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1
Vanguard Process
Enhancing value, relevance and agility for Navy Medicine in the Maritime and
Expeditionary Environments
February 2009
Navy Medicine Support Command
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Vanguard
ID, validate & prioritize broad set of capabilities required
Vanguard Mission:- Identify and prioritize Naval Medicine capability gaps, requirements, and
emergent needs for next generation Force Health Protection and Expeditionary Medicine.
- Provide validated capability gaps for high-level investment strategy in support of Navy Medicine’s strategic goals and research for operations readiness, military health care, and health promotion.
Vanguard 2009 Goals:- Review / analyze identified Joint Force Health Protection (JFHP) capability
gaps.- Identify any new emerging operational gaps from Navy Warfighter perspective - Review lessons learned for additional capability gaps.- Prioritize gaps within each JFHP Capability area from Navy Warfighter
perspective.- Create overall first 10 action list.- Agree on follow-on processes to include tracking & reporting requirements.
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Drive for value, relevance, & agility
• National Maritime Strategy
• CNO/Commandant’s Guidance
• Naval Enterprise Provider Role
• SG’s Strategic Plan
• BRAC’s Push for Collocation & Consolidation
• Joint/Common Focus
No appetite for redundant expenditure of resources
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National Maritime Strategy
Core capabilities of Maritime power:– Forward Presence
– Deterrence
– Sea Control
– Power Projection
– Maritime Security
– Humanitarian Assistance & Disaster Response
How is Navy Medicine’s engagement aligned?
A Cooperative Strategy for21st Century Seapower
Maritime Strategy
A Cooperative Strategy for21st Century Seapower
Maritime Strategy
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From CNO Guidance 2009
Guidance: - We must leverage science and technology initiatives to ensure
warfighting benefits accrue to future Sailors. - Our S&T investments must address warfighting gaps and improve
our effectiveness and efficiency. - Our S&T investments must deliver products that transition
affordably to Fleet operators within a timeframe that maximizes their value.
- In pursuit of new technologies, we must practice appetite suppression: technology can deliver great capability, but we can only afford to invest in capabilities we absolutely need.
Key Measures:– Warfighting value and relevance of S&T investments– Agility of S&T transitions from development to acquisition to operation
Strategic Direction supporting Vanguard Process
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USMC Capstone Concept
Central Idea: •Defeating Hybrid threats and challenges •Enhancing the MAGTF’s flexibility, agility, and adaptability •Enabling Marines to think faster, decide faster, act decisively •Increase the ability of the rifle company to conduct the full range
of missions
Imperatives: •Seabasing •Persistent forward presence and
engagement •Agile and adaptable forces •Multicapable across the ROMO
“remain the world’s foremost forward health services support element”
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Navy Enterprise
Key methods to improve ROI are: • Improving the output/cost ratio associated with all major processes • Aligning and resourcing our lines of business to achieve the
intended outcome in the most effective and efficient manner
Responsibilities of Enterprise management include:• Setting enterprise objectives • Assessing progress • Removing barriers • Making decisions (per vested authorities)
Medicine as a Provider:• works together (with other Providers) to deliver future capabilities
and support current readiness to the Warfare Enterprises at the best cost.
Improve the Return on Investment in all we do
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BRAC accelerating Jointness
Base Realignment and Closure
Army Dental Research
Navy Dental Research (NIDBR)
AF Dental Research
Great Lakes, IL
NMRC/BUMED M2
Washington, DC
BRAC Moves Affecting NMSC
Rockville, MD
NMRC BDRD
NAMRL
Wright -Patterson AFB, OH
Human Performance Wing (HPW)
Fort Sam Houston, TX
Army Dental Research
Navy Dental Research
AF Dental Research
NMRC CCC
Battlefield Health and Trauma COE (BHT)
NSVMED MPT&E NSHS
Navy Medicine Training Center (NMTC)Medical Education Training Campus (METC)
NAVMED MPT&E NHCS
NAVMED MPT&E NSHS
NMRC NAMRL
Pensacola, FL
Portsmouth, VA
NAVMED MPT&E NSHS
San Diego, CA
NAVMED MPT&E NSHS
Great Lakes, IL
NAVMED MPT&E NHCS
Ft. Detrick, MD
NMRC Bio
NMRC/BUMED M2
Joint Biomedical Research, Development, and Acquisition Management COE
Medical Biological Defense Research COE
Brooks City Base (Closing)
DEBL
NMRC BDRD
NMRC CCC
Forest Glen Annex, MD
Directed -Energy Bio Effects Lab
Tri -Service Research Laboratory (TSRL)
From To
Army Dental Research
Navy Dental Research (NIDBR)
AF Dental Research
Army Dental Research
Navy Dental Research (NIDBR)
AF Dental Research
Great Lakes, IL
NMRC/BUMED M2
Washington, DC
BRAC Moves Affecting NMSC
Rockville, MD
NMRC BDRD
NAMRL
Wright -Patterson AFB, OH
Human Performance Wing (HPW)
Fort Sam Houston, TX
Army Dental Research
Navy Dental Research
AF Dental Research
NMRC CCC
Battlefield Health and Trauma COE (BHT)
NSVMED MPT&E NSHS
Navy Medicine Training Center (NMTC)Medical Education Training Campus (METC)
NAVMED MPT&E NHCS
NAVMED MPT&E NSHS
NMRC NAMRL
Pensacola, FL
Portsmouth, VA
NAVMED MPT&E NSHS
San Diego, CA
NAVMED MPT&E NSHS
Great Lakes, IL
NAVMED MPT&E NHCS
Ft. Detrick, MD
NMRC Bio
NMRC/BUMED M2
Joint Biomedical Research, Development, and Acquisition Management COE
Medical Biological Defense Research COE
Brooks City Base (Closing)
DEBL
NMRC BDRD
NMRC CCC
Forest Glen Annex, MD
Directed -Energy Bio Effects Lab
Tri -Service Research Laboratory (TSRL)
10
Achieving value, relevance & agility
• NAVMED needs a deliberate and standardized “Requirement to Solution” process:– The process must include myriad of on-ramps that
satisfy warfighter and clinical needs– The process must define value & relevance and
enable agility & adaptability– The process must enhance ability to support current
readiness and deliver future capabilities– The process must be multi-capable and contiguous to
the joint arena
Business as usual will diminish NAVMED’s mission delivery
11
Requirements Generation System (RGS)- ~30 years of experiences
JCIDS - the Joint ProcessJoint Capabilities Integration and
Development System (JCIDS)- 2+ years old
Late Integration
Joint Capabilities
Strategic Direction
Joint Warfighting Concept Development
Joint Experimentation, Assessment & Analysis,
Validation, Selection of SolutionsServices Build Systems
Services, COCOMs
Partially Interoperable Capabilities
Service Unique Strategic Visions and Requirements
Service Experimentation, Assessment & Analysis,
Validation, Selection of Solutions
From bottom-up to capabilities-based construct
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JCIDS Analysis Process
Functional Area Analysis (FAA)• Identify operational task, conditions and standards needed to accomplish military objectives• Result: Tasks to be accomplished
Functional Solutions Analysis (FSA)• Operational based assessment of DOTMLPF approaches to solving capability gaps• Result: Potential DOTMLPF approaches to capability gaps
Functional Needs Analysis (FNA)• Assess the ability of current and programmed capabilities to accomplish the tasks• Result: List of capability gaps
2
3
1
Tasks
Capability Gaps
DOTMLPF Impacts/Actions
Actions
Requirements drive Capabilities that result in Solutions
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DEFINITIVE CARE
SURVEILLANCE
EN ROUTE CARE
FORWARD RESUSCITATIVE
CARE
FIRST RESPONDER
Patient Movement within JOAPatient Movement beyond JOA
SUSTAIN & ENHANCE HUMAN PERFORMANCEPre & Post
Deployment Assessments
INTELLIGENCE
Medical Support to Mission COAs
Expeditionary Forces
THEATER HOSPITALIZATION
OV-1 Version 21
PREVENTIVE MEDICINE
JHSIPM
JMLIS
JTMC2
DEFENSE MEDICAL LOGISTICS ENTERPRISE SUPPORT
JCM
JHPE
JPM
PREVENTION & PROTECTION
HEALTHY & FIT FORCE
MEDICAL & REHABILITATIVE
CARE
NAVMED Capability Development
PPBESAcquisition
Experimentation
Science &Technology
Strategic Guidance
CONOPS JOpsC
CBA Steps where Navy Medicine can affect requirements:- Develop relevant concept“what do I want to do” and “what have we learned (Vanguard & NOMLLS)”- Functional Area Analysis“what do I need to do it”- Functional Needs Analysis“How well will I do”- Functional Solutions Analysis“How do I improve it”
Congressional / DHP / Special
Interest
Capability BasedAssessment
Oversight CouncilRecommendations
-Capability Needs-DOTMLPF Changes
Service Specific POM
Joint RequirementDCR
Implementation
Service Policy Change
Refs:CJCSM 3170.01CBUMEDINST 5430.8Navy Medicine Strategic Goals 08
FSA
FNAFAA
JCD
Focus on the operational capabilities needed
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NAVMED POA&M
• Capability Identification– Requiring Activity
• Capability Cataloging/ Gatekeeping– Capability Development
Center (CDC)• Capability
Development/Integration– BCA (FAA, FNA, FSA)– ICD– DOTMLPF– PPBES/POM
• Governance• Execution
Build on ramps to NAVMED
Building a concepts-centric capabilities identification process
Define & resource CDC
Policy & ResourcesNAVMED ROC
Process Roles & Responsibilities and Action Officer SOP’s
15
Vanguard 2009 Goals
- Review / analyze identified Joint Force Health Protection (JFHP) capability gaps.
- Identify any new emerging operational gaps from Navy Warfighter perspective.
- Review lessons learned for additional capability gaps.
- Prioritize gaps within each JFHP Capability area from Navy Warfighter perspective.
- Create overall first 10 action list.- Agree on follow-on processes to include tracking
& reporting requirements.
This week’s Deliverables
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Bibliography• Ref(s):
– Joint Capabilities Integration and Development System (CJCSM 3170.01F, May 2007)
– Joint Force Health Protection Concept of Operations (V 1.0 July 2007)– CNO’s Guidance for 2009 (November 2008)– USMC’s Expeditionary Maneuver from the Sea: The Capstone
Operational Concept, 2008– Navy Enterprise Website (http://www.navyenterprise.navy.mil)– Navy Surgeon General’s Strategic Plan– Vanguard (http://nmsc.med.navy.mil/www/nmsc/Vanguard)
• POC’s:– Dr. Keith Prusaczyk, NMRC ([email protected])– CDR Steve Rankin, NMSC ([email protected])– Mr. Paul Talwar, Booz Allen Hamilton ([email protected])