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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.

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Presentation on theme: "1 Vanguard Process Enhancing value, relevance and agility for Navy Medicine in the Maritime and Expeditionary Environments February 2009 Navy Medicine."— Presentation transcript:

1 1 Vanguard Process Enhancing value, relevance and agility for Navy Medicine in the Maritime and Expeditionary Environments February 2009 Navy Medicine Support Command

2 2 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.

3 3 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

4 4 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?

5 5 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

6 6 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”

7 7 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

8 8 SG’s Strategic Plan Build a standardized, sound, customer focused & measurable process

9 9 BRAC accelerating Jointness Base Realignment and Closure

10 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 11 Requirements Generation System (RGS)- ~30 years of experiences JCIDS - the Joint Process Joint 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 Solutions Services 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

12 12 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 Tasks Capability Gaps DOTMLPF Impacts/Actions Actions Requirements drive Capabilities that result in Solutions

13 13 NAVMED Capability Development PPBES Acquisition Experimentation Science & Technology Strategic Guidance CONOPSJOpsC 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 Based Assessment Oversight Council Recommendations -Capability Needs -DOTMLPF Changes Service Specific POM Joint Requirement DCR Implementation Service Policy Change Refs: CJCSM C BUMEDINST Navy Medicine Strategic Goals 08 FSA FNA FAA JCD Focus on the operational capabilities needed

14 14 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 & Resources NAVMED ROC Process Roles & Responsibilities and Action Officer SOP’s

15 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

16 16 Questions? Comments? Vanguard Process Thank-you for your inputs

17 17 Bibliography Ref(s): –Joint Capabilities Integration and Development System (CJCSM F, 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 –CDR Steve Rankin, NMSC –Mr. Paul Talwar, Booz Allen Hamilton


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