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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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SG’s Strategic Plan

Build a standardized, sound, customer focused & measurable process

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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)

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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

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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

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3

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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

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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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Questions?

Comments?

Vanguard Process

Thank-you for your inputs

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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 (keith.prusaczyk@med.navy.mil)– CDR Steve Rankin, NMSC (steven.rankin@med.navy.mil)– Mr. Paul Talwar, Booz Allen Hamilton (paul.talwar.ctr@med.navy.mil)