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N M S P AVY EDICINE TRATEGIC LAN Report Documentation Page Form Approved OMB No. 0704-0188 Public reporting burden for the collection of information is estimated to average 1 hour per response, including the time for reviewing instructions, searching existing data sources, gathering and maintaining the data needed, and completing and reviewing the collection of information. Send comments regarding this burden estimate or any other aspect of this collection of information, including suggestions for reducing this burden, to Washington Headquarters Services, Directorate for Information Operations and Reports, 1215 Jefferson Davis Highway, Suite 1204, Arlington VA 22202-4302. Respondents should be aware that notwithstanding any other provision of law, no person shall be subject to a penalty for failing to comply with a collection of information if it does not display a currently valid OMB control number. 1. REPORT DATE 3. DATES COVERED 2010 2. REPORT TYPE 00-00-2010 to 00-00-2010 4. TITLE AND SUBTITLE 5a. CONTRACT NUMBER U.S. Navy Medicine Strategic Plan 5b. GRANT NUMBER 5c. PROGRAM ELEMENT NUMBER 6. AUTHOR(S) 5d. PROJECT NUMBER 5e. TASK NUMBER 5f. WORK UNIT NUMBER 7. PERFORMING ORGANIZATION NAME(S) AND ADDRESS(ES) 8. PERFORMING ORGANIZATION Navy Bureau of Medicine and Surgery,2300 E Street, REPORT NUMBER NW,Washington,DC,20372-5300 9. SPONSORING/MONITORING AGENCY NAME(S) AND ADDRESS(ES) 10. SPONSOR/MONITOR’S ACRONYM(S) 11. SPONSOR/MONITOR’S REPORT NUMBER(S) 12. DISTRIBUTION/AVAILABILITY STATEMENT Approved for public release; distribution unlimited 13. SUPPLEMENTARY NOTES 14. ABSTRACT 15. SUBJECT TERMS 16. SECURITY CLASSIFICATION OF: 17. LIMITATION OF 18. NUMBER 19a. NAME OF ABSTRACT OF PAGES RESPONSIBLE PERSON a. REPORT b. ABSTRACT c. THIS PAGE Same as 28 unclassified unclassified unclassified Report (SAR) Standard Form 298 (Rev. 8-98) Prescribed by ANSI Std Z39-18 U.S. Navy Medicine Strategic Plan TABLE OF CONTENTS ExecutiveSummary 3 IntroductionandNavy Medicine 4 Mission NavyMedicineVision 5 ConceptofCare 6 NavyMedicineinthe 21stCentury 8 CascadingGoals 10 StrategyExecution 11 DeploymentReadiness 12 Department of the Navy AgileForces 14 Bureau of Medicine and Surgery 2300 E Street, NW EffectiveForceHealth Protection 16 Washington, DC 20372-5300 People 18 QualityofCare 20 Adam M. Robinson, Jr. Vice Admiral, Medical Corps PatientandFamily-CenteredCare 22 U.S. Navy Performance-BasedBudget 24 Surgeon General of the Navy ResearchandDevelopment 26 and Chief, Bureau of Medicine and Surgery 2 E S XECUTIVE UMMARY ThisstrategicplanchartsthecourseofNavyMedicine’sprioritiesnowandforthefuture. Itcas- cadesaccountabilitythroughouttheorganization,andestablishesaframeworktoimprovetheoverall effectivenessandefficiencyofNavyMedicinebyidentifyingourstrategicgoalsforthenextthreeto fiveyearsandalsobyputtingshort-termgoalsandactionsinplacenowthatwillallowustoreach thosegoals. ThisplanemphasizesNavyMedicine’smission,vision,andConceptofCarewhichdefine ourcorevaluesandguidingprinciples. Ourplancom- Our Tier 1 Strategic Goals plementsnationalanddepartmentalstrategicguidance DeploymentReadiness anddescribesourvitalroleinnationalsecurity. Agile Forces ThefoundationofNavyMedicine’sstrategicap- Effective Force HealthProtection proachisoursetofeightTier1goals,whicharehigh- People level,strategicareasofprioritysupportedbyanumber Quality of Care ofTier2goalsthatprovidespecificareasforaction. Ac- Patient and Family-Centered Care Performance-Based Budget tionplanshavebeendevelopedforseveraloftheTier2 Research and Development goals,identifyingspecifictasksandtimelinesforachiev- ingthegoals. TherealworktomeetNavyMedicine’sgoalsisdoneateachcommandbyeverymember ofNavyMedicine. LocalplanningactivitieswillincludedevelopmentofTier3goalstoensurethateach commandisinalignmentwiththestrategicplanandthatlocalactivitiessupporttheoverallgoals. SpecificmetricsweredevelopedforeachTier1strategicgoal,withtheopportunitytofurtherde- velopoperational-levelmetricsfortheTier2goalsasactionplansareestablished. Thesemeasures translateourstrategyintooperationsandoffertransparencyacrossourorganizationonhowweare closingtheperformancegapofourstrategicinitiatives. SeniorleadershipmonitorsboththeTier1 strategicmeasuresandtheTier2actionplanstotrackprogress,identifyareasinneedofimprovement, 3 andcelebratesuccess. I NTRODUCTION OurstrategicplanwasbornoutoftheNavySurgeonGeneral’spriorities,andwasfurtherdevel- opedthroughaleadership-drivenstrategicplanningprocesswhichresultedinamission-focusedorgan- izationaldirection,well-definedgoals,andstrategy- drivenmetricsthat Thestrategicplancharts alignalllevelsof thecourseforNavyMedi- NavyMedicine. Our cineprioritiesnowandfor planwasshapedby anevolvingmilitary thefuture,cascades andhealthcareenvi- accountabilitythroughout ronmentposingnewchallengesforourWarfightersandtheirfami- theorganization,and lies. Oureightstrategicgoalsaredesignedtokeepusfocusedon guidesdecision-making. fulfillingNavyMedicine’svisionforanagile,flexible,ready,and professionalmedicalorganizationthatiscommittedtoourmissionofForceHealthProtectionandpa- tientandfamily-centeredcare. NAVY MEDICINE MISSION OurmissionistoprovideForceHealthProtection. Asthepreeminentmaritimemedicalforcede- ployedwithourNavyandMarinecorpswarriorsthroughouttheworld,wearecapableofsup- portingthefullrangeofoperationsfromcombattohumanitarianassistance. Wearefurtherca- pableofprovidingsuperiorstateoftheartin-garrisonhealthandpreventivecareforactiveduty personnel,ourfamiliesandthosewhohaveworntheclothofournation—ourretirees 4 NAVY MEDICINE VISION TheUnitedStatesNavyMedicalDepartmentwillremainanagile,flexible,professionallyanchored organizationwiththeabilitytoexecuteForceHealthProtectionandallotheraspectsofexpedition- arymedicaloperationstosupportourNavy-MarineCorpswarriorsinanyconflict,humanitarianas- sistance,disasterrelief,orotheroperations inwhichmedicalisneededforsustainmentandsuccess. Wewillpreventinjuryandillnesswhenpossible,andalwaysbecapableofservicetomitigatewhat- ever adversary,ailment,illness,ormaladymayaffectourwarriors. Wemustbecapableofprovidingpowerfulassistanceasajointmedicalcomponentwithotherser- vices,theinteragencycommunity,alliesandinternationalpartners,aswellasmedicalnon- governmentalorganizationsandcorporations. WemustbeasuperblytrainedandledteamofdiverseSailorsandcivilians,whoaregroundedinour medicalethos,corevaluesandcommitmenttomissionreadinessandaccomplishment. ThisplandoesnotencompasseverythingwedoinNavy Aligningcommandactivitiesin Medicine. Ourstrategyprovidestheframeworkwithinwhich supportofourstrategicplan ourshortandlong nowwillbuildaNavyMedicine termprioritiescanbe enterprisecapableofsustain- identified,evaluated, andimproved. We ingourmissioninthefuture. shouldbeabletosee Wehaveneverfailedtodeliver howouractionscon- healthcareintimesofcrisis tributetothedesiredresultsarticulatedinthisplan. Ifnot,we andweremaincommittedto shouldbeaskingwhywecontinuetosupportsucheffortsand functions. Thisplanremainsalivingdocumentthatcanbere- maintainingthisproudlegacy. shapedtomeetprioritiesastheyevolve. 5 C C ONCEPT OF ARE OurConceptofCareispatient andfamilycenteredcare. Welookat thehealthneedsofthepatientfirst, followedquicklybytheneedsofthe family. Theseneedsareparamount andthecareissuessurroundingthem willbeansweredfullyandcom- pletely. Administrativeandprocess issuesarenotunimportant;however, theseissuesmustsupporthealthcare,theymustsupportrecoveryandrehabilitation,andtheymust supportourwoundedwarriors’lives. Patientandfamily-centeredcareis Wewillgiveour Ourstrategicgoalslaya thebedrockofourmedicalsystem patientswhatthey pathwaytorealignourhu- andourbottom-line. Itistheheart needtoheal. Our ConceptofCarere- manandmaterielresources ofNavyMedicine. quiresustogainin- anddevelopfiscally- sightsfromourpatientsandtheirfamilies. Bylisteningtoand responsiblebusiness understandingtheuniqueandindividualneedsofallconcerned, processestoensurethatwe NavyMedicinecreatesapersonalizedandafamily-orientedcare aredeliveringtherightcare, plan. Thispatientandfamily-centeredapproach,coupledwith attherighttime,andatthe theinsightsgatheredfromhealthcareproviders,ensuresthede- liveryofqualityhealthcare. rightplace. 6 Concept of Care Framework  Savelivesandtake careofpeople. Lowestbattlemortalityanddiseasenon-battleinjury ratesinhistory.  Highlyskilledpeople thatcareforthe Navy/MarineCorpsWarfighterandtheirfamilies.  Educationandtrainingprogramsthatattract andtrainourfutureforce.  TheJointCommission andotheraccreditingbodieshaveratedour qualityofcareas superior.  Capabilitytosimultaneouslydelivercombatcasualtycareandthebenefitmission.  ResearchandDevelopmentthatsaveslives.  Exceptionalbenefitforretentionof Navyand MarineCorpsfamilies. 7 N M 21 C AVY EDICINE IN THE ST ENTURY Ournation'sleadershaveestablisheda clearmandatetoprotectournationalse- curity,maintainourforwardpresence throughouttheworld,andsustainourin- ternationalinterestsinsupportofthose nationsacrosstheglobethatarecon- nectedbytheircommitmenttothepursuit ofself-governance,democracy,andfreedom. NavyMedicinehasakeyroleintheNationalSecurityStrategy,operatingwithjointandmaritime forcespursuantto"ACooperative A Cooperative Strategy for 21st Century Seapower Strategyfor21stCentury Seapower." TheMaritimeStrat- Navy Medicine plays an important part in supporting egyreaffirmstheNavy'sfocuson the six core capabilities of the Maritime Strategy: itscorecapabilitiesofforward  Forward Presence presence,deterrence,seacontrol,  Deterrence andpowerprojection,expands  Sea Control thecorecapabilityofmaritime  Power Projection security,andelevateshumanitar-  Maritime Security ianassistanceanddisasterre-  Humanitarian Assistance and DisasterResponse sponsetocoreelementsofmari- timepower. WhentheSecretaryoftheNavy,theChiefofNavalOperations,andtheCommandantofthe 8 MarineCorpsissuedtheDepartmentof Navy Medicine is aligned with the three pillars theNavyObjectivesfor2008,theyseta of the Military HealthSystem strategic plan: highpriorityonprovidingatotalnaval  Provide a medically ready and protected workforcecapableandoptimizedto force and medical protectionfor communities. supporttheNationalDefenseStrategy andasimilarpriorityonprovidinghigh  Create a deployable medical capability that can go anywhere, anytime, with flexibility, qualitysupportservicestoallnavalper- interoperability, and agility. sonnelandtheirfamilies.  Manage and deliver a superb health benefit. NavyMedicine’sstrategicgoalsare builtonthesolidfoundation,proudtraditions,andremarkablelegacythatshapetoday'sNavyMedical Department,andalignwiththeDepartmentofNavyprioritiestoimprovecurrentreadinessandopera- tionaleffectivenesswhileplanningforthefleetand fleetmarineforceofthefuture. Oureightgoalsworktogethertoensureourcom- mitmenttotheuniformedservicememberswhoare selflesslyservingournationintimesofpeaceandwar, topatientandfamily-centeredcarethatbuildshealthy familiesandcommunities,andtoourunifiedfocusto cultivateinternationalpartnershipsthatenhance globalsecurityandstabilityinthefaceofincreasing humanitariancrisesanddisastersworldwide. These challengesandopportunitiesservetohighlightNavy Medicine'sdedicationtodelivertheworld'sfinest healthcareservicesanywhere,anytime,andforanyonechargedtoourcare. 9