Vanguard Process

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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

• 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
  Medicines 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
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Drive for value, relevance, agility

• National Maritime Strategy
• CNO/Commandants Guidance
• Naval Enterprise Provider Role
• SGs Strategic Plan
• BRACs 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 Medicines engagement aligned?
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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 ST investments must address
  warfighting gaps and improve our effectiveness
  and efficiency.
• - Our ST 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 ST
  investments
• Agility of ST 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 MAGTFs
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 worlds 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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SGs Strategic Plan
Build a standardized, sound, customer focused
measurable process
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BRAC accelerating Jointness
Base Realignment and Closure
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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 NAVMEDs mission
delivery
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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
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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 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
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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
Experimentation
POM
Refs CJCSM 3170.01C BUMEDINST 5430.8 Navy
Medicine Strategic Goals 08
Focus on the operational capabilities needed
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NAVMED POAM

• 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

• Define resource CDC

• Process Roles
• Responsibilities and
• Action Officer SOPs

• NAVMED ROC

• Policy Resources

Building a concepts-centric capabilities
identification process
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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 weeks Deliverables
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Vanguard Process

• Questions?
• Comments?

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)
• CNOs Guidance for 2009 (November 2008)
• USMCs Expeditionary Maneuver from the Sea The
  Capstone Operational Concept, 2008
• Navy Enterprise Website (http//www.navyenterprise
  .navy.mil)
• Navy Surgeon Generals Strategic Plan
• Vanguard (http//nmsc.med.navy.mil/www/nmsc/Vangua
  rd)
• POCs
• Dr. Keith Prusaczyk, NMRC (keith.prusaczyk_at_med.nav
  y.mil)
• CDR Steve Rankin, NMSC (steven.rankin_at_med.navy.mil
  )
• Mr. Paul Talwar, Booz Allen Hamilton
  (paul.talwar.ctr_at_med.navy.mil)