Navy Medicine Strategic Plan Executive Medical Department Enlisted Course 05 February 2014

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

2. Learning Objectives • Overview of Strategic Planning Process • Navy Medicine’s Strategic Plan • Cascading the Plan • Executing & Reviewing Progress

3. Systems Strategy Structures Outputs Outcomes Processes Feedback Open Systems Change Model & Baldrige Criteria & PDCA Do HumanResourceFocus Check Plan Business Results Customer Focus Leadership Leadership Strategic Planning Process Management Act Measurement Analysis & Knowledge Management Key phases of strategic planning adapted from Bryson(2011), Allison & Kaye(2005), and Wheelen & Hunger(2006)

4. Strategy is a Design for Change Strategic Plan • 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 Change Strategic Vision • Readiness • Value • Jointness Continuous Improvement Value Core Operations Core Business Time Strategy is change: What’s being added, dropped or done differently in order to create organizational value faster than business as usual?

5. No Change Navy Medicine Mission We 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. Vision Navy 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

6. No Change Navy Medicine Guiding Principles 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.

7. Navy Medicine’s Strategic Goals No Change

8. Navy Medicine FY14 Strategy Changes noted in italicsand brown font color 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.” Warfighter:“My family and I are in the best possible medical hands while on Active Duty and when I retire.” U.S. Public:“Our interests are being well-protected by our Navy and Marine Corps and resources are being appropriately utilized to that end.” Readiness Value Value = (Quality X Capability) / Cost Jointness R1. Deliver ready capabilities to the operational commander J1. Leverage joint initiatives to optimize performance of Navy Medicine’s mission V1. Decreaseenrollee network cost/Increase recapture of Purchased Care R2. Deliver relevant capability and capacity for Theater Security Engagement operations J2. Improve Navy Medicine interoperability V2. Realize full benefit from Medical Home Ports and Neighborhoods Strategic Enabling Objectives R3. Optimize use of medical informatics, technology, andtelehealth V3. Standardize clinical, non-clinical, and business processes J3. Improve communications and alignment

9. Navy Medicine Strategy Objective Definitions Changes noted in italicsand brown font color Readiness Value Value = (Quality X Capability) / Cost Jointness 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 avalueperspective, Navy Medicine will lead both sister Services and interagency to develop joint solutions. 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. 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. R2 Deliver relevant capability and capacity for Theater Security Engagement operations Definition: 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. 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.

10. Navy Medicine Strategy Objective Definitions 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.

11. Cascading Approach Passive Role(Holding Company) Active Role(Operating Company) TATA Family Group Hotel Chain Financial Services Company Private Equity Firm General Electric McDonalds • Navy • Medicine Exxon Mobil Home Depot Global Manufacturing Company Consumer Bank Branches New Identical Contributory Dominant Technique

12. Cascading the StrategyWorks backward from the strategic vision. Strategic Plan Breaking apart the challenge: STRATEGIC Strategic Vision • Disaggregate high-level vision into specific tactics • Move from long-term results to short-term indicators • Everyone understands what they can directly impact Value Strategically-focused activity How will we achieve it? Stakeholders How will we achieve it? Readiness, Value, Jointness FY14 Strategy Map Enabling Objectives How will we achieve it? TACTICAL TODAY FUTURE Time Translates the future state into concrete tactical steps that we can take today.

13. Navy Medicine Strategy Map 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.” Warfighter:“My family and I are in the best possible medical hands while on Active Duty and when I retire.” U.S. Public:“Our interests are being well-protected by our Navy and Marine Corps and resources are being appropriately utilized to that end.” Readiness Value Value = (Quality X Capability) / Cost Jointness R1. Deliver ready capabilities to the operational commander J1. Leverage joint initiatives to optimize performance of Navy Medicine’s mission V1. Decrease enrollee network cost/Increase recapture of Purchased Care R2. Deliver relevant capability and capacity for Theater Security Engagement operations J2. Improve Navy Medicine interoperability V2. Realize full benefit from Medical Home Ports and Neighborhoods Regions can add 1 objective (either linked to a specific goal or an enabling objective) Strategic Enabling Objectives EO1. Optimize use of medical informatics, technology, and telehealth EO2. Standardize clinical, non-clinical, and business processes EO3. Improve communications and alignment

14. Navy Medicine Strategy Map 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.” Warfighter:“My family and I are in the best possible medical hands while on Active Duty and when I retire.” U.S. Public:“Our interests are being well-protected by our Navy and Marine Corps and resources are being appropriately utilized to that end.” Readiness Value Value = (Quality X Capability) / Cost Jointness R1. Deliver ready capabilities to the operational commander J1. Leverage joint initiatives to optimize performance of Navy Medicine’s mission V1. Decrease enrollee network cost/Increase recapture of Purchased Care V2. Realize full benefit from Medical Home Ports and Neighborhoods Only if applicable (Region decides) Strategic Enabling Objectives V2. Standardize clinical, non-clinical, and business processes J3. Improve communications and alignment

15. Navy Medicine Strategy Map 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.” Warfighter:“My family and I are in the best possible medical hands while on Active Duty and when I retire.” U.S. Public:“Our interests are being well-protected by our Navy and Marine Corps and resources are being appropriately utilized to that end.” Readiness Value Value = (Quality X Capability) / Cost Jointness * 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 R1. Deliver ready capabilities to the operational commander J1. Leverage joint initiatives to optimize performance of Navy Medicine’s mission V1. Decrease enrollee network cost/Increase recapture of Purchased Care R2. Deliver relevant capability and capacity for Theater Security Engagement operations J2. Improve Navy Medicine interoperability V2. Realize full benefit from Medical Home Ports and Neighborhoods Strategic Enabling Objectives EO1. Optimize use of medical informatics, technology, and telehealth EO2. Standardize clinical, non-clinical, and business processes EO3. Improve communications and alignment

16. Cascading Initiatives & Measures • 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 Bumed Code Metrics Regional Dashboard Metrics MTF/Command Dashboard Metrics Directorate/Department Metrics

17. Senior Strategy Board Review Cycle Planning Environmental Scan Draft Strategic Plan Strategic Planning Offsite Value Goal Group Execution Jointness Goal Group Readiness Goal Group NME Review NME Review NME Review NMW Review NMW Review NMW Review NME Review NMW Review Monitoring Value Goal Brief Readiness Goal Brief Jointness Goal Brief Value Goal Brief Readiness Goal Brief Jointness Goal Brief Value Goal Brief Readiness Goal Brief Jointness Goal Brief Value Goal Brief Readiness Goal Brief Jointness Goal Brief

18. Readiness Goal R1 Objective Objective Lead: CAPT Zinder Action Officer: CDR Givens On Target At Risk Off Target CPO Mess Can fix Admin Status J

19. Value Goal V1 Objective Objective Lead: RDML Gillingham Action Officer: CAPT Jenkins On Target At Risk Off Target

20. Jointness Goal • J3 Objective Objective Lead: RDML Coe Action Officer: CAPT Smith On Target At Risk Off Target In Development

21. Questions? • Ms. Karen L. M .Sayers, MSOD • Office of Strategy Management/M5 • Bureau of Medicine & Surgery • 7700 Arlington Blvd • Falls Church, VA 22042-5116 • Email: Karen.Sayers@med.navy.mil • Com: 703-681-9034 • DSN: 761-9034 • BB: 202-230-7496

22. Senior Strategy BoardReadiness Goal Brief 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.. November 14, 2013 Goal Lead: RDML Stephen Pachuta Vice Goal Lead: RDML Brian Pecha

23. Readiness Goal R1 Objective Objective Lead: CAPT Zinder Action Officer: CDR Givens On Target At Risk Off Target J

24. Readiness Goal R1 Objective Objective Lead: CAPT Zinder Action Officer: CDR Givens On Target At Risk Off Target

25. Readiness Goal R2 Objective Objective Lead: RDML Chinn Action Officer: CAPT Diehl On Target At Risk Off Target

26. Readiness Goal R3 Objective Objective Lead: CDR Thornton Action Officers: CAPT Beilman Mr. Bill Frank On Target At Risk Off Target

27. Readiness Goal R3 Objective Objective Lead: CDR Thornton Action Officers: CAPT Beilman Mr. Bill Frank On Target At Risk Off Target

28. R1 Objective Decision Required COA #1: Approved Recommended COA

29. Navy Medicine Strategic Goal: Value • In 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 RDML Terry J. Moulton, MSC, USN RDML Kenneth J. Iverson, MC, USN 23 January 2014

30. Value Goal V1 Objective Objective Lead: RDML Gillingham Action Officer: CAPT Jenkins On Target At Risk Off Target

31. Value Goal V2 Objective Objective Lead: RDML Iverson Action Officer: CDR Manning On Target At Risk Off Target

32. Value Goal V3 Objective Objective Lead: RDML McCormick-Boyle/RDML Alvarado Action Officer: CDR Palarca On Target At Risk Off Target

33. Senior Strategy BoardDecision Brief Jointness We lead Navy Medicine to jointness and improved interoperability by pursuing the most effective ways of mission accomplishment. Goal Lead: RDML Raquel Bono, MC, USN Vice Goal Lead: RADM Bruce Doll, DC, USN December 18, 2013

34. Jointness Goal • J1 Objective Objective Lead: RDML Bono Action Officer: CAPT Duncan On Target At Risk Off Target In Development

35. Jointness Goal • J2 Objective Objective Lead: Mr. Oliveria Action Officer: TBD On Target At Risk Off Target In Development

36. Jointness Goal • J3 Objective Objective Lead: RDML Coe Action Officer: CAPT Smith On Target At Risk Off Target In Development