Presentation is loading. Please wait.

Presentation is loading. Please wait.

VANGUARD Symposium 10 February 2009 UNCLASSIFIED/FOUO

Similar presentations


Presentation on theme: "VANGUARD Symposium 10 February 2009 UNCLASSIFIED/FOUO"— Presentation transcript:

1 VANGUARD Symposium 10 February 2009 UNCLASSIFIED/FOUO
USMC Medical Capabilities RADM Richard Jeffries Medical Officer of the Marine Corps VANGUARD Symposium 10 February 2009 UNCLASSIFIED/FOUO

2 QRM January 2009 Report The Road Ahead: Interagency Operations
“The Department’s vision is to support maturation of whole-of-government Approaches to national security problems…” Conducting Stabilization and Reconstruction Operations “Today, military forces are conducting a wide range of civil-military operations and activities… and have performed these missions for more than a century… A better understanding of how civilian-military efforts must be mutually supportive and when operations should transition between military-led and civilian-led activities. ref: NSPD-44 and Title 16 of the 2009 NDAA

3 USMC VISION 2025 The Marine Corps of 2025 will fight and win our Nation’s battles with multi-capable MAGTFs, either from the sea or in sustained operations ashore. Our unique role as the Nation’s force in readiness, along with our values, enduring ethos, and core competencies, will ensure we remain highly responsive to the needs of combatant commanders in an uncertain environment and against irregular threats. Our future Corps will be increasingly reliant on naval deployment, preventive in approach, leaner in equipment, versatile in capabilities, and innovative in mindset. In an evolving and complex world, we will excel as the Nation’s expeditionary “force of choice”.

4 Strategy Objectives for 2025
Focus on the Individual Marine Improve Training and Education for Fog, Friction, and Uncertainty Expand Persistent Forward Presence and Engagement Posture for Hybrid Threats in Complex Environments Reinforce Naval Relationships Ensure Amphibious Force Levels Meet Strategic Requirements Create Joint Seabasing Capabilities Lead Joint/ Multinational Operations and Enable Interagency Activities Maintain A Ready and Sustainable Reserve Build and Deploy Multicapable MAGTFs Strategy Objectives for 2025 Slide Details: Built by SVG. Same slide used in their Vision & Strategy overview slide. Suggested text: “HERE ARE THE TOP LEVEL VISION AND STRATEGY OBJECTIVES FOR THE MARINE CORPS, AND YOU WILL SEE THEM REFLECTED IN ALL THAT FOLLOWS.” This list starts with the individual Marine and ends with the multicapable MAGTF (“bookends”) These ten strategic objectives are those things that must be done to achieve our idealized end-state. The accomplishment of these objectives allows us to perform our core competencies and therefore develop the Corps consistent with the themes of the Vision and Strategy Document… Notice also that three of the objectives pertain to getting back to our naval character… Strengthening the MAGTF for employment across the ROMO is not just a Service objective, it’s a national imperative. The intent of the 82nd Congress is for the Marine Corps to act as the nation’s force in readiness. Employment as an integrated combined arms team is how the Marine Corps meets this mandate. We are both ready, and rapidly responsive… In an a future security environment characterized by increased complexity, the expeditionary nature of the MAGTF is an absolute must… In this brief, we discuss the Marine Corps six core competencies in some detail. The slides devoted to this show the connections between the vision, the strategy, the intermediate strategy objectives shown here, and the principal capability development initiatives that must be accomplished – in an “ends –ways- and means” approach. More on this later… A national imperative - Strengthening the MAGTF for employment across the ROMO

5 USMC Core Competencies
The Corps conducts persistent forward naval engagement and is always prepared to respond as the Nation’s force in readiness. The Corps employs integrated combined arms across the range of military operations, and can operate as part of a joint or multinational force. The Corps provides forces and specialized detachments for service aboard naval ships, on stations, and for operations ashore. The Corps conducts joint forcible entry operations from the sea and develops amphibious landing force capabilities and doctrine. Core Competencies. Gen Flynn note- our core competencies rely on the Navy. Everyone of these competencies has a Navy cornerstone. Core competencies reflect our particular skill sets and thus describe what we do. They are our fundamental contribution to our Nation’s defense. They are not static; as necessary, new competencies must be developed and honed to meet emerging challenges. These challenges are assessed by each Commandant of the Marine Corps. Currently, the Marine Corps excels in six unique core competencies. The first four represent enduring core competencies and respond to legislative direction and public law. The latter pair reflects demonstrated skills sets that have to be raised to a higher level given the Nation’s strategy, defense planning priorities, and our understanding of the emerging security environment. 1. The Corps conducts persistent forward naval engagement and is always prepared to respond as the Nation’s expeditionary force in readiness. The Marine Corps is devoted to an expeditionary way of life. We understand that true readiness means much more than being deployable. It requires a forward deployed force that can react rapidly and transition across the range of military operations. This agile force must flourish in the uncertainty and chaos of emerging crises. 2. The Corps employs integrated combined arms across the range of military operations, as part of a joint or multinational force. Our MAGTFs blend the art and science of executing combined arms operations from air, land, and sea. Marine employment and integration of air- and ground-based fires at the tactical level of war is a unique capability that reflects our innovative approach to warfighting. Likewise, our MAGTFs are task organized for each mission and are capable of operating with simultaneity and depth throughout the battlespace. 3. The Corps provides forces and specialized detachments for service aboard naval ships, on stations, and for operations ashore. The Marine Corps and the Navy share a common heritage. Throughout our history, Marines have served aboard Navy ships as marksmen, embarked MAGTFs, naval tactical aviation, and specialized detachments afloat. This approach is reflected in our doctrine and in how we design our equipment and weapons systems. Our close association with the Navy continues today. A Cooperative Strategy for 21st Century Seapower articulates our renewed emphasis on integrating naval capabilities and capacities. 4. The Corps conducts joint forcible entry from the sea and develops amphibious landing force doctrine and capabilities. Together, the Navy and Marine Corps provide the Nation with its primary capability to project rapidly and sustain combat power ashore in the face of armed opposition. When access to critical regions or allies is denied or in jeopardy, forward deployed, rapidly employable Marine Corps forces are trained and ready to execute amphibious operations and swiftly defeat enemy defenses. They leverage available joint and naval capabilities, project sustainable combat power ashore, and secure entry for follow–on forces. These same capabilities provide an ability to respond to crisis without reliance on infrastructure or basing ashore. 5. The Corps conducts complex expeditionary operations in the urban littorals and other challenging environments. The Marine Corps' ability to conduct complex expeditionary operations (including irregular warfare, counterinsurgency, counterterrorism and counter proliferation operations) has been demonstrated throughout our history. The variety of tasks required for complex operations has increased due to the presence of large numbers of noncombatants, dense urban areas, and the growing implications of information operations. Marines are specifically trained and broadly educated to understand cultures and populations, to thrive in dynamic environments, and to recognize and respond creatively to demanding situations. 6. The Corps facilitates the integration and application of all instruments of national power. The complex nature of existing security challenges demands capabilities that incorporate the strengths of all the instruments of national power. Marines are well qualified to enable the introduction of follow-on forces and facilitate the integration of military and whole-of-government initiatives. This interoperability denotes enduring relationships, capabilities, organization, and cultural awareness working in harmony across all aspects of an operation. The Corps conducts complex expeditionary operations in the urban littorals and other challenging environments. The Corps leads joint / multinational operations and enables interagency activities. 5

6 Capstone Operational Concept
“Using the Commandant’s Vision and Strategy as a preface, this anthology presents our Capstone Operational Concept followed by a family of operational concepts. Collectively, they provide a bridge from the national strategy and overarching naval concept to service-specific operating concepts and envisioned capabilities.” LtGen Amos, DC CD&I Focused on 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 Describes four operational imperatives necessary to win Seabasing Persistent forward presence and engagement Agile and adaptable forces Multicapable across the ROMO 6 6 (2 of 6)

7 Assumptions That the Marine Corps will remain a Multicapable Force—relevant across the range of military operations (ROMO) That geographic CCDRs will have a greater demand for Marine forces to conduct theater security cooperation That CENTCOM drawdown and 202K growth will allow a more balanced presence throughout the globe That current initiatives will enhance the Marine Corps’ irregular warfare capability and capacity That Agreed Implementation Plans (AIPs) are implemented with Marine Corps recommended changes That funding and authorities will be aligned to support Marine operations in support of CCDR theater campaign plan requirements The assumptions upon which the Long War Concept are built are shown here. The single most important assumption is that the purpose of our Corps will be to fight and win our nation’s battles across the full spectrum of combat operations. We will not seek to deviate from this formula that has served our nation so well. Combat operations in the CENTCOM AOR have absorbed the majority of our combat forces for the last 4 years. However combat operations in Iraq and Afghanistan will eventually draw down to a sustainable level that will enable the Marine Corps to focus with greater energy on the future prosecution of the Long War. CCDRs have consistently recognized phase 0 operations as being critical to their successful ability to deter aggression in their respective AOR. In the past these efforts have been ad hoc at best. As the drawdown of CENTCOM forces proceeds, the ability of the Marine Corps to replace forces withdrawn from the PACOM, specifically WESTPAC AOR, will be realized. This will enable national leaders to better posture US forces to address security challenges related to north Korea and Taiwan, as well as acknowledging the rise of China and India as competitors for vital natural resources and the other 39 countries in the AOR. The defense policy review initiative (DPRI) talks with Japan resulted in the alliance transformation and realignment agreement (ATARA) and 19 associated agreed implementation plans (AIPs). The AIPs which include Marine equities are: Iwakuni consolidation, Futenma relocation facility, Guam relocation, and land return and shared use of facilities on Okinawa. Lastly, it is assumed that the MARFORs will have sufficient funding made available to prosecute one of the most critical aspects of the Long War: deter potential aggressors and build capacity in a manner that sustains existing partners while forging new relationships with partners we have yet to engage. 7 7

8 MAGTFs Across the Range of Military Operations
Partner and Prevent, Persistent Presence Crisis Response and Limited Contingency Ops Forcible Entry and Major Operations and Campaigns xxx x III MEF MEB 40,000 – 80,000+ personnel 14,000 – 17,000 personnel Train, Advise, & Assist Teams MEU Divisions Wings Marine Log Groups ~2,200 personnel SP MAGTF SC MAGTF Regiment (Rein) Marine Air Group Combat Log Regiment Task Organized Battalion (Rein) Composite Sqdn Combat Log Bn Dets, Platoons & Companies The Marine Corps fights and trains as MAGTFs. From right to left, we have the doctrinal standing MAGTFs displayed, starting with the MEF all the way to the special purpose MAGTF. SPMAGTFs are task organized for a specific mission. An example of an SPMAGTF is SPMAGTF 3/8 which is bound for Afghanistan to replace 2/7. SPMAGTF 3/8 is being organized, trained, and equipped for combat operations. SCMAGTFs are task organized for operations at the lower end of the ROMO, such as security force assistance and building partner capacity. Of note, SCMAGTFs are SPMAGTFs. The MEU is the smallest of the standing MAGTFs, is commanded by a colonel, and is built around the forces portrayed on the slide. The MEB is commanded by a brigadier general and organized around the forces portrayed. The MEF is commanded by a lieutenant general and is the largest of the doctrinal MAGTFs. At the lower left are train, advise, and assist teams that are organized and deployed based on specific engagement requirements. A key point to take away from this slide is that the same units that comprise a MEU also comprise the MEF– these units are multi-capable in nature and able to be task organized based on the mission requirements. The Marine Corps’ force generation model is designed to allow units to prepare for specific missions across the ROMO. In the same manner, the Marines who comprise the training teams are the same Marines who comprise the units that are task organized for other MAGTFs. Our units and the Marines that comprise those units are trained and equipped to fight across the range of military operations. The description of the Marine Corps as a two fisted fighter is apt. One fist constitutes our efforts to agilely extend a hand of friendship to our partners while maintaining the ability to jab to keep adversaries off balance. These are our efforts on the lower end of the range of operations. However we will always maintain the ability to bring the full power of the Marine Corps combined arms team to bear against an opponent, in the same manner that a fighter uses his rear hand punch to deliver a decisive, crushing blow to his adversary. If you want to think in terms of capabilities, the rear hand represents JFEO from the sea and sustained combat operations. If you think in terms of things, the rear hand is represented by the Marine Corps’ “rear hand punch” is represented by our artillery, tanks, EFVs, and fighter-attack aircraft. “Two- Fisted Fighter” Multicapable Across the ROMO 8 Joint / Multinational Operations and Interagency Activities 8 8 8 Col Gentry 8

9 Multicapable Across the ROMO
Crisis Response / HA / Small Scale Contingencies Crisis / Contingency Response Deter aggression Quickly respond to crisis & aggression Protect citizens / interests 63% of the world’s population lives in the littorals … 75% by 2030 Expand influence Strengthen alliances Conduct Information Operations MEU MEU MEU -- East Timor -- Kosovo -- Liberia -- Haiti -- Philippines -- Indonesia -- Sri Lanka -- US Gulf Coast -- Pakistan -- Lebanon Multicapable Across the ROMO, Crisis Response/HA/Small Scale Contingencies Slide Details: a. Slide built by… for…. This is the second in the series of multicapable slides. The blue box has moved slightly to the right on the bottom banner so the main topic of this slide is SP MAGTF/MEU-type operations in response to crisis response, humanitarian assistance, and small scale contingencies. II SP MAGTF III MEU Marine Module on LCS Partner and Prevent, Persistent Presence Crisis Response and Limited Contingency Operations Forcible Entry and Major Operations / Campaigns 9 WHO BRIEFS

10 34th Commandant’s Priorities
Our Marines and Sailors are our number one priority! Achieve victory in the long war Right-size our Corps to achieve 1:2 deployment to dwell time Provide our Nation a naval force that is fully prepared for employment as a MAGTF across the spectrum of conflict Reset and modernize to “be most ready when the Nation is least ready Improve quality of life for our Marines and our families Rededicate ourselves to our Core Values and warrior ethos Posture the Marine Corps for the future

11 Vision for USMC Health Services
Expectations from the GWOT OIF/OEF “…historically low DNBI and DOW rates” “Golden Hour” for resuscitative surgery We will rapidly adapt to novel missions and operational requirements We will provide only essential care in theater, with rapid evacuation to definitive care We will provide medical care for civilian casualties, EPWs, detainees Our innovations will be based on analysis of available data We will rapidly insert new medical technology into ongoing operations We will use operational and medical lessons learned to guide enhancements OUR PRIMARY FOCUS IS CARE OF THE WOUNDED, ILL, AND INJURED (WII) MARINE AND SAILOR We will be expected to set the standard for far-forward resuscitative care, and provide “best in the world operational medicine and Force Health Protection” SSTRO = Stability, Security, Transition, and Reconstruction Operations (SSTRO) TRA = The road ahead USMC will emphasize the capability to rapidly respond from forward deployed locations with task-organized MAGTFS Emerging infectious disease threats

12 Vision for USMC Health Services Strategic Outlook
USMC units will provide organic health service support wherever they are engaged across ROMO USMC will face a resource constrained environment; however, force protection and health service support will remain a CMC priority USMC will continue to be deployed world-wide in the GWOT - MCO Homeland defense, civil support, and consequence management Stability, Security, Transition, and Reconstruction Operations (SSTRO) Medical civil-military operations Detainee operations USMC will seek interoperability with naval, joint and coalition partners, and leverage the capabilities of gov't agencies, NGOs and PVOs USMC will face continued Congressional & DoD requirements to improve force protection, deployment health surveillance, and support returning casualties and their families Decreasing number of hospital beds in theater, emphasizing essential care in theater and rapid evacuation out of theater - DoD-wide “skip policy” from Level III - Many more Level II+ SSTRO = Stability, Security, Transition, and Reconstruction Operations (SSTRO) TRA = The road ahead USMC will emphasize the capability to rapidly respond from forward deployed locations with task-organized MAGTFS Emerging infectious disease threats

13 AFGHANISTAN 2008 13 UNCLASSIFIED - FOUO
7 X EMBEDDED TRAINING TEAMS ISO CSTC-A ~ 150 PERSONNEL RC-C AND RC-E OPERATIONS ISO 201ST ANA CORPS RC=REGIONAL COMMAND MARINE SPECIAL OPERATION COMPANY (x2) ISO COMBINED JOINT SPECIAL OPERATIONS TASK FORCE, AFGHANISTAN ~ 200 PERSONNEL RC-W, RC-S RC NORTH RC CAPITAL HERAT RC EAST RC WEST MUSA QALA FARAH SANGIN RC SOUTH LASKAR GAH KANDAHAR GARMSIR Helmand 24TH MEU ISO NATO ~ 2,400 PERSONNEL HELMAND PROVINCE (RC-S) OPERATIONS IN THE VICINITY OF GARMSIR RETROGRADE 2008 SPMAGTF-A ISO CSTC-A ~ 1,400 PERSONNEL RC-S AND RC-W 13

14 USMC Health Services Guidance
Optimize USMC health service capabilities and capacity for FHP and essential care in austere, expeditionary environments - Across the range of military operations Ashore and Afloat EMW/STOM/Distributed Operations/COIN and soft power focus Conventional and CBRNE warfare Focus on our essential and enabling clinical capabilities plus capacity Reserve Component should mirror Active Component Set up Garrison Care with: Quality in mind Continuum of care “Train as you will fight” Alignment in CONUS as deployed Partnerships with Navy Medicine, other Services, VA, Civilian, and NGOs Leverage their recent advances to improve interoperability within the USMC Increase interdependence with Navy Medicine and the other Services/VA What is our core ‘must do’ and what should we let others do Be open to new ideas and alternative means to achieve our common goals

15 Continuum of Care Focus – TMO ESG/OAG
Next Generation Marine ‘Docs’ and Medical/Dental Providers Next Generation Platforms, CASEVACS, and Environments Next Generation Marine - Resilience, Medic, Behavioralist? Reservist Casualty Care and Families through the Healthcare System Technology, Research, Information Mgt. 15

16 Requirements - Capabilities
2009 HSOAG Solution Team: First Responder / BAS Capability –Platform Requirements Requirements - Capabilities Mobile Forward Aid Station ABC resuscitative ability for several casualties, holding 48 hrs Enhanced airway management including suction, low weight 02-generating vent, chest tube capabilities Volume resuscitation, hemorrhage management - 1st Responder (Corpsman) at Point of Injury with current capacity and skill set – but systemic ability to advance care as per emerging technologies Recommendations: Create dividable / scalable / modular / task-organized BAS into 2-7 “Forward Aid Stations” with enhanced airway, resuscitative and holding capacities; Establish Working Council to study / determine: Modularity, Equipment, Technologies, Personnel 16

17 Discussion: Requirements - Personnel Requirements – Equipment
2009 HSOAG Solution Team: First Responder / BAS Capability –Platform Requirements Discussion: Requirements - Personnel Forward Aid Station: IDC, PA, NP, Advanced HM, or MO with enhanced trauma resuscitative capacity and skill set Requirements – Equipment Scalable TE with STP equipment in addition to traditional BAS sick call Low-weight, portable, 02-generating ventilator ability X-ray, Ultrasound, ISTAT at main BAS Decon capability TE to main and Forward Aid Stations Defined Sports Medicine TE for BAS 17

18 2009 HSOAG Solution Team: First Responder / BAS Training Requirements
Recommendations: Establish a summit to standardize medical training requirements (T&R Manual) and develop the “continuum of training matrix” [to include BUPERS, HQMC, MARFOR, MPT&E & TECOM] Basic/Core Skills (i.e. Trauma Management, Sick Call, Dental, Preventive Medicine, Mass Casualty, TeleMED, Sports Medicine, Warfighting, etc.); Advanced/Specialized Skills (i.e. COSC, TBI, CBRN, HADR, Paramedic Skills, Casevac/Medevac, Medical Cultural/Language, etc.); Sustainment Skills (Establish an FMF “On Ramp” Refresher Course); Establish Medical Training Cells at each MEF/MFR and MSC Add HS T&R compliance to CGRI – HQMC IG Leverage/Review Joint training opportunities; FMSO and FMST 18

19 2009 HSOAG Solution Team: Forward Resuscitative Capability –Platform Requirements
Recommendations: A core capability of FRSS/STP/ERC teams organic to Med BN to meet full spectrum of forward resuscitative care to “Level II+” care Structure resuscitative capability to be light, small, and scalable across the full spectrum of combat operations IOT support future Expeditionary requirements Use the ERSS model as a starting point Nominate a study group to determine… The composition, capability, skill sets for expeditionary teams Which HSAP billets to convert to organic Medical Battalion critical core resuscitative capabilities How to convert HSAP billets A process to streamline and expedite the repositioning and re-allocation of resuscitative capabilities on the battlefield in response to changing combat tempo and Main Effort; Right capability, right place, right time. 19

20 HQMC HS Organizational Changes and Structure
- Special Staff - TMO Executive Steering Group (ESG) - OAG - FHBOD Capability Documents and EMW HSS 20

21 INITIAL CAPABILITIES DOCUMENT (ICD)
UNCLASSIFIED Working Draft INITIAL CAPABILITIES DOCUMENT (ICD) For United States Marine Corps Health Service Support (HSS) for Expeditionary Maneuver Warfare (EMW) Potential ACAT III Validation Authority: United States Marine Corps Approval Authority: United States Marine Corps Milestone Decision Authority: Commander, Marine Corps Systems Command Joint Potential Designation: Joint Integration Prepared for Concept Refinement Decision 16 September 2008 V 1.0 Distribution Statement D: Distribution authorized to Department of Defense (DOD) and DOD contractors only; for administrative and operations use. Other US requests shall be referred to Commanding General, Marine Corps Combat Development Command (MCCDC), Expeditionary Force Development Center, Quantico, VA 21

22 Health Services Support OV-1
BAS GCE S-4 FRSS/STP FSC Navy CRTS Casualty Evac Theater Hospital MWSS Aid Station SIMLM

23 QUESTIONS? EVERY MARINE/SAILOR AN AMBASSADOR AND NO BETTER FRIEND
EVERY MARINE/SAILOR A WARRIOR AND A FOE’S WORST ENEMY There are six people depicted in Joe Rosenthal’s famous photograph of the raising of the American flag on Mount Suribachi on Iwo Jima. Five of them are Marines… and one is a Navy Corpsman, Pharmacist’s Mate 2nd class John H Bradley. This memorial symbolizes the close and special bond that exists between Marines and the Navy medical personnel who work together every day in peace time and combat.

24 BACK UP SLIDES There are six people depicted in Joe Rosenthal’s famous photograph of the raising of the American flag on Mount Suribachi on Iwo Jima. Five of them are Marines… and one is a Navy Corpsman, Pharmacist’s Mate 2nd class John H Bradley. This memorial symbolizes the close and special bond that exists between Marines and the Navy medical personnel who work together every day in peace time and combat.

25 MAGTF Implications Decentralized MAGTF operations
Develop Small unit leaders Integrate Predeployment training Conduct Enhanced Company Operations (ECO) MAGTF effectiveness in complex terrain Increase small unit training and situational awareness Improve Ground tactical mobility Enhance Assault support Develop Unmanned systems Lighten the load while enhancing protection Complex and media-intensive operational environments Increase effectiveness in the Information Environment Operational Culture, regional, & language and communication skills The operational effectiveness of the Corps is founded upon the MAGTF construct—not the separate MAGTF elements. The operational and tactical synergy of the MAGTF is what makes it a flexible, effective, and feared force on the battlefield. Improving this synergy requires concrete steps that cut across the MAGTF; namely, developing capabilities to better operate in complex terrain, in a decentralized manner, and in the information environment. First, the MAGTF’s effectiveness in complex terrain must be qualitatively improved. This requires enhanced small unit training and situational awareness, and the reduction of gaps in ground tactical mobility and assault support. We will pursue means to deliver personnel and logistics in complex terrain with precision. The application of unmanned systems has to be more aggressively explored, as well as integrated intelligence, surveillance, and reconnaissance (ISR) across the MAGTF. Lightening the load of the individual Marine while enhancing protection is a Service imperative. Second, the MAGTF’s ability to operate in a decentralized manner will be enhanced through improved training and assignment policies for our junior leaders. The emerging operational environment will place unprecedented demands on our small unit leaders. This reality demands that we take their training to a new level. To this end, our doctrine, organization, training, and manpower models and assignment policies must identify ways of realizing this goal. Key to this is the alignment of progressive predeployment training cycles for all MAGTF elements as early as possible in the training phase in order to build cohesive teams. Third, we will develop the necessary capability and capacity to effectively operate in the information environment. This is a critical warfighting function that must be integrated across the MAGTF in complex and media-intensive operational environments. Those capabilities that are unique to our operational role and warfighting approach must be identified and built. We shall leverage joint and government resources to the maximum extent possible and develop specific organic capabilities as required. We must train and educate Marines at all levels on the challenges and opportunities presented by the Information Age so that it becomes inherent in everything we do. “We must train and educate Marines at all levels on the challenges and opportunities presented by the Information Age so that it becomes inherent in everything we do.” 25

26 Long War Concept The Marine Corps Plan for Strategic Force Employment to Achieve a Stable Global Environment through Partnership “Evolve Marine Corps and naval operating concepts that address our contributions to Combatant Commanders’ theater security cooperation plans even as we maintain our contingency and crisis response capability”—34th CMC Planning Guidance 2006 This brief is an effort by DC PP&O to create a concept for the employment of Marine Corps forces that will position the Marine Corps to fight the Long War. Incorporating concepts laid out in the 2006 Naval Operating Concept (NOC) with those of strategic distributed operations, the Long War Concept provides a vision for Marine force employment that seeks to provide a persistent, forward deployed Marine presence, in keeping with previously identified COCOM requirements, across key regions in the world while still providing the nation with the ability to concentrate and deploy Marine forces to fight and win our nation’s battles across the full spectrum of potential conflicts. Thus far we have not had an overarching strategy that seeks to address the GWOT. The Long War Concept developed from a recognition by CMC that as OIF drew down, the Marine Corps would need to evolve to both address the growing irregular threat as well as explain how the 202K Marine Corps will be employed. This concept fulfills OSD’s requirement that we “accept risk in the traditional to address the irregular” while capitalizing on the naval and expeditionary nature of our Corps in a manner that best meets OSD’s needs. 26 26

27 Forward Deployed Future 3.0 MEU, GFS, Representative LCOs
FY10 Future GFM Requirements from CCDRs for ESG / MEU “Equivalents”: USCENTCOM: USPACOM: USEUCOM: USSOUTHCOM: to .45 USAFRICCACOM: .25 and .45 3.0 presence would require 2 additional MEU HQs ARG/MEU Equiv Part time NORTHCOM EUCOM ARG/MEU Full time ARG/MEU GFS* CENTCOM Full time ARG/MEU ARG/MEU GFS GFS ARG/MEU GFS ARG/MEU LCOs (Scheduled/Unscheduled) PACOM SOUTHCOM AFRICOM PACOM 27 *Assumes Marine Forces Employed to 3 of 5 Projected GFS

28 USMC VISION Dedicated to making Marines imbued with the ideal of selfless service to the Nation Prepared to “live hard” in uncertain, chaotic, and austere environments Deployed forward with relevant and timely capabilities Forged to be lean, agile, and adaptable as individuals and as an institution

29 USMC VISION Focused on executing sustainable expeditionary operations
Trained and equipped to lead joint and multinational operations and enable Interagency activities Educated and trained to understand and defeat adversaries in complex conflicts Committed to taking care of Marines and their families

30 Vision for USMC Health Services Guidance
Essential Clinical Capabilities Preventive Medicine/Public Health/Epidemiology Disease Surveillance & Reporting Deployment Health Surveillance Environmental Health Industrial Hygiene Entomology Infectious Disease Primary Care Services Sick Call Women’s Healthcare Aviation Medicine Diving Medicine Dental Sports Medicine First Responder Care (Self-aid, Buddy-aid, Combat Lifesaver, and Corpsmen) Advanced Trauma Management Mass Casualty Teams Combat Operational Stress Control (OSCAR) Essential Clinical Capabilities Preventive medicine, disease surveillance, and deployment health surveillance Sports Medicine and Injury Prevention Primary care services Preventive health services/disease detection Women’s healthcare Combat operational stress control First responder care Tactical combat casualty care Forward resuscitative care Enroute Care

31 Vision for USMC Health Services Guidance
Essential Clinical Capabilities (Cont.) Far-forward Resuscitative Surgery (FRSS) Shock Trauma Platoon (STP) Forward Resuscitative Surgery (Surgical Company) Combat Stress Teams (CST) with mTBI Capability Clinical Laboratory Capability Identification of Chemical/Biological Warfare Agents During Patient Care Blood Management Diagnostic Imaging Pharmacy Infection Control Temporary Holding with Critical Care to Stabilize Patients for Evacuation Enroute Care during RW Evacuation Enroute Care during Ground Evacuation Remote Physiological Monitoring of Marines and Patients Telemedicine Capability, to include Reach-back to MTFs Outside the Theater Patient Decontamination Capability Provide limited medical care for civilian casualties, EPWs, and Detainees Essential Clinical Capabilities Preventive medicine, disease surveillance, and deployment health surveillance Sports Medicine and Injury Prevention Primary care services Preventive health services/disease detection Women’s healthcare Combat operational stress control First responder care Tactical combat casualty care Forward resuscitative care Enroute Care

32 Vision for USMC Health Services Guidance
Essential Enabling Capabilities Automated Systems to Collect and Manage Patient Information Theater Medical Information Program Medical Readiness Reporting System AHLTA-T Combat Trauma Registry Casualty/Patient Tracking and Reporting Combat Stress and TBI Medical Planning Medical Intelligence Medical Logistics Supply Chain Management Material Handling Biomedical Repair & Maintenance Medical Modeling and Simulation Medical and Operational Training Essential Clinical Capabilities Preventive medicine, disease surveillance, and deployment health surveillance Sports Medicine and Injury Prevention Primary care services Preventive health services/disease detection Women’s healthcare Combat operational stress control First responder care Tactical combat casualty care Forward resuscitative care Enroute Care

33 Deployments – Current Big Rocks
Mental Health – COSC, Suicides and OSCAR TBI – Technology and ANAM GMO Specialist Enhanced MedBn and Next Generation FRSS and STP HSAP – IAs, CUIC and Platforms 33

34 Garrison Care Marine Centered Care
Inspecting and Meeting the New Standards Privileging and Quality Assurance IM/IT – NexGen, AHLTA, TMIP, MRRS, DHAs Referral Management and Continuum in Care Casualty Care and the Warrior Transition Units 34

35 Patient and Family Centered Care Psychological Health and Stress
Marine and Family Care Patient and Family Centered Care Psychological Health and Stress Brain Injury and PTSD – HBOT and ?? Future of Mohave Viper Autism (ASD) – ECHO TRICARE 35


Download ppt "VANGUARD Symposium 10 February 2009 UNCLASSIFIED/FOUO"

Similar presentations


Ads by Google