, he was 135 pounds and also that he was born in 1965, the same year Gonza- lez enlisted.

National Hispanic Heritage Month in the United States began on Sept. 15 and ends on Oct. 15, 2020. This year’s theme is ‘Hispanic Americans: A History of Serv- ing Our Nation,’ which was aptly addressed by Cmdr. Romero.

When asked to make this presen- tation, Romero explained why he selected the people he chose to high- light. “I personalized my brief and made comments based on my own research,” he said. “I was honored and felt it was a privilege to acknowledge the substantial contri- butions that Hispanic Americans have provided to our Armed Forces and our great nation.”

By September 2021, COVID-19 restrictions may be lifted and the command may be able to return to the full fledge celebrations it is ac- customed to holding with all hands’ participation. But if not, command personnel can rest assured that it will continue to acknowledge the contributions Hispanic Americans have made to the United States.

Headed by Capt. Steve Aboona, NMLC’s mission is to deliver pa- tient-centered logistics solutions for military medicine and its vision is to become the Department of De- fense’s premier medical logistics support activity. LS

a. ee ae ee

n keeping with the age-old adage

“Go Navy, Beat Army,” a United

States Navy Sailor won the U.S. Army’s Better Opportunities for Sin- gle Service members (BOSS) virtual 100-mile endurance run challenge that was held from 21 April through 24 May 2020.

Chances are you may never have heard of the Army’s BOSS virtual 100-mile endurance run challenge. The BOSS program represents the voice of the single service-member of all ranks. BOSS members advo- cate for quality of life issues on in- stallations and in the barracks, to senior leaders on post and throughout the Army and its partner Services.

Organized by the Garrison BOSS Garrison Commander at U.S. Army Garrison Rheinland-Pfalz, the Senior

Chief Hospital Corpsman Armando Montoya, Naval Medical Logistics Command Detachment,

Enlisted Advisor, the Morale Wel- fare and Recreation Advisor and the BOSS President, 654 runners were registered from the single Soldier community — active duty, the Nation- al Guard and Reservist units - and single parents, geographical bache- lors, and other branches of service and Foreign Service Members.

The Navy has programs similarly focused on quality of life issues for single Sailors. Much like the Navy’s programs, BOSS has three basic pil- lars; quality of life, community ser- vice and recreation and leisure.

For Sailors who are forward de- ployed, a program like this takes on special meaning, especially in to- day’s COVID-19 Coronavirus pan- demic environment. Touted as a way to ensure military members had an

16

nited States Army Medical Materiel Command Europe, at one point ran 17 miles in the morning and 20 miles that evening, ultimately out pacing 654 runners. Here, he is pic- tured near Schmalenberg Germany, completing his miles in the woods. This was taken during the last week of the BOSS challenge.

opportunity to remain active while gym facilities were closed, the event attracted runners from all skill levels, both male and female.

Chief Hospital Corpsman Arman- do Montoya, assigned to the Naval Medical Logistics Command (NMLC) Detachment Pirmasens, Germany, United States Army Medi- cal Materiel Command Europe (USAMMCE), won this year’s race. That he beat out more than 600 other runners, was a pleasant surprise to him, but he was well prepared.

“T try to sign up for at least one marathon every year, and to keep myself in shape. I have completed the Chicago, Seattle and Tokyo Mar- athons, before 2016,” said the Chica- go, IL, native.

“After transferring to Germany

two years ago, I started long distance endurance training, with the intention to put a few check marks on a goal list; and while in Europe, those marks included completing the [Zurich] Sevilla and Lisbon [Portugal] Marathons, and also a few trail runs in the Italian, Swiss and French Alps, which will be some of the best memories from living in Eu- rope.”

He also said his first race in 2020 was on New Year’s Eve in Zurich, which was a half-marathon that start- ed at midnight and went into the New Year. In fact, his entire unit is dedicated to personal physical readi- ness. Detachment Officer in Charge, Cmdr. Melissa Harnly, completed the Athens, Greece full marathon in No- vember 2019. Hospital Corpsman Petty Officer 2nd Class Joyce Sang completed her first marathon in Sep- tember 2019 on the outskirts of Paris, France.

“Unfortunately, this year the Bar- celona, Paris and Edinburg mara- thons were cancelled because of the COVID-19 pandemic. The Edinburg marathon was supposed to take place May 24, 2020, the last day of the BOSS challenge,” Montoya ex- plained.

In Europe, USAMMCE serves as the premier Theater Lead Agent for Medical Materiel in the Department of Defense (DoD) and the Medical Logistics Center of Excellence for the United States European Com- mand (EUCOM), the United States Africa Command (AFRICOM), and the United States Central Command (CENTCOM) Areas of Responsibil- ity (AoR).

The NMLC Customer Support De- tachment is the lynchpin between the DoD’s largest sustainment unit and

997 Navy, Army and Air Force com- |

mands, their healthcare installation, operations, contingencies and contin- uing conflicts, located in the 5th/6th/7th Fleets’ AoRs.

One of the detachment’s core re- sponsibilities is developing efficient and competent supply representatives in every unit, sustaining a viable sup- ply chain between the United States Army Command and their location whether ashore or afloat, during peace time or conflict, and during time of world-wide epidemics; it serves as the sole supplier and dis-

tributor for pandemic medical sup- plies.

The team scheduled flights, ena- bling and accelerating testing events for the active duty and dependent population stationed overseas. Every movement of COVID-19 testing ma- teriel delivered to EUCOM/ AFRICOM/CENTCOM, was coordi- nated and distributed at USAMMCE.

The BOSS event spanned multi- ple Combatant Command AoRs con- sidering the location of the partici- pants and the number of people who enrolled.

While this event was originally organized for participants at U.S. Ar- my Garrison Rheinland-Pfalz, ac- cording to the event’s organizer and president, BOSS garnered participa- tion from more than 600 runners from around the world. “T didn’t plan for it to be that big — I honestly thought it’d be 10 to 20 Soldiers, but it just kept going and going,” Army Spe. Ethan Locklear said in a press release about the event. “We had people everywhere — people in Po- land, Alaska and Missouri.”

The goal of the challenge was to run at least 100 miles and track the progress by sharing the results pub- licly. Montoya said it took him six day to complete his first 100 miles. When it was all said and done, he had completed 391.2 miles through- out the 24-day period.

“Several runners added each other

Cmdr. Melissa Harnly, Officer in Charge, NULC Detachment Pirmasens, HMC Armando

on the Nike App. During the middle and last days of the challenge, I no- ticed that if I ran a few miles in the afternoon, the other runners would run about the same distance. I did my best to keep up,” Montoya said. “My longest distance was during the last day of the challenge, with 17 miles in the early morning, and 20 in late af- ternoon to evening.”

Throughout the year, the BOSS organization schedules challenge en- durance runs and other physical en- durance activities, where Service- members can compete and become ambassadors for the military commu- nity. The BOSS challenge was the biggest endurance event of the year and it was very fitting that the Navy would score this colossal victory in a time when sporting events participa- tion, both from fans and athletes, for the 2020 year is questionable, con- sidering today’s COVID-19 pandem- ic environment.

Montoya couldn’t agree more and shared his thoughts for those who might consider participating in a po- tential upcoming event.

“To anyone interested in running or perhaps training for their first mar- athon, remember to enjoy every stride, and most importantly, have fun,” Montoya said. “If you are sta- tioned in Europe, make it a goal to run a big race. You will not only be part of a great charitable event, you will also create great memories and

Montoya, BOSS Challenge winner, HM1 Joshua Aycock, Pirmasens Navy Liaison and TSgt Jason Nguyen, Pirmasens U.S. Air Force Liaison. The Pirmasens team scheduled flights, arranged charter plane deliveries and ultimately shipped more than six million tons of medical supply orders valued at $100 million to 997 units in 78 countries and 20 deployed ships, enabling and accelerating testing events for the active duty and dependent

population stationed overseas.

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LOGISTIGALLY speaking

Naval Medical Logistics Command Celebrates Women’s Equality Day

By Julius L. Evans, Naval Medical Logistics Command Public Affairs

Lt. Jennifer Nestor was the Master of Ceremonies for the NULC Women’s Equality Day Celebration, Aug. 18, 2020.

include the entire command, even

those who were not present, Na- val Medical Logistics Command (NMLC) hosted a Women’s Equality Day celebration Aug. 18, which will be shared via its Facebook page.

Headed by Capt. Steve Aboona, NMLC's mission is to deliver patient- centered logistics solutions for mili- tary medicine and its vision is to be- come the Department of Defense's premier medical logistics support ac- tivity.

While 75 percent of the workforce conducts their daily functions from home, the remaining command per- sonnel continue to achieve mission success, whatever that entails — in- cluding participating in ceremonies.

I na virtual ceremony designed to

Lt. Jennifer Nestor, NMLC’s Medical Equipment and Logistics Solutions deputy director was the Master of Ceremonies. In her opening remarks, she described the morning’s event.

“The NMLC Diversity and Inclu- sion Committee members welcome you to the celebration of this year’s Women’s Equality Day recognizing the Women’s Suffrage Movement and the passage of the 19th Amend- ment to the Constitution,” she said. “To celebrate Women’s Equality Day, we have a notable active duty officer in the U.S. Navy and a phar- macist by profession.”

Cmdr. Tiffany Scott is the Pro- gram Manager for the Joint Deploy- ment Formulary and Department of

18

Defense Pandemic Influenza medica- tion and personal protective equip- ment stockpile. She earned her Doc- torate of Pharmacy and Master of Public Health degrees from the Uni- versity of the Sciences, Philadelphia, PA.

Dr. Scott described how, why and when the women’s suffrage campaign began. She intertwined the roots of the campaign with the societal norms of the time and the need for change, heeding the call that women earn their own identities.

Reading from historical literature, Scott said, “We hold these truths to be self-evident that all men and wom- en are created equal, that they are en- dowed by their creator with certain inalienable rights that among these

GUEST SPEAKER

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Lt. Nestor introduced the special guest speaker for the Women’s Equality Day celebration. are life, liberty, and the pursuit of

happiness,” as proclaimed in the ] Declaration of Sentiments that the peers wens Som : delegates of that time had pro-

duced.

After an informative brief dating back to the Civil War, highlighting Susan B. Anthony and describing how women won the right to vote, the ceremony was brought to a con- clusion with applauds from the at- tending audience.

In today’s COVID environment, NMLLC continues to demonstrate how it remains responsive to stake- holders through providing medical solutions to the Department of De- fense, the Defense Health Agency and all other interagency partners for their medical equipment and logistics solutions needs. It also remains cognizant to the needs of its highly efficient workforce that Cmdr. Tiffany Scott, is the Program Manager for the Joint Deployment Formulary and continues to achieve mission

Department of Defense Pandemic Influenza medication and personal protective equipment whether teleworking or on site stockpile.

19

Our Greatest Strength is our People!

Mindy Franks

uring this time frame, Ms. Franks did an exceptional job as a Team Leader and

Contracting Officer procuring NMLC en- terprise-wide requirements. As a member of the NMLC Emerging Technologies Committee, she was instrumental in researching new technologies in response to potential COVID-19 requirements and drafting acquisition templates to streamline the acquisition process. She was also responsible for procuring enterprise-wide NMLC COVID-19 requirements that included a surgeon general in1- tiated urgent and compelling requirement to pro- cure COVID-19 testing equipment and supplies for four CONUS and six OCONUS Military Treatment Facilities. As Team Leader and Con- tracting Officer, Ms. Franks eagerly pursued the task, being mindful of the impact of current sup- ply, demand, and logistical environments. She continually coordinated with NMLC leadership, the contractor, and customers to affect the most efficient and practi- cal acquisition process. In order to fulfill the requirements, Ms. Franks executed four contracts with a total value of $19,558,010. Two of the contracts are IDIQ type, which will provide customers ordering flexibility. Her leadership, tenacity and flexibility during this period have been outstanding.

Lindsay Burdette

uring this time frame, Mrs. Burdette

did an exceptional job as a Contract

Specialist for NMLC enterprise-wide requirements. She was responsible for pro- curing NMLC COVID-19 requirements that included a surgeon general initiated urgent and compelling requirement to procure COVID-19 testing equipment and supplies for four CONUS and six OCONUS Military Treatment Facilities. Mrs. Burdette’s fre- quent communication with customers, con- tractors and Contracting Officer to discuss and update dynamic supply, demand, and logistical conditions was instrumental in timely contract award. In order to fulfill the

saquiineent®: Mrs. Burdette negotiated and awarded four contracts with a total value of $19,558,010. Two of the contracts are IDIQ type, which will provide customers ordering flexibility. Mrs. Burdette devotedly performed this task while managing a heavy workload, always displaying professionalism. Her flexibility, attention to detail, and customer service during this period have been outstanding. Mrs. Burdette’s high quality work products reflect her competent decision making skills, good judgment, sound acquisition knowledge, and ability to prioritize multiple tasks.

20

Our Greatest Strength is our People!

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Pictured from Left to Right: HM1 Daniel Quick, Lt. Cmdr. Jenny Frasco, Cmdr. Steven Romero, HM1 Justin Washington, HMC Xavier Perezmendez and HMC Denise Galvan.

BUMED’s Enlisted Technical Leader for Medical Laboratory Technology. This prestigious selection searches

for qualified candidates throughout the rolls of Navy Medicine personnel and goes through a rigorous nomina- tion process. Once selected, that selectee performs a multitude of duties in support enlisted Hospital Corpsmen throughout the Navy Medicine enterprise.

When asked about his selection, Washington provided a modest response.

“To me, being selected as Enlisted Technical Leader for Medical Laboratory Technology (ETL) meant a lot, not necessarily because of the position itself (which does mean a lot), but it meant more to be selected because it was my second time applying for the position,” Washington said. “I applied in 2019 for the same position, but someone else was selected. This was a testament of all the senior leaders that I have encountered who advised me to never give up on something if you want. I believe this position is significant because I will become a liaison between my Specialty Leader, BUMED and the Enlisted Community Manager for the Navy Enlisted Classification Code, which in my case is a 1,000 plus Sailors. Some NECs are much smaller and some are much larger. I think this offers lead- ership experience in a different way. Primarily because people will come to me with issues relating to the Lab Tech community. They will seek answers for problems they may face and I will be able to offer an educated opinion or provide the resources to respond to their questions.”

Washington also received a Flag Letter of Commendation for his expertise and superb technical skill assisting the Navy’s operational forces laboratory medical assets Coronavirus response.

S taff and co-workers took a moment to acknowledge HM1 Washington for being recognized for his selection as

21

Naval Medical Logistics Command , Fort Detrick, Maryland

COV] D-19 Face Covering Guidance

Face coverings worn with Navy uniforms will conform to the guidance promulgated by the Centers for Disease Control and Prevention (CDC). Please see NAVADMIN 194/20 for additional guidance on proper wear.

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Coronavirus Disease 2019

COVID-19

What you need to know to keep your family safe and healthy.

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Are You on Active Duty and Need Replacement Eye Glasses?

Use G-Eyes to get replacement glasses while maintaining social distancing

visit: http:/ /go.usa.gov/xvBfb

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