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Vanguard Process

Vanguard Process

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Vanguard Process

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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

  2. Vanguard 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. ID, validate & prioritize broad set of capabilities required

  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. 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. From CNO Guidance 2009 Guidance: - We mustleverage science and technology initiatives to ensure warfighting benefits accrue to future Sailors. - Our S&T investments mustaddress warfighting gaps and improve our effectiveness and efficiency. - Our S&T investments mustdeliver products that transition affordably to Fleet operators within a timeframe that maximizes their value. - In pursuit of new technologies, we mustpractice 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. 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. 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. SG’s Strategic Plan Build a standardized, sound, customer focused & measurable process

  9. From To Pensacola, FL Pensacola, FL Wright Wright - - Patterson AFB, OH Patterson AFB, OH NMRC NAMRL NMRC NAMRL NAMRL NAMRL Human Performance Wing (HPW) Human Performance Wing (HPW) Washington, DC Washington, DC NMRC/BUMED M2 NMRC/BUMED M2 Ft. Detrick, MD Ft. Detrick, MD NMRC/BUMED M2 NMRC/BUMED M2 Rockville, MD Rockville, MD Joint Biomedical Research, Development, Joint Biomedical Research, Development, NMRC BDRD NMRC BDRD and Acquisition Management COE and Acquisition Management COE Forest Glen Annex, MD Forest Glen Annex, MD NMRC Bio NMRC Bio Medical Biological Defense Research COE Medical Biological Defense Research COE BRAC Moves BRAC Moves NMRC BDRD NMRC BDRD Affecting NMSC Affecting NMSC NMRC CCC NMRC CCC Fort Sam Houston, TX Fort Sam Houston, TX Great Lakes, IL Great Lakes, IL Navy Dental Research Navy Dental Research Army Dental Research Army Dental Research Navy Dental Research (NIDBR) Navy Dental Research (NIDBR) Navy Dental Research (NIDBR) AF Dental Research AF Dental Research Army Dental Research Army Dental Research Army Dental Research AF Dental Research AF Dental Research AF Dental Research NMRC CCC NMRC CCC Battlefield Health and Trauma COE Battlefield Health and Trauma COE Brooks City Base (Closing) Brooks City Base (Closing) (BHT) (BHT) DEBL DEBL Directed Directed - - Energy Energy Bio Effects Lab Bio Effects Lab Portsmouth, VA Portsmouth, VA Tri Tri - - Service Research Laboratory Service Research Laboratory NAVMED MPT&E NSHS NAVMED MPT&E NSHS (TSRL) (TSRL) San Diego, CA San Diego, CA NAVMED MPT&E NSHS NAVMED MPT&E NSHS NAVMED MPT&E NSHS NAVMED MPT&E NSHS NAVMED MPT&E NHCS NAVMED MPT&E NHCS Great Lakes, IL Great Lakes, IL NSVMED MPT&E NSHS NSVMED MPT&E NSHS NAVMED MPT&E NHCS NAVMED MPT&E NHCS Navy Medicine Training Center (NMTC) Navy Medicine Training Center (NMTC) Medical Education Training Campus (METC) Medical Education Training Campus (METC) BRAC accelerating Jointness Base Realignment and Closure

  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. JCIDS - the Joint Process Requirements Generation System (RGS)- ~30 years of experiences Joint Capabilities Integration and Development System (JCIDS)- 2+ years old Strategic Direction Partially Interoperable Capabilities Joint Warfighting Concept Development Late Integration Joint Experimentation, Assessment & Analysis,Validation, Selection of Solutions Services Build Systems Service Experimentation, Assessment & Analysis,Validation, Selection of Solutions Services, COCOMs Service Unique Strategic Visions and Requirements Joint Capabilities From bottom-up to capabilities-based construct

  12. 1 2 3 JCIDS Analysis Process • Functional Area Analysis (FAA) • Identify operational task, conditions and standards needed to accomplish military objectives • Result: Tasks to be accomplished • Functional Needs Analysis (FNA) • Assess the ability of current and programmed capabilities to accomplish the tasks • Result: List of capability gaps Tasks • Functional Solutions Analysis (FSA) • Operational based assessment of DOTMLPF approaches to solving capability gaps • Result: Potential DOTMLPF approaches to capability gaps Capability Gaps DOTMLPF Impacts/Actions Actions Requirements drive Capabilities that result in Solutions

  13. Capability Based Assessment FNA FAA JCD FSA Service Policy Change DCR Implementation NAVMED Capability Development 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 Oversight Council Recommendations -Capability Needs -DOTMLPF Changes Science & Technology Joint Requirement PPBES Acquisition Service Specific POM Experimentation Refs: CJCSM 3170.01C BUMEDINST 5430.8 Navy Medicine Strategic Goals 08 Focus on the operational capabilities needed

  14. 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 NAVMED POA&M Define & resource CDC Process Roles & Responsibilities and Action Officer SOP’s NAVMED ROC Policy & Resources Building a concepts-centric capabilities identification process

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

  17. 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)