1 Navy Medicine Strategic Plan Executive Medical Department Enlisted Course 05 February 2014 Karen L. M. Sayers, MSOD Office of Strategy Management/M5

1

Navy Medicine Strategic Plan

Executive Medical Department Enlisted Course

05 February 2014Karen L. M. Sayers, MSOD

Office of Strategy Management/M5U.S. Navy Bureau of Medicine &

Surgery

World-Class Care…Anytime, Anywhere

Learning Objectives

2

• Overview of Strategic Planning Process • Navy Medicine’s Strategic Plan

• Cascading the Plan

• Executing & Reviewing Progress


3

Leadership Strategy Structures

Systems

Processes

Outputs Outcomes

Feedback

Open Systems Change Model

Key phases of strategic planning adapted from Bryson(2011), Allison & Kaye(2005), and Wheelen & Hunger(2006)

Do

Check

Act

Plan

& PDCA& Baldrige Criteria

LeadershipStrategicPlanning

HumanResource

Focus

CustomerFocus

MeasurementAnalysis &Knowledge

Management

BusinessResults

ProcessManagement


Strategy is a Design for Change

4Time

Our strategic plan focuses efforts on 3 specific areas in order to significantly increase the overall value/worth we provide to the people we serve.

Navy Medicine’s Strategy targets:

• Readiness • Value• Jointness

Our day-to-day core operations provide the foundation for this strategic plan and require continuing incremental improvements to support it.

Strategic Vision

Val

ue Continuous Improvement

Strategic Plan

StrategicChange

CoreOperationsCore Business

•Readiness•Value•Jointness

Strategy is change: What’s being added, dropped or done differently in order to create organizational value faster than business as usual?

5World-Class Care…Anytime, Anywhere

Navy Medicine

MissionWe enable readiness, wellness, and health care to Sailors, Marines, their families, and all others entrusted to us worldwide, be it on land or at sea.

VisionNavy Medicine is the pinnacle of excellence - answering the call across any dynamic - from kinetic operations to global engagement. Our health care is patient-centered and provides best value, preserves health, and maintains

readiness. Agility, professionalism, an ethos of care, and the ability to deploy to any environment or sea state are our hallmarks.

Guiding Principles Ship - Shipmate - Self

Strategic Priorities READINESS - VALUE - JOINTNESS

No Change


Navy Medicine Guiding Principles

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Ship – Shipmate - Self

Ship ➢ Take care of the ship. The ship is the mission, the environment or command we operate in, our patients, and those we serve who seek care. It could be the Marines we are serving alongside or the vaccine we are trying to create. We must all consistently ask ourselves where we fit into the overall mission and priorities of not just our commands, but of the entire Navy Medicine enterprise. We must honor our proud heritage and perform the mission without fail.

Shipmate ➢ Take care of each other. Be vigilant to the needs and actions of your shipmates and watch out for one another. We must maintain an optimum level of professionalism at all times. We must remain on a path that supports our core values of honor, courage and commitment. When someone starts to veer off that course or starts to show signs of trouble, step between your shipmate and trouble and help them course correct. We all need one another to succeed. Leave no shipmate behind.

Self ➢ Take care of yourself. You cannot care for others if you are not caring for yourself. Asking for help is a sign of strength. We are all in this together. You must constantly reflect on your own needs and those of your family. Speak up so we can better equip you to meet the challenges you are facing. Self-reflection and awareness is also an important part of leadership and success.

No Change


Navy Medicine’s Strategic Goals

• We provide agile, adaptable, and scalable capabilities prepared to engage globally across the range of military operations within maritime and other domains in support of the national defense strategy.

Readiness

• We will provide exceptional value to those we serve by ensuring highest quality care through best health care practices, full and efficient utilization of our services, and lower care costs.

Value

• We lead Navy Medicine to jointness and improved interoperability by pursuing the most effective ways of mission accomplishment.

Jointness

7

• Strategic enabling objectives will help Navy Medicine achieve its mission and accomplish our Goals and Objectives.

STRATEGIC ENABLING OBJECTIVES

No Change


Readiness JointnessValueValue = (Quality X Capability) / Cost

R1. Deliver ready capabilities to the

operational commander

Military Leaders: “I can call upon the Navy and Marine Corps at any moment and they will be

medically ready to deploy and optimally medically supported in action.”

R2. Deliver relevant capability and capacity for

Theater Security Engagement operations

Strategic Enabling ObjectivesR3. Optimize use of medical informatics, technology, and telehealth

V3. Standardize clinical, non-clinical, and business processesJ3. Improve communications and alignment

Navy Medicine FY14 Strategy

8

Warfighter: “My family and I

are in the best possible medical hands while on Active Duty and when I

retire.”

J1. Leverage joint initiatives to optimize performance of Navy Medicine’s mission

U.S. Public: “Our interests are being well-protected

by our Navy and Marine Corps and resources are being appropriately

utilized to that end.”

V1. Decrease enrollee network cost/Increase recapture of

Purchased Care

V2. Realize full benefit from Medical Home Ports and Neighborhoods

J2. Improve Navy Medicine interoperability

Changes noted in italics and brown font color


Readiness JointnessValueValue = (Quality X Capability) /

Cost

Navy Medicine Strategy Objective Definitions

R1 Deliver ready capabilities to the operational commander

Definition: To maximize alignment between requirements, capabilities, and capacities we will transition our health service support into interoperable adaptive force packages by aligning Navy Medicine's manning, training, and equipping.

R2 Deliver relevant capability and capacity for Theater Security

Engagement operationsDefinition: To support the Operational Commander’s Theater Campaign Plans, we will partner with the Joint, Inter-Agency, international community, and host nation capabilities by providing integrated and focused medical forces to conduct maritime health engagement operations. We will proactively build relationships that mitigate human suffering as the vanguard of interagency and multinational efforts by providing appropriate medical capability in support of whole-of-government responses and priorities.

9

J1 Leverage joint initiatives to optimize performance of Navy Medicine’s

mission

Definition: Inventory Navy Medicine’s capabilities and assess each for importance and interoperability within the Joint and interagency environment. For those capabilities that are not vital but that are, or can become, interoperable and where it makes sense from a value perspective, Navy Medicine will lead both sister Services and interagency to develop joint solutions.

V1 Decrease enrollee network cost/Increase recapture of

Purchased Care

Definition: Navy Medicine will decrease network spending, maximize training experience of our staff and optimize resource utilization. We will meet training/currency targets while managing referrals in order to provide Prime Service Area enrollees the best care at the best value.

V2 Realize full benefit from Medical Home Ports and

Neighborhoods

Definition: Navy Medicine will realize full benefit from our MHP and Neighborhoods. We will attain better health for our patients, and when they do need care, we will provide the best care possible in a patient-centered care environment.

J2 Improve Navy Medicine interoperability

Definition: In order to optimize our ability to work synergistically with other military services, we will develop and implement processes and programs that enhance interdependence. Particular focus will be placed on training and career management to prepare Navy Medicine personnel to successfully lead in a joint and interagency environment and that our operational constructs consider this interoperability as a way to sustain mission capability.

Changes noted in italics and brown font color


Strategic Enabling Objectives

R3: Optimize use of medical informatics, technology, and telehealth

Definition: We will leverage informatics, technology, and telehealth with standardized interoperable tools and processes throughout the enterprise. Quality metrics and data will then be used to optimize our clinical and business decision making, workflows, and outcomes within the Operational, Joint, and Interagency environment.

V3: Standardize clinical, non-clinical, and business processes

Definition: Through appropriate standardization and consistency in our processes, we will improve delivery of Navy Medicine capabilities and services, clinical outcomes, care quality, and overall efficiency while reducing costs and resource utilization.

J3: Improve Communications and Alignment

Definition: Navy Medicine will drive strategic alignment using communication capabilities and a clear governance structure, holding each level of Navy Medicine accountable for strategic execution. Alignment and communication will ensure that the Navy Medicine’s intent and strategic plan is understood by all stakeholders and provide two-way communication.

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Navy Medicine Strategy Objective Definitions


Cascading Approach

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TATA Family Group

Private Equity Firm

GeneralElectric

Financial Services Company

Exxon Mobil

Hotel Chain

Global Manufacturing

Company

Home Depot

McDonalds

IdenticalContributory

Passive Role(Holding Company)

Active Role(Operating Company)

Dominant Technique

New

Consumer Bank

Branches

NavyMedicine


Cascading the Strategy

Works backward from the strategic vision.

Strategically-fo

cused activity

Strategic Vision

How will we achieve it?

STRATEGIC

TODAY

FY14 Strategy

Map

• Disaggregate high-level vision into specific tactics

• Move from long-term results to short-term indicators

• Everyone understands what they can directly impact

Breaking apart the challenge:

Translates the future state into concrete tactical steps that we can take today.

Stakeholders

Readiness, Value, Jointness

Enabling Objectives



Strategic Plan

Time

Val

ue

TACTICAL

FUTURE



Cost

Navy Medicine Strategy Map







Strategic Enabling ObjectivesEO1. Optimize use of medical informatics, technology, and telehealth

EO2. Standardize clinical, non-clinical, and business processesEO3. Improve communications and alignment

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retire.”






Purchased Care



Regions can add 1 objective

(either linked to a specific

goal or an enabling

objective)



Cost






Strategic Enabling ObjectivesV2. Standardize clinical, non-clinical, and business processes

J3. Improve communications and alignment

14



retire.”






Purchased Care


Only if applicable (Region decides)



Cost








Strategic Enabling ObjectivesEO1. Optimize use of medical informatics, technology, and telehealth

EO2. Standardize clinical, non-clinical, and business processesEO3. Improve communications and alignment

15



retire.”






Purchased Care



* BUMED Codes & Echelon

3 specialized commands will

not have all objectives but

just those they directly

support

* Some leeway here to

develop new contributory

objectives in support of the

three goals


Cascading Initiatives & Measures

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As the Plan cascades, different levels may develop new initiatives to support the given objectives

These new initiatives & measures will be designed to support the higher level goals, objectives & measures

Subordinate Levels may also develop expanded metrics/measures

SG ‘s Metrics

Regional Dashboard Metrics

Bumed Code Metrics

MTF/Command Dashboard Metrics

Directorate/Department Metrics


Senior Strategy Board Review Cycle

17

Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec

Environmental Scan

Draft Strategic Plan StrategicPlanning Offsite

Value Goal Group

Jointness Goal Group

Readiness Goal Group

Pla

nnin

gE

xecu

tion

Mon

itorin

g

NMW Review

NME Review

NMW Review

NME Review

NMW Review

NME Review

NMW Review

NME Review

Value Goal Brief

Value Goal Brief

Value Goal Brief

Value Goal Brief

Jointness Goal Brief




Readiness Goal Brief





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On Target

At Risk

Off Target

OBJECTIVE & Status Color MEASURE TARGET CURRENT DESIRED

TREND TREND TREND GRAPH

Deliver ready capabilities to the operational commander

RM1: Adaptive Force Packaging, Readiness Status

AFPR Status in DRRS-N

ViaEMPARTS

DMLSSRCRP

EMPARTSP=29%T=19%A=35%R=24%DMLSSEMFs R=99%FDPMU R:2=95%\96%2=74%

RM2: Risk-adjusted Wholeness measure TBD N/A

RM3: Warfighter / leadership assessment survey

Stable or improving rating on Likert scale.

Tool in complete

INITIATIVE OWNER RESOURCE NEEDS?

DECISION NEEDED? ID NEXT STEPS

RI11

CD&I Standup (in process)• “Front End Assessment (FEA)” of Navy Medicine readiness reporting. • DRRS-N reporting of NAVMED Sponsored & Supported Platforms • Develop & deploy tool to assess operational Commanders’ satisfaction with Navy Medicine’s readiness during all phases of deployment.

CD&I Pending Pending FTE Estimation

Readiness GoalR1 Objective Objective Lead: CAPT Zinder

Action Officer: CDR Givens

J

CPO Mess Can fix

Admin Status


19

On Target

At Risk

Off Target



Decrease enrollee network cost/Increase Recapture of Purchased Care

VM1 Purchased care cost per MTF prime enrollee per month

$99.06FY13

$102.88Slide 7

VM2

Average Workload Market Share: Total Prime Direct Care Vs. Total Prime Care within a Prime Service Area

FY1247%

FY1350%

Slide 8

Value GoalV1 ObjectiveObjective Lead: RDML Gillingham Action Officer: CAPT Jenkins



VI1Evaluate top MDCs by utilization and associated costs

LCDR Coker No

• Redesigning Regional Purchased Care (REPO) meeting structure to focus on top MDCs by utilization and costs vice a generic product line review

• Standing-by for similar eMSM initiatives in development by DHA Analytics

VI2

Evaluate implementation of productivity/currency measures across enterprise in alignment with MHS

M3 No• Benchmarks completed for Skill Type 1 & 2 providers and will be

utilized in FY15 performance planning cycle• Services will be responsible for monitoring

VI3 CONUS Hospital CPLAN CAPT BeilmanCDR Ringer No • MTF site visits completed


20

On Target

At Risk

Off Target

Jointness GoalJ3 Objective Objective Lead: RDML Coe

Action Officer: CAPT Smith

OBJECTIVE & Status Color MEASURE TARGET CURRENT

DESIRED TREND TREND TREND

GRAPH

Improve Communications and

Alignment

J3M1a. % Navy Commands with annual plan aligned with the Navy Medicine Strategic Plan

100% 100% N/A N/A

J3M1b. % initiatives aligned with NM strategic plan

100% 100% N/A N/A

J3M2. % Survey participants who can successfully identify strategic plan

90% 45% N/ASee survey

results

J3M3. Regional metrics

80% of SG dashboard metrics at or above selected threshold

2nd cycle complete N/A N/A



J3I1 Develop and Communicate a Focused Message

N/A No

• Strategic Plan Cascade Gayle Goff (OSM) Rollout to BUMED, Regions, MTFs, and E3s

• Strategic Communications Plan

Gayle Goff (OSM) & CAPT Lockwood (PAO)

Develop and implement communication plan (focus: deckplate)

J3I2 Accountability Initiative N/A No

• Metrics Governing Board Gayle Goff (OSM) Continue to refine metrics; improve automation

• Regional Performance Review

COS Refreshed review reflects FY14 strategic changes; NME will undergo review in January

J3I3 BUMED Reinvention CAPT Hall None at this time

Single digits continue to define BUMED mission; ADCs will take vision and develop organizational constructs

In Development


21

Questions?

Ms. Karen L. M .Sayers, MSODOffice of Strategy Management/M5

Bureau of Medicine & Surgery7700 Arlington Blvd

Falls Church, VA 22042-5116Email: [email protected]

Com: 703-681-9034DSN: 761-9034

BB: 202-230-7496

mailto:[email protected]

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Senior Strategy BoardReadiness Goal Brief

November 14, 2013

Goal Lead: RDML Stephen Pachuta

Vice Goal Lead: RDML Brian Pecha

We provide agile, adaptable, and scalable capabilities prepared to engage globally across the range of military

operations within maritime and other domains in support of the national defense strategy..


23

On Target

At Risk

Off Target



Deliver ready capabilities to the operational commander

RM1: Adaptive Force Packaging, Readiness Status

AFPR Status in DRRS-N

ViaEMPARTS

DMLSSRCRP

EMPARTSP=29%T=19%A=35%R=24%DMLSSEMFs R=99%FDPMU R:2=95%\96%2=74%

RM2: Risk-adjusted Wholeness measure TBD N/A

RM3: Warfighter / leadership assessment survey

Stable or improving rating on Likert scale.

Tool in complete



RI11

CD&I Standup (in process)• “Front End Assessment (FEA)” of Navy Medicine readiness reporting. • DRRS-N reporting of NAVMED Sponsored & Supported Platforms • Develop & deploy tool to assess operational Commanders’ satisfaction with Navy Medicine’s readiness during all phases of deployment.

CD&I Pending Pending FTE Estimation



J


24



On Target

At Risk

Off Target



RI12

F2F: Train wartime specialties•Ensure use of EMPARTS to report Total Force (AC & RC) personnel and training readiness.

CD&I/M1/M7 Yes A-Status

Working in coordination with BUMED M1/M7 to develop the F2F concept.

RI13 Create wholeness equation for Readiness

CD&I No

Continue efforts to align with Navy’s capabilities-based readiness reporting system (DRRS-N)

RI14 Develop NTSPs for every platform (BSO-18)

CD&I No

Developing a process to facilitate operational training requirements that support execution of all Navy Medicine deployable capabilities

RI15 Formalize unit training / certification requirements

CD&I/USFFC/HQMC No

Working in coordination with USFFC, HQMC and BUMED M3 to define platform certification requirements and to formalize unit training.




Deliver relevant capability and capacity for Theater Security Engagement operations

RM4: Percent of Global Health Engagement (GHE) professionals, identified by AQD, assigned to key billets within the joint, Inter-Agency and International Community

27% of GHE key billets within Joint, IA and international community filled

Presenting billet and AQD requirements

RM5: Warfighter demand for Navy Medical Theater Security Engagement capabilities as measured by OPTEMPO

Stable or increasing demand (OPTEMPO) for all Navy Medical Theater Security Engagement capabilities

Establishing Baseline, no measure currently

INITIATIVE OWNER RESOURCE NEEDS?DECISION NEEDED?

ID NEXT STEPS

RI21 Establish a GHE Additional Qualifying Designator; Identify qualified personnel.

CAPT Diehl/CDR Currie

Sub-objective leads are identifying any issues with their Teams.

No

On 11/7, Deputy Corps Chiefs approved briefing seeking approval of GHE AQD COA to go to Corps Chiefs.

RI22Identify/establish key GHE billets within the Joint, IA and international community.

CAPT Diehl/LCDR Jette Same as above NoAnalyzing additional billets that could be coded with GHE AQD but should wait on AQD approval.

RI23Identify/establish Navy Medical Theater Security Engagement capabilities by UTC.

CAPT Diehl/CDR ColemanSame as above

NoWorking in coordination with USFFC and BUMED M5/M3 to define GHE Adaptive Force Packages.

RI24

Establish an algorithm for measuring and comparing historical OPTEMPO to current year OPTEMPO.

CAPT Diehl/LCDR Wicker Same as above. No

Developing collection process to establish baseline for OPTEMPO algorithm. Establishing contact and Fellow(LNO ) at Defense Security Cooperation Agency (DSCA). 25

On Target

At Risk

Off Target

Readiness GoalR2 Objective Objective Lead: RDML Chinn

Action Officer: CAPT Diehl




GRAPH

Optimize use of medical informatics, technology, and telehealth

RM6 Speed to decision

Clearly define IT business processes to facilitate good analysis with the goal of reducing the cycle time average from 180 days to 90 days

In the current Governance process baselines have been established by which to track pages that take 90 days or less in “Block-2” of the enterprise governance process



RI31 Continue efforts to automate the governance process Bill Frank N/A No

Determine transition steps required to maintain the effort while simultaneously transitioning these efforts to the DHA

RI32 Train functional and portfolio managers on their “mission” Bill Frank N/A No

Until the existing governance process is fully absorbed by the DHQ, training functional and portfolio managers on their “mission” will be crucial to the process of fielding IT solutions throughout the BSO-18 enterprise.

26

On Target

At Risk

Off Target

Readiness GoalR3 Objective Objective Lead: CDR Thornton

Action Officers: CAPT Beilman Mr. Bill Frank


27

On Target

At Risk

Off Target



GRAPH

Optimize use of medical informatics, technology, and telehealth

RM7 Improved EHR Performance

50% increase in use of standard inpatient content

Improve AHLTA speed and reliability

Utilization of Standard content major modules will be 100% complete in FY14

Baseline statistics have been collected from 5 pilot sites

RM8 Increase in Virtual Visits Increase virtual visits by 20%

FY13 initiatives in place to start increase



RI34 Implementation of TriService standardized content (will inform new EHR)

CAPT Beilman N/A No

Help inform the standard data dictionaryPush quality reports (value)Standardize ICU , Newborn, Pediatric content

RI35 Spotlight on AHLTA speed and reliability CAPT Beilman N/A No

Baseline established, piloting reports at 5 sites, working on automated report using E2E tool.

RI36 Increase Use of TH Modality CAPT Mitton N/A NoCommunicate strategic direction to Regions ; Seat on MHS Telehealth IPT; ID initial service lines for Navy

Readiness GoalR3 Objective Objective Lead: CDR Thornton

Action Officers: CAPT Beilman Mr. Bill Frank


R1 Objective Decision Required

28

COAs Pros Cons

1 Add A-Status to Regional Review.• Important indicator in

achieving RM1• Perform to measure.

• Administrative requirements

2 Status Quo – no change • No administrative burden.• Provides no feedback on A-

Status• No ownership of readiness.

Recommended COA

Synopsis of Decision

Add Administrative Status (A-Status) as measured in EMPARTS to the Regional Review.

Area of Impact Reporting/reviewing A-Status as part of the Regional Review will provide an important indicator in progress towards achieving Readiness Measure One (RM1).

COA #1: Approved

RDML Terry J. Moulton, MSC, USN

RDML Kenneth J. Iverson, MC, USN

23 January 2014

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Navy Medicine

Strategic Goal:

ValueIn executing Navy Medicine’s mission, we will provide

exceptional value to those we serve by ensuring full and efficient utilization of our services, highest quality care

through best healthcare practices, and lower care costs.

Informational Brief


30

On Target

At Risk

Off Target



Decrease enrollee network cost/Increase Recapture of Purchased Care

VM1 Purchased care cost per MTF prime enrollee per month

$99.06FY13

$102.88Slide 7

VM2

Average Workload Market Share: Total Prime Direct Care Vs. Total Prime Care within a Prime Service Area

FY1247%

FY1350%

Slide 8

Value GoalV1 ObjectiveObjective Lead: RDML Gillingham Action Officer: CAPT Jenkins



VI1Evaluate top MDCs by utilization and associated costs

LCDR Coker No

• Redesigning Regional Purchased Care (REPO) meeting structure to focus on top MDCs by utilization and costs vice a generic product line review

• Standing-by for similar eMSM initiatives in development by DHA Analytics

VI2

Evaluate implementation of productivity/currency measures across enterprise in alignment with MHS

M3 No• Benchmarks completed for Skill Type 1 & 2 providers and will be

utilized in FY15 performance planning cycle• Services will be responsible for monitoring

VI3 CONUS Hospital CPLAN CAPT BeilmanCDR Ringer No • MTF site visits completed


31

On Target

At Risk

Off Target



Realize full benefit of our Medical Home Ports andNeighborhoods

VM3 PCM Continuity (% appts with PCM) Source: TOC >65% 64% Slide 10

VM4 ED Utilization (# visits/100 enrollees/month) Source: M2 <2.5 3.3 Slide 11

VM5 Patient enrollment and staffing (Enrollment/ assigned FTE) Source: M2 1,100 – 1,300 863 Slide 12

VM6 3rd Next Available Acute Appointment Source: TMA <0.5 1.1 Slide 13

VM7 Secure Messaging (Total Connected / Total Enrolled) 40% 27% Slide 14

Value GoalV2 ObjectiveObjective Lead: RDML Iverson Action Officer: CDR Manning



VI4 Tri-Service PCMH Standardization

CDR Manning No

• Coordinate with the PCMH AB to develop and implement standardized strategic, operational and tactical metrics and Primary Care business and clinical processes

VI5Sustainment and expansion of MHP and Neighborhood

CDR Manning No

• Lead sustainment through NCQA recognition, CMC facilitation, site visits, and metric reviews

• Expansion through implementation of MHP to OPFOR• Optimize relationship between MHP, specialty care, and

ancillary services focusing on comprehensive care integrated across disciplines

VI6 Utilization outliers medical management initiative

CDR Manning No • Provided actionable utilization outlier reports to Regions and

MTFs using Tri-Service agreed upon collection methods

VI7 Effective implementation of Nurse Advice line

CDR Manning No • Successfully implement NAL by April, 2014


32

On Target

At Risk

Off Target



Standardize clinical, non-clinical, and business practices

VM8 SOP compliance in support of financial audit readiness effort 95% 86% Slide 15,

16

VM9 OR utilization 75%Portsmouth 72%San Diego 57% Slide 17

VM10 Post Traumatic Stress Disorder Direct Care CPG Compliance >90% 88% Slide 18

VM11 Pregnancy Direct Care CPG Compliance 100% 98% Slide 19

VM12 Low Back Pain CPG Compliance TBD 77% Slide 20

Value GoalV3 ObjectiveObjective Lead: RDML McCormick-Boyle/RDML AlvaradoAction Officer: CDR Palarca



VI7

Continue to monitor SOP compliance in support of financial audit readiness effort

Mr. Steven Sninsky (M8) No • Second quarter assessment schedule pending confirmation

VI8

Utilize standardized dashboard to measure Navy operating rooms efficiency and incorporate standardized Tri-Service methodology for standardization

CAPT Ferrara (CSB)

No

• Partner with Army Surgical Services• Implement dashboard at NH Camp Lejeune and NH

Jacksonville• Align strategic sourcing efforts

VI9

Improve clinical outcomes by minimizing practice variation through adherence to evidence-based care

CAPT Ferrara No

• Obtain baseline data for Opioid Therapy for Chronic Pain and Major Depressive Disorder CPGs

• Finalize targets and outcome measures for PTSD, Pregnancy and Low Back Pain CPGs

• Execute CPG Communications Plan

Classification: FOUO

Senior Strategy BoardDecision Brief

Goal Lead: RDML Raquel Bono, MC, USN

Vice Goal Lead: RADM Bruce Doll, DC, USN

December 18, 2013

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JointnessWe lead Navy Medicine to jointness and improved

interoperability by pursuing the most effective ways of mission accomplishment.


34

On Target

At Risk

Off Target



Leverage joint initiatives to optimize performance of Navy Medicine’s mission

J1M1 TBD

J1M2 TBD



J1I1 Capability Assessment TBD No No Analysis of current JCS JCIDS efforts for gaps and solutions.

J1I2 Jointness/CD&I Integration TBD No NoReconstituting group with

additional skill sets. Focus on CD&I team integration

Jointness GoalJ1 Objective Objective Lead: RDML Bono

Action Officer: CAPT Duncan In Development


35

On Target

At Risk

Off Target

Jointness GoalJ2 Objective Objective Lead: Mr. Oliveria

Action Officer: TBD



Improve Navy Medicine interoperability

J2M1:% Officers self-reporting to E-JDAL% Officers with JPME I% Officers with JPME II% Officers with Joint Qualified certification% respondents who are aware of JQO% of staff promoted with joint experience

90%15%10%5%

60%TBD

Unknown<10%<6%<1%

UnknownUnknown

N/A

J2M2:Identify # of coded MHS joint billetsIdentify # of Navy coded joint billetsIdentify # Navy non-coded joint experiences

TBDTBDTBD

Unknown3

~200 N/A



J2I1Inventory Current Tri-service & Joint Billets Occupied by Navy Medicine

M-1 2 FTEs Yes

Compare Joint billet list among BUPERS and BUMED/M1 based on AQD and joint experience/opportunities.

J2I2Determine Desired Joint Billets to Fill M-00C 1 FTE Yes

Determine level of interest in pursuing Joint billets.Identify a Navy LNO to cooperate with Army/AF/DHA about Joint billets.

In Development


36

On Target

At Risk

Off Target

Jointness GoalJ3 Objective Objective Lead: RDML Coe

Action Officer: CAPT Smith



GRAPH

Improve Communications and

Alignment

J3M1a. % Navy Commands with annual plan aligned with the Navy Medicine Strategic Plan

100% 100% N/A N/A

J3M1b. % initiatives aligned with NM strategic plan

100% 100% N/A N/A

J3M2. % Survey participants who can successfully identify strategic plan

90% 45% N/ASee survey

results

J3M3. Regional metrics

80% of SG dashboard metrics at or above selected threshold

2nd cycle complete N/A N/A



J3I1 Develop and Communicate a Focused Message

N/A No

• Strategic Plan Cascade Gayle Goff (OSM) Rollout to BUMED, Regions, MTFs, and E3s

• Strategic Communications Plan

Gayle Goff (OSM) & CAPT Lockwood (PAO)

Develop and implement communication plan (focus: deckplate)

J3I2 Accountability Initiative N/A No

• Metrics Governing Board Gayle Goff (OSM) Continue to refine metrics; improve automation

• Regional Performance Review

COS Refreshed review reflects FY14 strategic changes; NME will undergo review in January

J3I3 BUMED Reinvention CAPT Hall None at this time

Single digits continue to define BUMED mission; ADCs will take vision and develop organizational constructs

In Development

Documents

1 Navy Medicine Strategic Plan Executive Medical Department Enlisted Course 05 February 2014 Karen L. M. Sayers, MSOD Office of Strategy Management/M5