Navy Medicine Education, Training and Logistics Command ......Reserve Medicine (NRM). This training...

Navy Medicine Education, Training and Logistics Command

FY17 Business Plan

Navy Medicine Education, Training and Logistics Command NMETLC

Navy Medicine Professional Development Center NMPDC

Navy Medicine Operational Training Center NMOTC

Navy Medicine Training Support Center NMTSC

Naval Medical Logistics Command

NMLC

Navy Reserve Navy Medicine Education and Training Command NR NMETC

Navy Medicine Education, Training and Logistics Command 2

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Relevant, Responsive, Requested

Table of Contents

NMETLC Enterprise: 1) Organizational Executive Summary page 3 2) NMETLC Organization Strategic Approach page 5 3) NMETLC Organization Strategic Initiatives page 7 4) NMETLC Organization “The Way Ahead” page 16 5) NMETLC Organizational Structure page 18 6) NMETLC Organization Market Analysis page 19 7) NMETLC Organization Initiatives and NAVMED Alignment page 25 8) NMETLC Organization Performance Metrics page 27 6) NMETLC Organization Resources page 32 NMETLC HQ 1) NMETLC HQ Organizational Structure page 33 2) NMETLC HQ Joint Collaborations page 34 3) NMETLC HQ Business Initiatives page 35 4) NMETLC HQ Resources page 41 5) NMETLC HQ Products and Services page 43 8) NMETLC HQ Course Training Catalog page 52


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Navy Medicine Education, Training and Logistics Command Organization Executive Summary

Commander: RADM Rebecca McCormick-Boyle Deputy: CAPT William J. Leonard Business Plan Contacts: Ms. Patricia Craddock and Mr. Dan Pernell

Command Mission: Deliver professional, occupational and operational education, training and logistic solutions to support the Navy Medicine mission. Command Vision: The Navy and Marine Corps have the best medically trained, educated and logistically prepared team to support the Warfighter.

Guiding Principles: • Apply innovative, cost-effective, learning solutions fully leveraging technology,

partnerships, and joint initiatives. • Adapt and respond quickly to validated and resourced training requirements. • Cultivate superior performance through a culture of excellence. • Communicate clearly, accurately, and openly. • Employ program management principles and discipline to ensure value.

Who We Are (Mission, Functions, and Tasks): The Navy Medicine Education, Training and Logistics Command (NMETLC) serves as the principal provider and advisor for the SG on the execution of education and training and logistics services within Navy Medicine. NMETLC exercises command and control over its subordinate commands: the Navy Medicine Operational Training Center (NMOTC), the Navy Medicine Professional Development Center (NMPDC), the Navy Medicine Training Support Center (NMTSC), the Navy Medical Logistics Center and the Naval Reserve Navy Medicine Education and Training Command. NMETLC Headquarters performs executive office oversight of specified execution level programs, to include management of the Healthcare Inter-service Training Office.

• The Navy Medicine Operational Training Center (NMOTC) is an Echelon IV shore activity in an active status under a Commanding Officer reporting to Commander, NMETLC. NMOTC provides administrative, professional, technical, and consultative services in operationally related Fleet and Fleet Marine Force medical matters worldwide. NMOTC conducts education and training programs for Medical Department personnel in various operational medical disciplines. NMOTC manages,


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coordinates and provides selected operational programs (e.g. aviation physicals and survival training) and services in direct support of the operating forces as directed by higher authority. NMOTC has 6 detachments and 60 facilities at 15 locations across the country. NMOTC is responsible for the largest training throughput in Navy Medicine.

• The Navy Medicine Professional Development Center (NMPDC), an Echelon IV

command, is the cornerstone of Navy Medicine’s professional development training and education mission; maintaining collaborative relationships with more than 100 military and civilian higher learning institutions while annually supporting 3,000 federal uniformed service, civilian, and allied foreign military members. As such, NMPDC remains Navy Medicine’s premier organization delivering leadership and professional education support for all medical personnel in the U. S. Navy. NMPDC is also responsible for the oversight of the Graduate Medical Education program, while the Naval Post-Graduate Dental School is a direct report to NMPDC.

• The Navy Medicine Training Support Center (NMTSC) San Antonio is an Echelon IV

command providing direct Navy-specific administrative support for the training of Navy medical personnel in various Officer and Enlisted programs. NMTSC manages and supports all Navy medical training personnel in the San Antonio catchment area, including students and instructors. NMTSC is responsible for nurturing and enforcing Navy Sailorization. NMTSC provides military support for Navy Medicine personnel in San Antonio, as well as supporting other personnel assigned to units, agencies or commands that do not have a Navy Medicine command structure. These support functions and relationships are established through Memorandum’s of Agreement.

• The Naval Medical Logistics Command (NMLC) designs, executes, and administers individualized state-of-the-art solutions to meet the medical materiel and healthcare service needs of Navy Medicine and the Navy’s Operational Forces. NMLC provides Medical Treatment Facilities (MTF) and operational customers with medical logistics support in the form of medical equipment, supplies and healthcare service acquisition strategies; clinical engineering technical support for medical equipment; deployable platform allowance configuration; medical logistics business process and Health Care IT system solutions; as well as legal assistance for healthcare contracting. The Commanding Officer of NMLC holds dual-responsibilities, serving as Commander NMLC and as the M46, Logistics Execution, and Lead Contracting Executive for the Bureau of Medicine and Surgery (BUMED). The NMLC Commander holds responsibility for the execution of Navy Medicine logistics, whereas the M46 role is responsible for logistics/acquisition program policy issues and concerns.

• The Naval Reserve Navy Medicine Education, Training and Logistics Command (NR NMETLC) is an Echelon IV that exists to ensure the delivery of education and training, the readiness of personnel and associated tracking and monitoring for Naval Reserve Medicine (NRM). This training readiness enables the capabilities of NRM assets to provide fleet health services and force health protection initiatives. Reporting to the Commander, Navy Medicine Education, Training and Logistics Command (NMETLC), in coordination with the Bureau of Medicine and Surgery


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(BUMED) M10, Navy Reserve Medicine Education and Training Command (NR NMETLC) is a medical unit led by a post-command Deputy Director in the business of executing defined education and training initiatives for Navy Medicine.

NMETLC Organization Strategic Approach Our critical success factors serve as the foundation for the alignment and development of NMETLC’s business initiatives throughout FY17. Critical Success Factors: 1) Our human capital is our primary focus. 2) Our relevance is marketed and communicated. 3) Partnerships are leveraged and fostered. 4) Organizational processes are defined and managed.

NMETLC is aligned with the Navy Medicine Strategic Plan and recognizes the three goals of Readiness, Health and Partnerships as the strategic goals throughout the organization. We channel our efforts to move the Navy Medicine (NM) strategic gauge through implementation of our strategic initiatives. Beyond command-level business initiatives, NMETLC has identified specific strategic initiatives that align directly with Navy Medicine’s objectives. These strategic initiatives may, in some cases, overlap with Command-specific business initiatives, yet they promise to contribute prominently to Navy Medicine’s objectives and metrics. Throughout FY17 NMETLC’s business planning and operations will involve the continued coordination of aligning our organizational initiatives with BUMED’s Strategic goals and objectives, ensuring we stay the course, fulfilling the mission of Navy Medicine. (The graphic below illustrates NMETLC’s alignment with BUMED at a strategic level).


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FY17 Strategic Initiatives

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BUMED GOALS

BUMED OBJECTIVES

Readiness R1. Ensure the medical capabilities of our operational units and platforms are ready.

R2. Achieve maximum future life-saving capabilities and survivability through training and educational programs. R3. Provide a robust, relevant clinical experience.

R4. Develop holistic approach to achieve medical capabilities. Health

H1: Treat our patients as “family” and enhance access to care. H2. Eliminate patient harm.

H3. Implement Value-based Pilot project. H4. Improve active management of LIMDU population.

Partnerships P1. Produce a strategic partnering framework.

P2. Identify and remove barriers to developing partnerships. P3. We will take a bearing on our current partnerships.

NMETLC INITIATIVES NMETLC HQ

R2- I1

"A" School Curriculum.

R2-I2 "A" School Follow-

on Training. P3- I1

Phase II Training.

NMOTC

R1- I2 EMF Training.

R2- I3 TCCC Capacity.

NMPDC

R1-I3 Leadership

Development. P3- I2

USU Affiliation.

NMTSC

R3-I1 Clinical Practice.

H4-I1 JBSA LIMDU.

P2- I1 Instructor ADC.

NMLC

R1-I1 Ship Outfitting CTR.

H1-I1 CTR Admin. Tool.

Readiness We save lives wherever our forces operate – at and from the sea.

Health We will provide the best care our nation can offer to Sailors, Marines, and their families to keep them healthy, ready, and on the job.

Partnerships We will expand and strengthen our partnerships to maximize readiness and health.


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NMETLC’s AOR has developed and implemented Strategic Initiatives that directly support BUMED’s Annual Strategic Plan, and that align to BUMED’s Strategic goals of Readiness, Health and Partnerships as described below. The development, implementation and monitoring of these initiatives contributes directly to the overall success of Navy Medicine, the Fleet and Marine Corps, the staff of Military Treatment Facilities (MTF) and the Surgeon General’s vision for shaping Navy Medicine, now and in the future. Readiness Goal: We save lives wherever our forces operate – at and from the sea.

Readiness Objectives: R1 – Medical capabilities and platform readiness. R2 – Life-saving capabilities through training and education programs. R3 – Robust, relevant clinical experience. Readiness #1: New Ship Outfitting Contract. Command/Action Officer Target

Completion Date Objective

NMLC/CAPT Seymour 30 SEP 2017 R1 – Ensure the medical capabilities of our operational units and platforms are ready.

Readiness Initiative In FY17 Naval Medical Logistics Command will replace the current ship outfitting contract with a more flexible, medical capability-based procurement and kitting services contract that will result in NMLC’s accountable fill-rate to achieve 97% or better for contracted items, improve the meeting of delivery schedules, and achieve a cost-avoidance between 3%-40% due to using non-working capital fund based contracting services supporting Fleet Ship Readiness. Funding 1) Is the initiative currently funded? YES NO 2) Is there available off-set (describe)? YES NO 3) Is a UFR/POM request anticipated? YES NO Metric Accountable fill-rate to achieve 97% or better for contracted items. Current Status In development.


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Readiness #2: EMF Training. Command/Action Officer Target


NEMTI; CAPT Paul, LCDR Brand 30 SEP 2017 R1 – Ensure the medical capabilities of our operational units and platforms are ready.

Readiness Initiative Develop Expeditionary Medical Facility (EMF) training curriculum aligned with Naval Training Systems Plan (NTSP) and Operational Readiness Evaluation (ORE) criteria Funding 1) Is the initiative currently funded? (Partially) YES NO 2) Is there available off-set (describe)? YES NO 3) Is a UFR/POM request anticipated? YES NO Metric Validated training requirement with completed and executable NTSP and ORE assessments.

Current Status Based on EMF Collaboration session with NMETLC 27 September 2016. Goal: 2 EMFs to NEMTI by the end of FY17. The initiative will produce IO and EMF training, which will lead to the platform meeting R1 requirements.

Readiness #3: Navy Medicine Leadership Development Continuum. Command/Action Officer Target


NMPDC/CAPT Andrews 30 SEP 2017 R1 – Ensure the medical capabilities of our operational units and platforms are ready.

Readiness Initiative Using CNO and NM gap analysis, develop NM Leadership Development Continuum Strategy to include POA&M for implementation, integrating E&T pillars with Experience and Personal Development pillars through a collaborative forum of key Corps and Community leaders. Funding 1) Is the initiative currently funded? YES NO 2) Is there available off-set (describe)? YES NO 3) Is a UFR/POM request anticipated? YES NO Metric 1) Establish and operationalize the Navy Medicine Leadership Development Council. 2) Establish SG-approved charter, which will assign council members and deliverables. Current Status In development


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Readiness #4: “A” School Curriculum. Command/Action Officer Target


NMETLC/CAPT Kinsey 30 SEP 2016 R2: Achieve maximum future life-saving capabilities and survivability along the continuum of care through training and educational programs.

Readiness Initiative By end of FY 17 implement the “A” School Pilot within current resources; complete Front End Analysis and Business Case to support full implementation by FY18. (FEA/BCA will inform the FY19 POM if indicated.) Funding 1) Is the initiative currently funded? YES NO 2) Is there available off-set (describe)? YES NO 3) Is a UFR/POM request anticipated? YES NO Metric Successful implementation of Pilot program.

Current Status In development.

Readiness #5: “A” school hand-off to first duty station. Command/Action Officer Target


NMETLC/CAPT Kinsey 30 SEP 2016 R2: Achieve maximum future life-saving capabilities and survivability along the continuum of care through training and educational programs.

Readiness Initiative By end of FY17 develop smooth hand off between HM "A" school and first duty station to manage experience for the Novice. Funding 1) Is the initiative currently funded? YES NO 2) Is there available off-set (describe)? YES NO 3) Is a UFR/POM request anticipated? YES NO Metric Program developed for implementation by end of FY17. Current Status In development.


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Readiness #6: Clinical Practice for Non-MTF Staff. Command/Action Officer Target


NMTSC/CAPT Kelln 30 SEP 2017 R3 – Provide a robust, relevant clinical experience for our force to preserve their clinical and life-saving skills and competencies

Readiness Initiative By 30 SEP 2017 NMTSC will create and execute a clinical practice sustainment plan for all credentialed staff. Funding 1) Is the initiative currently funded? YES NO 2) Is there available off-set (describe)? YES NO 3) Is a UFR/POM request anticipated? YES NO Metric Number of staff credentialed. Current Status In development.


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Health Goal: We will provide the best care our nation can offer to Sailors, Marines, and their families to keep them healthy, ready, and on the job.

Health Objectives: H1 – Provide a “Family” experience and enhance access to care. H2 – Eliminate patient harm. H4 – Improve active management of LIMDU population. Health #1: Contract Administration Tool. Command/Action Officer Target


NMLC/CAPT Seymour 30 SEP 2017 H1 - Provide the Patient a “Family” Experience and Enhance Access to Care.

Readiness Initiative In FY17, Naval Medical Logistics Command will deploy the Contract Administration Tool (CAT), a one-stop point-of-service contract management system for the financial aspects of health care services contracts, that will improve MTF level efficiencies and increase dedicated time for Contract Office Representatives (CORs) to focus on the quality management of contracted healthcare service support. Funding 1) Is the initiative currently funded? YES NO 2) Is there available off-set (describe)? YES NO 3) Is a UFR/POM request anticipated? YES NO Metric When released, the CAT will increase time for CORs to assess quality of work performed by vendors by 25%. Managers will measure improvement associated with the CAT by the percentage of fully documented CPARs submitted on time and categorizing contract performance in the area of "Technical/Quality of Product or Service" as "Very Good" or higher. Current Status In development.


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Health #2: Navy Medicine LIMDU in Joint Base Environment. Command/Action Officer Target


NMTSC/CAPT Kelln 30 SEP 2017 H4 – Improve active management of LIMDU population.

Readiness Initiative By 30 SEP 2017, NMTSC will collaborate with SAMC and Naval Health Clinic Corpus Christi to develop, standardize, and implement LIMDU routing process to maximize communication with leadership and improve time to LIMDU disposition. Funding 1) Is the initiative currently funded? YES NO 2) Is there available off-set (describe)? YES NO 3) Is a UFR/POM request anticipated? YES NO Metric Start time from provider initiation of LIMDU documents to member's Accounting Classification Code (ACC) code changes to "105." Goal: less than 30 days. Track members monthly. Current Status In development.


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Partnership Goal: We will expand and strengthen our partnerships to maximize readiness and health.

Partnership Objectives: P1 – Produce a strategic partnering framework to guide future partnerships. P2 – Identify and remove barriers to developing partnerships. P3 – Take bearing on current partnerships and align framework enterprise wide. Partnership #1: Instructor ADC. Command/Action Officer Target


NMTSC/CAPT Kelln 30 SEP 2017 P2 - Identify and remove barriers to developing partnerships.

Readiness Initiative By 30 SEP 2017, NMTSC will NMET

Funding 1) Is the initiative currently funded? YES NO 2) Is there available off-set (describe)? YES NO 3) Is a UFR/POM request anticipated? YES NO Metric Signed, completed Authority, Direction and Control document.


Partnership #2: Phase II “C” School Training.


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Command/Action Officer Target Completion Date

Objective

NMETLC/Ms. Swatzell 30 NOV 2016 P3 - We will take a bearing on our current partnerships to ensure alignment with our framework and identify/expand those that could become enterprise-wide.

Readiness Initiative Through robust partnerships, develop a systems solution and programmatic approach to Phase II “C” School Clinical Education that will support the accreditation and certification for each technical program. Funding 1) Is the initiative currently funded? YES NO 2) Is there available off-set (describe)? YES NO 3) Is a UFR/POM request anticipated? YES NO Metric By 30 Nov 2016 will develop COA’s based on project findings for presentation to NMETLC Commander. Current Status In process; initial Phase II mapping completed; Using DMAIC, currently in Assessment phase. Anticipated completion date to provide Courses of Action is 30 Nov 2016.


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Partnership #3: USU Affiliation for Navy Medicine PGY-1 Dental Programs. Command/Action Officer Target


NMPDC/CAPT Andrews 30 SEP 2017 P3 - We will take a bearing on our current partnerships to ensure alignment with our framework and identify/expand those that could become enterprise-wide.

Readiness Initiative By the end of FY 17, NMPDC will develop and implement a Memorandum of Understanding between Navy Medicine and Uniform Service University to include the establishment of sub-agreements for 100% of all Navy Medicine PGY-1 MTF/DTF sites across BSO-18, resulting in improved academic support, enabling faculty development in support of accreditation standards as well as virtual access to resources and libraries for enhanced student development. Funding 1) Is the initiative currently funded? YES NO 2) Is there available off-set (describe)? YES NO 3) Is a UFR/POM request anticipated? YES NO Metric Number of programs affiliated.



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The Way Forward: Through FY16, NMETLC continued to mature and welcomed Navy Medical Logistics Command to the command. Collectively, we are an enterprise that supports the critical organizational functions of train, man and equip for the healthcare and healthcare support missions. We referred to this past year as a Renaissance Year for the command. What this means is that we reinserted ourselves in the Navy Medicine Mission with strength of renewed processes and presence. That effort earned t h e comma nd a position in the forethought of almost every aspect of Navy Medicine's business. With the BUMED Reinvention, NMETLC is included in the Navy Medicine leadership forums and is positioned to continue to insert our business to ensure a holistic approach to Navy Medicine decisions. We solidified our academic processes and relationship with leadership and stakeholders, and are beginning to better integrate logistics into our conversations and recognize the power of collaboration across our functional commands. The coming year will be a Pivot Year.

In 2017, Navy Medicine will pivot toward tiered platform readiness. The construct of our platforms will continue to pivot toward Sea Based and Expeditionary conditions. Additionally, the deployment pattern will pivot toward adaptive force packaging with an emphasis on small-team readiness. The treatment facilities will pivot to build the infrastructure to support the high-reliability organization. The scope of clinical practice will be examined to ensure that the clinical staff have the opportunity to practice to support the High-Reliability Organization as well as the operational demands. A focus on ethics and leadership must be integral to your command climates and infused into the schools' programs. To achieve the strategies of Navy Medicine, we need to adjust our daily business to manage that pivot toward the new constructs. Partnerships are critical for our success. From formal school house preparation to career and professional development as well as logistical support, we will pivot to meet the refined framework of Navy Medicine. Among the issues that we must tackle this year:

o Support the Platform Readiness We must make our training sites ready. Fully outfitting NEMTI will be critical. NEMSCOM will be challenged to deliver support for the pivot to the adaptive

force packages and modular capabilities meeting the urgent needs demand signal in advance of full program doctrine.

o Integrate readiness requirements into our products and services Our Hospital Corps foundation (“A” School) will shift from the consolidated

program to meet the Navy-specific requirement to be capable of future roles in the Sea Based, Expeditionary and MTF environments.

NMOTC will answer the Fleet Health Integration Panel to integrate operational training changes to meet the evolving Sea Based Concept of Operations.

o Employ program management We will continue to hone the life cycle management of our programs while

implementing monitoring and surveillance to ensure our value and effectiveness.


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We will build our program indicators and stakeholder feedback such that we become proactive in solution development.

We will host a Summit to allow our stakeholders to prescribe the future capability of the Hospital Corps.

Staff Education and Training PMO will take a key role in executing the new PQS program for new Hospital Corps graduates.

Full implementation of the Learning Management System will allow accounting of education, training and competency efforts across the BSO

NMLC will identify improved contracting approaches to ensure ships are ready for their missions

o Fully realize the outcomes of a robust continuous performance improvement program. Train Lean Six Sigma operators Identify opportunities for improvement and integrate solutions into new business

practices throughout the organization o Leverage technology to improve our processes

Integrate simulation and integrated learning environment into academic processes

Leverage collaboration technology (SharePoint, DCO, virtual classrooms). Ensure transparency to our stakeholders (LMS, metrics, and feedback) NMLC will develop a systems solution to improve contract management for the

MTF contracting officer representatives. o Seek joint solutions while meeting Naval Medicine requirements

Solidify clinical training opportunities with other Services, civilian organizations and across Navy Medicine to ensure readiness and capability

Play a key role in BUMED governance, providing sound staff work to support speed to decision and good stewardship of resources.

Continue to provide leadership and support for the METC Participate on the Committee on Tactical Combat Casualty Care program and

liaison with the Joint Trauma System to ensure current content for our readiness logistics and training efforts

Play a key role in the DHA evolving shared services solutions Navy Medicine Education, Training and Logistics Command is essential to the Navy Medicine mission of Keeping the Navy and Marine Corps family ready, healthy and on the job. We equip Naval personnel to be a medically ready force while preparing Navy Medicine personnel to be a ready medical force. We touch Navy Medicine Sailors everywhere. Through our education and training efforts, we prepare them to be masters of their craft while also ensuring logistical support is where it is needed and when it is needed. Our team is strong and certainly realizing that we are relevant; we must be responsive to all requests. Rear Admiral R. J. McCormick-Boyle


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Commander, NMETLC

NMETLC ORGANIZATION

Commander

Navy Reserve NMETLC

Deputy Commander

Navy Medicine Training Support Center

Navy Medicine Professional Development

Center

Navy Medicine Operational

Training Center

Navy Medicine Logistics

Command

Special Assistants Executive Director


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NMETLC Organization Market Analysis

Who We Serve: The NMETLC organization serves the fleet commanders, staff of the military treatment facilities, and the Surgeon General by executing the development and delivery of education, training and logistics services. Requirements are generated by those we serve and validated through the BUMED education and training governance proceedings and policies, and the NM M4 policy arm. We collaborate with numerous Service and civilian partners to carry out the education, training and logistics mission.

The organization, as a whole, prepares Sailors and Marines to deliver medical services and Force Health Protection across all platforms: on land, in the air, undersea, and aboard ships all over the world. The BUMED/NMETLC Organization also provides medical education and training to our sister services, foreign services, and thousands of DoD civilians. In FY16 NMETLC gained the Naval Medicine Logistics Command (NMLC) as an integral component of our overarching services to Navy Medicine. NMLC partners with all sister services in contracting on their behalf and sharing joint requirements. They work hand-in-hand with the Defense Health Agency (DHA) and the Defense Logistics Agency (DLA) for DoD-level logistics and acquisition solutions. NMLC also provides a majority of contract services for Healthcare Personnel, to include providers, nurses, techs and support services to the Navy Medicine Enterprise, as well as medical contracting required to support Fleet operations. The breadth of scope for the NMETLC organization is demonstrated in the operational areas of training provided, academic management, courses of instruction, patient care provided and logistical and acquisition support. To illustrate this point, the valued staff of the NMETLC organization – military, civilian and contractors – touch the lives of more than 27,000 personnel annually by delivering training through 145 different formal courses across our education domain. Importantly, the NMETLC organization provides training and personnel support to the Basic Medical Technician Corpsman Program (BMTCP) School that shapes the future of the enlisted Hospital Corps, and to Hospital Corpsman in 19 advanced technician programs. As well, training is provided to international students, federal and foreign military personnel and to all personnel trained in operational and survival training. The academic management aspect of the NMETLC organization spans a wide array of responsibilities, from administering surveys to managing degree, non-degree and specialty resident training programs. Annually, the academic management of the NMETLC organization ensures that 250 Master Training Specialists are available to meet yearly programming needs, and that 1,537 degree-seeking and non-degree-seeking students are managed in civilian training programs.


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During FY16 the NMETLC organization provided a total of 276 programs of instruction. These courses include 2 leadership development continuum courses, 4 Specialty courses, 2 Joint programs, 32 Operational programs, 35 inter-service courses of instruction managed by the ITRO and 63 operational courses, 21 “A and C” school courses and 180 computer-based courses. In FY16 NMLC, in support of over 600 contracts, defined requirements and acquisition strategies, prepared acquisition packages, completed technical review and awarded contracts, as well as modified and administered contracts for medical equipment, supplies and healthcare services in support of Navy Medicine, Operational Forces, and Research & Development requirements. Additionally, NMLC participated in defining and projecting1440 Healthcare Services requirements supported across NM that will result in contracts. Without the services of NMLC, Navy Medicine healthcare facilities and operational platforms would not have had the ability to obtain state-of-the-art medical equipment supplies and services. Finally, the NMETLC organization provides services annually, tied to Navy Medicine’s mission of patient care, to almost 159,000 individuals. These patient-care activities include providing service to 300 Repatriated Prisoners of War, 33,000 aeromedical waivers and physicals, and dental services to 8,360 patients, including those enrolled in the Wounded, Ill and Injured Orofacial Pain programs. The value of the NMETLC organization to Navy Medicine is demonstratively evident through the education and training of individuals, its training products and services, its academic management responsibilities, the total number of courses of instruction and by the level of patient care provided and the far reaching impact of patient-centered logistical support across Navy Medicine, the Fleet and DoD. In FY17 the NMETLC’s Organization, “all-hands” and resources, will continue to pivot toward assuring that the mission of Navy Medicine is supported and that our Corpsmen are well trained, educated and equipped. Our efforts will include a multitude of contributions ranging from participation in the ongoing evolution of Expeditionary Medical Forces, to NMLC’s efforts of outfitting ships and platforms with required equipment and supplies. All work plans and initiatives for FY17 will ensure a pivot that makes a significant impact on “ready” Navy Medical forces that are capable of meeting the challenges of fulfilling current and future real-world demands. Some of these efforts will include:

• Serving as a lead agent for Navy Medicine in the “Future Sea-Based Corpsman” summit. This effort will capitalize on Navy Medicine’s human capital to assure future “readiness” of our most valued assets, the Sailor, as well as reviewing and evaluating the technological capabilities to meet those readiness needs and how innovations can and must play a central role.

• Working to remediate training gaps, as identified by BUMED and the Fleet Forces, the NMETLC Academic’s Department will develop and implement new training


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curriculum to support the “A” school pipeline for Navy Corpsmen. This effort will assure that all new skill sets and knowledge requirements are met to prepare future Corpsmen.

• Through the combined efforts of NMETLC, NMOTC, NMLC and NMETI the development and support of Tactical Combat Casualty Care training, designed to minimize the loss of life in combat situations, will continue.

• Evolving the Life Cycle Management processes across the NMETLC domain to ensure ready, relevant training continues, while applying standardizing processes.

• Full collaboration and participation with Navy’s efforts to develop and redesign the Requirements Integration Processes (RIP) that will result in a more effective and efficient requirements-driven structure that meets the ongoing day-to-day and world-wide needs of Navy Medicine by delivering the required and necessary equipment, tools and training to the Sailor.

• Continuing to incorporate and integrate the Naval Medicine Logistic Command into the day-to-day operations and planning of the NMETLC organization, to include maximizing their functional capabilities across our training enterprise and identifying efficiencies in logistics practices through more responsive and adaptive contracting, as well as tools to leverage technology that impacts effectiveness at the deck plate management of personal services contracts.

• The integration of Navy Medicine’s Reserve Component into the San Antonio, JBSA catchment area, in an effort to improve Navy Medicine’s capabilities, and the use of a talented and creative pool of Medical professionals in support of Navy Medicine’s mission and vision.

• The ongoing participation of NMPDC’s work to support the CNO’s efforts to assure the development of Navy Leaders will result in the establishment of an operational Navy Medicine Leadership Development Council, and the establishment of an SG-approved charter.

• NMPDC will step up to the challenge of re-examining training supporting the Warfighter by conducting lifecycle reviews of 40% of its professional programs. NMPDC will perform content quality reviews, revise existing courses as necessary, and pilot and deliver revised courses.

NMETLC aspires to enhance, at every level of operations, stronger inter-service governance, improved collaborative agreements, and the identification and development of other inter-service opportunities. NMETLC continues to provide on-going top-level leadership by serving as the ITRO Advisor for Health Care (ACH) and chairs the ITAB, which continues its successes in facilitating numerous inter-service collaborations as demonstrated by the success of METC. Continuing to demonstrate inter-service collaboration, the standardized Learning Management System (LMS) and SWANK LMS continues to be employed at learning sites throughout Navy Medicine and utilized as the primary resource for the management of enterprise-wide training requirements. SWANK LMS is currently utilized by both the Army and Air Force Medical Departments, further demonstrating the potential for increased inter-


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service sharing of resources and processes. In FY16 the LMS, a one-stop system for assigning, documenting and managing required training, established over 39,500 users, with 700,000 course completions, and 15,136 Continuing Education Credits granted. The LMS is fully deployed and provides relevant information to support NM readiness and High Reliability Organization (HRO) efforts to prepare personnel for their jobs. Within the defense logistics environment, NMLC supports many efforts to strengthen inter-service governance, improve collaborative agreements, and identify and develop inter-service opportunities. NMLC provides services as a policy and operational consultative partner and technical expert in Class VIII logistics and supply methods to Commander, Fleet Forces Command and Commander, U.S. Pacific Fleet, U.S. Navy Type Commander Surgeon staffs, Naval Supply Systems Command, Naval Sea Systems Command, DoD, and BUMED. These efforts by NMLC represent Navy Medicine’s equity in operational medical logistics and support for operational forces, and demonstrates NMLC’s overall value to the nation’s defense logistics industry.

Economic Impact: The NMETLC enterprise employs 2,035 active duty, civilian and contract personnel spread across 11 states. According to the Bureau of Economic Analysis, a division within the U.S. Department of Commerce, the annual per capita personal consumption expenditure for all goods and services averages $36,027 (as of 30 May 2013). This equates to over $59 million dollars contributed annually to the local economy by NMETLC personnel. In addition to the staff we employ, we support through education and training approximately 2,480 students per day. 1,116 of these students are in residence and thus contribute at a relevant rate to the local economy of the learning site where they reside. The remaining 1,364 students are on an average per diem of $123, which equates to approximately $167,772 per day, or $61,236,780 annually in additional spending power for the local economy.

(*) This data is from CeTARS (OCT 1, 2016 – SEP 30, 2016) and is baseline in nature. (**) Standard CONUS lodging & per diem rate per the Defense Travel Management office.

NMETLC Organization Joint Collaborations:

BUMED M7 provides governance and policy direction for all Navy medicine education and training (E&T).

The Inter-service Training Office (HC-ITO) provides unbiased, analytic support to the services in an effort to establish inter-service training curriculum for the Medical Education Training Campus (METC); supports DoD, BRAC directives and training transformation initiatives; and facilitates medical inter-service training studies/reviews


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for all military medicine. Field Support Activity services for several support functions such as resource

management, facilities management and occupational health and safety are provided by BUMED.

The NMETLC Academics directorate works regularly with civilian universities, colleges and state licensure authorities.

The Academics directorate provides guidance and consultation to non-BSO entities (e.g., Marine Corps, Fleet Forces, Veteran’s Administration, and MTF Learning Centers) on various items such as Job Duty Task Analyses, curriculum recommendations, and instructional systems.

Each of the NMETLC locations are a tenant command to a larger complex, and thus receive related support and services from the sponsoring command - Joint Base San Antonio, Texas, NAS Pensacola, Pensacola, Florida, and Walter Reed Military Medical Center, Bethesda, Maryland.

The Navy Education and Training Command (NETC) provides instructional guidance such as the NAVEDTRA 130 series; data systems support; and serves as guideon for education and training methodologies.

The Navy Medicine Modeling and Simulation Training (NMMAST) program office is the execution agent for Navy Medical M&S and participates as a voting member in the Federal Medical Simulation and Training Consortium.

NMETLC staff members serve on multiple Expeditionary and Operational cross-organizational workgroups for activities such as Expeditionary Health Service Support (EHSS) Capability Based Assessment; Individual Augmentee (IA); Role III training; and Readiness Reporting.

Naval Postgraduate Dental School (NPDS) provides the Dental Corps with fully qualified officers, ready to practice, teach, and conduct research in dentistry. NPDS programs are as follows: Maxillofacial Prosthetics, Comprehensive Dentistry, Endodontics, Oral and Maxillofacial Pathology, Periodontics, Orofacial Pain, Prosthodontics, Advanced Education in General Dentistry (AEGD-1), and General Practice Residency Programs. NPDS offers continuing education courses that are made available to the Army, Air Force, and Coast Guard components; foreign military; and civilian dentists employed by federal agencies. Due to extremely limited availability, enrollment for dentists not federally employed is only considered on a space-available basis. NPDS also conducts the Navy’s Maxillofacial Prosthetics Technician C-School for qualified First and Second Class Petty Officers. NPDS programs integrate face-to-face and on-line learning to accommodate students’ diverse learning styles and maximize Dental Corps professional development world-wide. NPDS falls under the command of NMPDC where it receives all educational related expenses (to included travel expenses) and civilian salary funding. NPDS operations are also solidified through an inter-service support agreement (ISSA) with WRNMMC, providing funding for all patient care (i.e., equipment, consumable supplies, etc.), facilities, and information technology expenses. This mutually beneficial, collaborative support agreement continues through 30 September 2018.

TRICARE Financial Management Executive’s Program (TFMEP)


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NMPDC is the exclusive course provider for TFMEP within DoD. This course is available for all component services and is taught in areas with high U. S. Navy and component services interest.

U. S. Military Tropical Medicine (MTM) Program trains and educates military medical personnel in the practice of medicine by developing through the core curricula of clinical care and Public Health pursuant to Force Health Protection (FHP) and Medical Stability Operations (MSO) responsibilities. NMPDC is the service lead and coordinates didactic and field training in many foreign locations.

Naval Medical Research Unit San Antonio (NAMRU-SA)-NAMRU-SA receives support from and has access to NMTSC Drug and Alcohol Program Advisor (DAPA), Urinalysis Program Coordinator (UPC), Casualty Assistance Calls Program (CACP), and Sexual Assault Prevention and Response Program (SAPR), Victim Advocate (VA)

Naval Health Clinic Corpus Christi (NHCCC) – NHCCC Detachment San Antonio receives support from and has access to NMTSC Command Urinalysis and Physical Fitness Assessments (PFA).

Naval Health Clinic Corpus Christi (NHCCC) – MOU is in place whereby NHCCC is designated as the cognizant Navy Military Treatment Facility (MTF) that provides credentialing support to NMTSC Independent Duty Corpsmen (IDC) and IDC program.

Naval Medical Center Portsmouth (NMCP) – MOU is in place whereby NMCP provides comprehensive basic support services (e.g., DAPA, Urinalysis, SAPR, etc.) to NMTSC Navy Education and Training Element Portsmouth.

Naval Medical Center San Diego (NMCSD) – MOU is in place whereby NMCSD provides comprehensive basic support services (e.g., DAPA, Urinalysis, SAPR, etc.) to NMTSC Navy Education and Training Element San Diego.

NMLC provides optical fabrication services in support of all branches of the military. NMLC trains Army and Navy opticians within the Tri-Service Optician School (TOPS), and

coordinate performance and other initiatives of Army and Navy optical laboratories as the lead service agent for the Optical Fabrication Enterprise (OFE) at Naval Ophthalmic Support & Training Activity (NOSTRA) in Yorktown, VA.

NMLC partners with all the services on contracting on their behalf and sharing joint requirements.

NMLC works hand-in-hand with Defense Health Agency (DHA) and Defense Logistics Agency (DLA) for DoD-level logistics and acquisition solutions.

NMLC engages regularly with the following forums, agencies and entities to ensure stakeholders and customers are well-represented: the Defense Health Agency, Health and Human Services, Naval Sea Systems Command, Fleet Logistics Centers, Industry vendors, Deputy Assistant Secretary of the Navy for Acquisition and Procurement, Joint Chiefs of Staff, the Office of the Chief of Naval Operations and many others.


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NMETLC Organization Business Initiatives and NAVMED Alignment: Readiness We save lives wherever our forces operate – at and from the sea.

Health We will provide the best care our nation can offer to Sailors, Marines, and their families to keep them healthy, ready, and on the job.

Partnerships We will expand and strengthen our partnerships to maximize readiness and health.

The following tables illustrate the NMETLC Organizational roll-up of all Command Business and Strategic initiatives and their alignment to BUMED goals. Each initiative is further addressed in the respective Command’s FY17 Business Plan.

Command/Department Summary of AOR Business Initiatives Alignment

NMETLC HQ

Administration Cyber Security Compliance. Readiness

Administration Life-cycle management processes for NMETLC instructions. Readiness

Administration Forms and Records Management processes. Readiness

Resource Management Defense Medical Logistics Standard Support (DMLSS) System. Readiness

Resource Management MOU/MOA processes. Readiness

Operations NMETLC AOR Metrics. Readiness

Operations AOR Continuous Process Improvement. Readiness

Education Operations Level III Feedback Program Management. Readiness

Academics Standardize ILE’s Business Processes (ILE). Readiness

Academics Update NMETLC 1553 instruction. Readiness

Academics Establish SOPs for SEAT. Readiness


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NR NMETLC

Leadership Team Submit TFMMS packages. Readiness

Metrics Team SharePoint library for Standard Operating Procedures (SOP).

Readiness

Metrics Team Identify Subject Matter Experts (SME) throughout NRM. Readiness

Metrics Team Develop online resource for NR training. Readiness

Metrics Team Learning Management System (LMS) to build capability for training and tracking. Readiness

Operations Team Trauma Nursing Core Course (TNCC) for individual commands. Readiness

Operations Team Direct NRM’s TAH for individual commands. Readiness

Operations Team EMF Platform for individual commands. Readiness

Operations Team SIM Laboratory for individual commands. Readiness

Operations Team Hospital Corpsman (HMSB) for individual commands. Readiness

Operations Team New Provider training for individual commands. Readiness

Operations Team DFA Bootcamp training for individual commands. Readiness

EMR Team EMR implementation for individual commands. Readiness

NMPDC

Operations AMDOC and EMDEC completion rate. Readiness

Academics Predictive Index. Readiness

Academics Life Cycle Management. Readiness

NMOTC

Academics Deploy standardized TCCC. Readiness

Academics Expeditionary Medical Facility (EMF) training alignment. Readiness

Academics Standardize the academic processes of course development, delivery and maintenance. Readiness

Academics Identify and institute standardized testing software. Readiness


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Summary: NMETLC AOR - Navy Medicine Initiative Alignment – Business Plan Initiatives

BUMED OBJECTIVE ALIGNMENT

NMETLC

NR NMETLC

NMPDC NMOTC NMTSC NMLC TOTAL

READINESS 11 13 3 4 2 0 33 HEALTH 0 0 0 1 1 0 2

PARTNERSHIPS 0 0 0 0 2 1 3 TOTAL 11 13 3 5 5 1 38

NMETLC Organization Performance Metrics: The following tables represent Echelon IV-Level Performance Metrics that each Center manages, tracks and uses for internal management of their respective Centers. During FY17, as NMETLC HQ continues to mature and evolve, specific metrics, identified through a Metrics Board, including some of those identified in the tables, will be rolled into NMETLC Enterprise Dashboards. The dashboards will be designed to ensure that the Commander, NMETLC, is fully informed and aware of valued and critical performance metrics that give a direct line-of-sight to the Command’s overall health and well-being.


Academics Accreditation benchmarks for hyperbaric medicine and aeromedical clinical encounters. Health

NMLC Operations Self-scoring, quantitative-qualitative model for

enterprise healthcare services contracts. Partnership

NMTSC

Operations Achieve Physical Readiness. Readiness

Administration Medically Readiness. Readiness

Administration Promote Staff health. Health

Administration/Operations DHA personnel management and partnership. Partnership Administration/Operations Limited Duty (LIMDU) routing processes. Partnership


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NMETLC HQ Performance Metrics Directorate and Initiative Metric Target Goal

FY17 FY16 Trend

Administration: ATOs and Cyber Security

1) Percentage of ATOs = Number of current completed ATOs / Total number of ATOs. 2) Percentage of CYBERSEC Compliant = Number of administrators who have a current 8570 / Total number of workforce who meet 8570.

1) 100% 2) 100%

TBD - New

Administration: Validated Forms

Percentage of Validated Forms = Number of validated forms and instructions / total number of forms.

100% TBD - New

Administration: Updated Instructions

Percentage of Updated Instructions = Number of updated instructions / Total number of instructions to be updated.

100% TBD - New

Resource Management: DMLSS Implementation

1. Percentage of DMLSS Implementation = Current milestones status / POAM milestones. 2. Percentage of NMETLC purchases completed in DMLSS = NMETLC purchases completed in DMLSS / DMLSS.

1. 100% 2. 100%

TBD – New

Resource Management: MOA/MOU Turnaround Time

Percentage of MOA/MOU Turnaround time = Number of completed MOA/MOU done in less than 60 days / Total number MOA/MOUs.

100% TBD – New

Operations: Centralized automated metrics in AOR

Percentage of centralized automated metrics in AOR = Number of automated metrics / Total number of metrics.

90% TBD - New

Operations: LSS Belts and Projects

1. Percentage of staff with belts = Total number get certified/ Number currently trained. 2. Number of projects in CPIMS = Baseline Year - Number projects in CPIMS.

1) 100% 2) Baseline

TBD – New


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Echelon IV Performance Metrics

Organization Metric Metric Title Target Goal FY17 FY16 Trend NR NMETLC

TNCC Course Courses Instructed 7/150 7/150 TCCC Course Courses Instructed 24/840 23/519 TAH Training Courses Instructed 6/120 N/A Sim Lab Training Courses Instructed 4/60 N/A EMF Platform Training Courses Instructed 6/120 N/A HMSB Training Courses Instructed 2/40 N/A New Provider Training Courses Instructed 2/40 N/A DFA Bootcamp Courses Instructed 2/40 N/A EMR Training Courses Instructed 1/20 N/A

NMOTC

NSTI Graduation Rate Total % NSTI students graduated 100% 99%

Non-NSTI Graduation Rate

Total % non-NSTI students graduated 100% 87%

Under Instruction Total % of NMOTC students under instruction

100% 97%

NMETLC HQ Performance Metrics

Academic Operations: Level III Stakeholders Feedback

1. Percentage of Level III stakeholder programs being surveyed regularly = Total number of programs being surveyed on cycle / total number of programs surveyed. 2. Response Rate = Average of the number of surveys returned/ Total number surveys sent.

1. Baseline 2. >30%

TBD – New

Academics: ILE SOPs

1. Percentage of SOPs implemented = Number of SOPs implemented /Target number (4) ILE SOPs. 2. Number of ILE courses compliant with SOPs / Number of ILE courses.

1. 100% 2. Baseline

TBD – New

Academics: Update Academic Instruction 1553.1

Percentage of completed sections to NMETLC 1553.1 Instruction = Completed sections / Total sections by 30 SEP 17.

100% TBD – New

Academics: NMETLC SEAT SOP

Develop and enterprise-wide training compliance dashboard = # of courses on dashboard / total number of required GMT courses.

100% TBD - New


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Echelon IV Performance Metrics Organization Metric Metric Title Target Goal FY17 FY16 Trend

NMPDC

Readiness Individual Medical Readiness (IMR) – (MRI)

=<5% 3.8%

Readiness A-Status >=90% 88% Readiness Training Status >=90% 75% Readiness Fit to Fill - Overall >=86% 70%

Readiness Fit to Fill – Civilian Personnel >=86% 80%

Readiness Fit to Fill – Military Personnel >=86% 66%

Readiness

Safety Training Compliance

>=90% 98%

NMPDC

Academic Programs Student Cancellation Rates (Funded & Local) =<5% <5%

Academic Programs Post Course Employee & Employer Satisfaction >=40% >40%

Resources Audit Readiness Spot Check Percentage >=85% 87%

Resources Government Travel Card Delinquency <2% <2%

Resources SOP Compliance Status >=90% 100%

Resources Electronic Verification of Time (EVT) – Civilian Timekeeping

>=95%

100%

NMTSC

Qualified Instructors NMTSC BMTCP Qualified Instructors 100% 95%

4Q FY16

Work Orders NMTSC Student Barracks Zero -391 Open

-2,160 Closed NMLC

Task Orders (TO) Contracts

TO Procurement Acquisition Lead Time (PALT)

80% TBD

Individual Set-asides (ISA) Contracts ISA PALT 80% TBD

Simplified Acquisition Threshold (SAT) Contracts

SAT PALT 80% TBD


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Echelon IV Performance Metrics Organization Metric Metric Title Target Goal FY17 FY16 Trend

Simplified Acquisition Procedures (SAP), < $150K Contracts

SAP PALT 83% TBD

Healthcare Contracting Cycle Time (CT) 100-120 days TBD

Acquisition Obligation Rate Targets are set quarterly by BUMED TBD

Healthcare Contracting Fill Rate => 90% TBD


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NMETLC Organization Resources Enterprise Manpower Rollup Authorized and Resourced Billets Command Name Officers Enlisted Civilians Contractors Total

FY16 FY17 FY16 FY17 FY16 FY17 FY16 FY17 FY16 FY17

NMETLC HQ 23 22 24 24 32 33 4 5 83 84 NRMETC 43 36 36 36 0 0 0 0 79 72 NMPDC 117 116 120 120 105 102 17 16 359 354 NMOTC 102 102 376 376 107.3 113.3 24 25 609.3 616.3 NMTSC 77 102 501 504 7 7 3 3 589 615 NMLC 23 23 83 83 313 313 29 46 448 465 Total 385 401 1,140 1,143 564.3 568.3 77 95 2167.3 2206.3

Note: Authorized and resourced billet changes across FY’s are described/clarified in each Command’s FY17 Business Plan.

NMETLC Organization Financial Rollup *FY17 based on command planning figures

Allocation FY15 Execution FY16 Plan FY16 Execution FY17 Plan

NMETLC HQ $4,566,985 $10,184,000 $7,800,750 $9,125,182 NMPDC $18,392,650 $21,890,000 $12,192,741 $23,243,000 NMOTC $31,940,098 $28,908,000 $21,319,099 $31,641,000 NMTSC $2,394,159 $1,731,000 $966,297 $2,075,000 NMLC $148,556,100 $137,215,443 $137,215,443 $123,583,000

Total $205,849,992 $180,928,443 $179,494,330 $189,667,182

NMETLC HQ: Changes across the fiscal years represent one time additions for either facility projects or modeling and simulation program support (equipment and contracts). NMTSC: FY16 – NMTSC BAG7 labor merged into BAG6 in PP# 24, 14 Nov 2015. FY17 – All Labor are funded in BAG6, less two (2) civilians FTE. Combined with NMETLC BAG6 Budget FY17 – BAG4 budget included equipment lifecycle replacement, and SharePoint Contract.


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NMETLC Headquarters

Commander

Command Master Chief Executive Assistant

Deputy Commander

CMD Career Counselor

Director Resource

Management

Healthcare Inter-service Training

Office

Special Assistants

Secretary

Director Administration

Director Academics

Director Operations

Executive Director


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Navy Medicine Education, Training and Logistics Command Headquarters FY17 Business Plan The NMETLC Headquarters (HQ) component consists of five major product lines located at Joint Base San Antonio, Texas. The product lines include: Headquarters leadership and HC-ITO, the Academics Directorate, the Administration Directorate, the Operations Directorate and the Resource Management Directorate. The subsequent pages of this document provide descriptive information for these specific NMETLC HQ product lines.

Joint Collaborations:

BUMED M7 provides governance and policy direction for all Navy medicine education and training (E&T).

The Inter-service Training Office (HC-ITO) provides unbiased, analytic support to the services in an effort to establish joint training curriculum for the Medical Education Training Campus (METC); supports DoD, BRAC directives and training transformation initiatives; and facilitates medical inter-service training studies/reviews for all military medicine.

Field Support Activity services for several support functions such as resource management, facilities management and occupational health and safety are provided by BUMED.

The NMETLC Academics directorate works regularly with civilian universities, colleges and state licensure authorities.

The Academics directorate provides guidance and consultation to non-BSO entities (e.g., Marine Corps, Fleet Forces, Veteran’s Administration, and MTF Learning Centers) on various items such as Job Duty Task Analyses, curriculum recommendations, and instructional systems.

NMETLC and its four locations are tenants and receive related support and services from the following sponsoring commands - Joint Base San Antonio, Texas, Naval Air Station (NAS) Pensacola, Florida, FT Dietrich, Maryland and Walter Reed Military Medical Center, Bethesda, Maryland.

The Navy Education and Training Command (NETC) provides instructional guidance such as the NAVEDTRA 130 series; data systems support; and serves as guide on for education and training methodologies.

The Navy Medicine Modeling and Simulation Training (NMMAST) program office is the execution agent for Navy Medical M&S and participates as a voting member in the Federal Medical Simulation and Training Consortium.

NMETLC staff members serve on multiple Expeditionary and Operational cross-organizational workgroups for activities such as Expeditionary Health Service Support (EHSS) Capability Based Assessment; Individual Augmentee (IA); Role III training; and Readiness Reporting.

To create a culture of transparency and collaboration in regards to Tri-Service medical enlisted training, NMETLC is part of a work group with Army, Air Force and the Medical Education and Training Campus (METC), to update the Memorandum of Agreement for the inter-Service relationships,

responsibilities, processes, policies, and resourcing of the METC.


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FY17 Business Initiatives NMETLC HQ has developed 11 business initiatives, aligned to BUMED’s goals of Readiness, Health and Partnerships, as described below. The development, implementation and monitoring of these initiatives is vital to our future successes and in establishing the viability of NMETLC HQ. By embracing the construct of “Readiness,” NMETLC HQ will be able to develop and deliver products and services and provide support that foster and sustain the Command as being ready, relevant and requested by our stakeholders, the Fleet and Marine Corp and our Military Treatment Facilities.

Readiness: We save lives wherever our forces operate – at and from the sea. Health: We will provide the best care our nation can offer to Sailors, Marines, and their families to keep them healthy, ready, and on the job. Partnerships: We will expand and strengthen our partnerships to maximize readiness and health.

Readiness #1: NMETLC Cyber Security. POM alignment: None Command/Action Officer Target Completion Date NMETLC/Mr. Kelly Godsey (Administration) 31 August 2017

Action(s) Develop cyber security measures to ensure ISIC oversight and credential requirements.

Current Status NMETLC has not had an ISIC oversight program to monitor compliance of DONCIO instructions; neither has it had awareness of AOR cyber security credentials that all system administrators need to possess. Metric 1. Accreditation/Authority to Operate (ATO) our current system thru out the ECH IV so they meet

DONCIO requirements. 2. Ensure that all system administration are member of cybersecurity workforce and they are 8570

compliant.


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Readiness #2: NMETLC Instruction Life-Cycle Management. POM alignment: None Command/Action Officer Target Completion Date NMETLC/LT Soland (Administration) 30 September 2017

Action(s) Development and implementation of life-cycle management processes for NMETLC instructions. Update NNETCINST 1553. Current Status NMETLC has matured enough that we are at a time where we need to create a process to review Command instructions every year to determine if they are still valid, need updating or need to be canceled. Metric Current number of instructions and how many have been reviewed in the last 12 months.

Readiness #3: NMETLC Forms and Records Management. POM alignment: None Command/Action Officer Target Completion Date NMETLC/YN1 Trevino & Ms. Jennifer Haigh (Administration)

30 September 2017

Action(s) Develop and implement Forms and Records Management processes.

Current Status Form Management was one of the program that the last MEDIG inspection identified as deficient. Although those deficiencies have been addressed, we must establish lasting processes to ensure continued compliance. Metric Compliance percentage according to MEDIG checklist and overarching instructions.


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Readiness #4: Supply Chain Management: DMLSS implementation and utilization. POM alignment: None Command/Action Officer Target Completion Date NMETLC/LT Nackos (Resource Management) 31 January 2017

Action Fully implement the Defense Medical Logistics Standard Support (DMLSS) System for (1) equipment management, (2) facilities management, and (3) supply management. Current Status (1) DMLSS is currently being used to inventory and track command equipment. Further implementation will involve the determination and establishment of life-cycle management data. (2) A newly assigned contractor will be provided training in DMLSS to establish a facilities inventory with maintenance and management requirements. (3) Currently, all supplies are being ordered with the Government Purchase Card outside of the DMLSS system. This will improve two important areas of concern: Shortcomings in audit readiness and inconsistencies/delays in the supply ordering process. Metric By 31 January 2017, NMETLC HQ will order 100% of supplies through DMLSS while meeting audit readiness requirements.

Readiness #5: MOA/MOU Process Improvement. POM alignment: None Command/Action Officer Target Completion Date NMETLC/LT Nackos (Resource Management) 30 June 2017

Action Review and revitalize a robust echelon III MOU/MOA process to better serve NMETLC’s subordinate commands. Current Status MOA/MOUs are submitted via email from the requesting subordinate command to NMETLC for review, endorsement and routing to BUMED. Once BUMED has endorsed the MOA/MOU they are loaded into eKM and tasked to NMETLC for oversight and management. Current process has many barriers to returning MOA/MOUs to the subordinate commands in a timely manner. Remove barriers to MOA/MOU process. 1) Coordinate with local subordinate command (NMTSC) legal for all MOA/MOU legal reviews. 2) Align signature authority from BUMED to NMETLC. 3) Flow the current process to establish baseline and adjust process to maximize assets and minimize delays. Metric By 30 June 2017, will reduce MOU/MOA turnaround time (from receipt at NMETLC to return to Requestor) to less than 60 days.


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Readiness #6: Develop and implement performance management metrics that track current readiness, health, and partnerships of NMETLC AOR. POM alignment: None Command/Action Officer Target Completion Date NMETLC/CDR Belmares (Operations) 30 SEP 2017

Action Establish a process for NMETLC AOR to submit and to track metrics in alignment with Navy Medicine’s goals. Current Status Interfacing with NMETLC Echelon IV commands to identify metrics and reporting process.

Metric Key metrics from each Echelon IV commands

Readiness #7: Re-institute NMETLC Command and AOR Continuous Performance Improvement Efforts. POM alignment: None Command/Action Officer Target Completion Date

NMETLC/John Digenio (Operations) 30 SEP 2017

Action Re-institute functional Command and AOR continuous process improvement processes in alignment with Navy Medicine’s goals. Current Status Projected Greenbelt Class for 17-23 OCT 2016 will generate projects.

Metric Number of projects completed in FY17


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Readiness #8: Training Effectiveness – Stakeholder Feedback. POM alignment: None Command/Action Officer Target Completion Date NMETLC/EdOps - Bill Schroeder/Beth Swatzell May 2017

Action Level III Feedback Program Management lead will develop a proposal for a Level III Feedback Process; develop a schedule and an SOP for local and Echelon IV use. Current Status - Several trial surveys have been completed successfully, lessons learned formulated. - Research conducted related to potential survey delivery platforms, findings gathered. - Collaboration with METC conducted, results inconclusive. - Proposal (point-paper) under development. Metric - Point-paper with proposed way forward will be submitted by October 2017. - Selected course of action will be marketed to Echelon IVs for use by December 2017. - Survey Pilot will begin January 2017 (one full quarter). - Results of Pilot will be socialized April 2017. - Level III Feedback Process finalized/established May 2017.

Readiness #9: Standardize Integrated Learning Environment (ILE) business processes and practices. POM alignment: None Command/Action Officer Target Completion Date NMETLC/CDR Kinder, LCDR Meszaros, CDR Zablan (NNMAST and Academics)

30 SEP 2017

Action Standardize ILE’s business processes and practices IAW NAVEDTRA 136, Integrated Learning Environment Course Development and Life-Cycle Maintenance. Current Status Non-standardized, disorganized, and inefficient business processes and practices resulting in non-standardized results and operational inefficiencies. Metric Written Standard Operating Procedure manual resulting in operational efficiencies; Results: Improve product throughput (improved project completion timelines) and increase customer satisfaction.


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Readiness # 10: Refine Life Cycle Management to meet NMETLC SOP. POM alignment: None Command/Action Officer Target Completion Date NMETLC/CAPT Kinsey (Academics) 30 SEP 2017

Action Update NMETLC 1553 instruction. Map processes with clear role expectations across the tiers of the organization. Provide end to end training. Solidify notification process with M7 (RIP). Apply LCM for all PORs. Shift to AIM CPM-LOL. Outline and utilize an action chit mitigation process. CeTARS and other central data bases for metrics. Current Status All Programs are using the End to End in varying states of life cycle; Action chits from TRR have extended life span and many are not resolved through M7 integration process Metric Timely TRRs, Action chit resolution, up to date JDTA in AIM CPM-LOL; Quota management and time to train data is reliable and actionable. Signed and implemented instruction.

Readiness #11: SEAT Operationalizes Program Management. POM alignment: None Command/Action Officer Target Completion Date NMETLC/LCDR Kitchens (PMO SEAT) 30 SEP 2017

Action Track the development of a LMS consolidated enterprise-wide/command-level training compliance report for GMT/BUMED FY-17 Scheduled Courses. Current Status At a command level spreadsheets have to be individually pulled for each course with no direct feed dashboard capability. Monthly PMO SEAT distributes 15 individual course compliance reports (single course dashboard) that captures command level, Regional (NMETLC, NME, NMW, BUMED) and enterprise-wide training completion. Distribution of reports includes command and regional SEAT representatives. Metric Monitor and track enterprise wide training compliance for the GMT/BUMED FY-17 scheduled courses utilizing the increased functionality within the LMS.


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NMETLC HQ Resources Manpower and Personnel: Authorized and Resourced Billets by Product Line Product Line Officers Enlisted Civilians Contractors Total


Command Suite and Special Assistants 5 3 3 3 12 6 1 0 21 12

Dir. Administration 1 1 1 1 0 3 0 2 2 7 Administration 1 1 3 2 0 0 0 0 4 3 Human Resources 0 0 1 1 3 3 0 0 4 4 Logistics 1 1 2 2 0 0 0 0 3 3 Dir. Academics 1 1 1 1 0 0 0 0 2 2 Education Operations 0 0 0 0 6 6 0 0 6 6 Curriculum Management 2 2 10 11 5 5 0 0 17 18

Human Performance 1 1 0 0 0 0 0 0 1 1 Education/Training 3 3 1 1 0 0 0 0 4 4 Dir. Operations 0 0 0 0 1 1 0 0 1 1 Current Operations 4 4 0 2 2 0 6 6 Future Operations 3 3 2 2 2 2 1 1 8 8 Dir. Resource Management 0 1 0 0 0 4 0 0 0 5 ITRO 1 1 0 0 1 1 2 2 4 4

Total 23 22 24 24 32 33 4 5 83 84 Summary of significant changes and impact that occurred in FY16 (as supported by BCRs). The METC Commander billet (CAPT) is being realigned to a subordinate UIC under Navy Medicine Training Support Center to support the rotation Commander requirement outlined under the MOU with DHA and the tri-services. Also, during FY16 a billet was transferred from BUMED to NMETLC. Summary of projected changes and impact that may occur in FY17. During FY17 our billet file is expected to grow by 1 as the new Executive Director billet is added to our AMD. There is a possibility that a JAG billet is transferred to NMETLC from BUMED during this FY, but most likely it will not be until the beginning of FY18.


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Personnel on Board by UICs

Comments: Fill of previously unfunded billets planned for FY17 include: IG/Compliance, Anti-Terrorism Force Protection, Manpower Analyst and Executive Director. NMETLC HQ Resources Budget:

UIC Command Name Officers Enlisted Civilians Contractors Total FY16 FY17 FY16 FY17 FY16 FY17 FY16 FY17 FY16 FY17

68907 NMETLC 23 21 24 24 26 32 2 3 75 80 47005 NMETLC DET SAN

ANTONIO 1 1 0 0 1 1 2 2 4 4

Total 24 22 24 24 27 33 4 5 79 84

Product/Service Line FY15 Execution FY16 Plan FY16 Execution (as of 03Aug16)

FY17 Plan (CMD proposed)

Civilian Pay $1,908,000 $2,500,000 $2,468,000 $3,089,182 Simulation $2,376,000 $3,461,621 $2,606,000 $5,023,000 Travel $127,500 $191,810 $191,810 $200,000 Supplies $57,200 $66,000 $64,000 $66,000 Information Technology Support $80,010 $98,500 $98,500 $202,000 Communications $15,100 $18,481 $18,481 $26,000 Operating Support $3,175 $14,700 $14,700 $31,000 Flight Medic Equipment - $1,171,813 $1,171,813 - Annex Lease - $139,998 $139,369 $140,000 HM A Course Analysis - $500,000 $500,000 - HM 2025 Summit - $528,077 $528,077 - Barracks Enhancement - $1,493,000 $0 - ITRO Contract - - - $280,000 Emerg. Nursing Orientation Course - - - $68,000

Total $4,566,985 $10,184,000 $7,800,750 $9,125,182

Allocation FY15 Execution FY16 Plan FY16 Execution (as of 03Aug16)


Bag 3 $1,646,045 $46,000 $29,000 $0 Bag 4 $87,190 $170,000 $98,500 $484,370 Bag 6 $2,815,800 $7,977,000 $7,645,250 $8,608,812 Bag 7 $17,950 $1,991,000 $28,000 $32,000

Total $4,566,985 $10,184,000 $7,800,750 $9,125,182


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NMECT HQ Products and Services

Product Line Academics Description:

The Academic Directorate maintains academic oversight and provides education and training programs for Navy Medical Department personnel. Primary functions include: curriculum management; End-to-End (E2E) Curriculum Life Cycle maintenance; reusable learning object design and implementation; blended course redesign; curriculum to skill object mapping (Job Duty Task Analysis); redundant curriculum elimination; Training Requirements Reviews (TRR); instructional systems specialists services; accreditation and certifications; schoolhouse training interface; train the trainer oversight; implementation of the subject matter expert program; professional medical education; executive skills program development and maintenance; managing graduate medical education; rating manual/exam development; content conversion to Integrated Learning Environment (ILE) standards; medical modeling and simulation training program management; and linking learning objects with skill objects. The Director is also the designated Service Voting Member for Navy Medicine Training issues at the Medical Enlisted Training Command (METC) in San Antonio chronicled via the Inter-service Training Regulation Organization (ITRO).

Value to Navy Medicine: • Readiness – Ensure the development, execution, and viability of initial entry, advanced

technical, professional development and trauma training programs; operates a robust Learning Management System for global hosting, tracking, and documentation of required training, facilitates the recognition, insertion, and integration of live, virtual, constructive, and hybrid medical modeling and simulation technology into education and training at appropriate entry points.

• Value – Executes a curriculum Life Cycle Management process that is responsive to the changing needs of field Commanders.

• Jointness – Explores opportunities to recognize efficiencies and utilization of Best Practices by leveraging training across the Services.


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Products/Services Product/Service Description

Curriculum Management

Curriculum oversight, development and approval authority; development and coordination of policies and processes in identifying and validating job task analyses that support training curriculum content; occupational standards; rate training manual development; and the development of questions for advancement exam testing. Program management of the Dental Hygiene, Submarine and Surface Independent Duty Corpsman (IDC) programs.

SEAT Program Management

Provides centralized SEAT program management leveraging LMS technology to support education and training for the Navy Medicine enterprise. Provides governance and oversight for the execution of training programs at military treatment facilities throughout Navy Medicine. Disseminates policy, guidance and liaises with BUMED and other agency(s) program owners, as well as the SEAT community. Provides recommendations to BUMED on Education and Training policy. Oversees all aspects of the Navy Medicine enterprise-wide Learning Management System.

Emerging Technologies

Provides centralized programmatic management leveraging technology to support education and training through live, virtual, constructive, and hybrid medical modeling and simulation technology as well as through integrated learning environments incorporating immersive multi-media like graphic arts, video streaming, 3D-graphics, and gaming. Provides the methods and means for meshing blended learning with appropriate technology adjuncts. Explores opportunities to establish standardized integrated, scalable, innovative, and state-of-the-art training platforms across the Services to meet emerging requirements and changing adult learner demographics.


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Product Line Operations

Description: Provides oversight, implementation, and management of business planning, performance improvement, metric management, data quality and analysis for the AOR; and advanced technologies integration and program management for the Navy Medicine Simulation Program.

Value to Navy Medicine: Improve NMETLC enterprise performance through the use of strategic and performance planning; measurement, analysis, and regular assessment of progress; and the strategic use of simulation technology for education and training.

Products/ Services Product/Service Description

Planning and Strategy

Comprised of the Plans and Strategies Division, responsible for providing planning and strategy product development for the NMETLC AOR. Responsible for alignment of command strategies, initiatives and priorities across the AOR with business and strategic forums. Manages planning efforts to include strategic and business or annual planning process for headquarters and the other commands assigned to NMETLC, as well as the annual NMETLC Stakeholder’s Report. Provides coordination and management of NMETLC HQ level business and strategic meetings to include the Board of Directors, the Executive Steering Committee and the Leadership Development Forum.

Performance Management

The Division is comprised of the Performance Standards and Metrics Division, the Program Management Division to include Continuous Process Improvement, and the Product Development Division. The division provides structured program management to support the various “portfolios” of Navy Medicine Education and Training to include program management as assigned. It ensures that relevant information is presented and that it drives improvement efforts for the NMETLC enterprise. The division is responsible for performance management and performance improvement projects and efforts at the Command level and across the AOR. The division provides a means for the organization to collaborate and integrate the knowledge of staff. It also includes the analytical functions of Front End Analysis and Business Case Analysis as required to support ongoing curriculum development and course modifications and development. The division utilizes industry standard human performance improvement (HPI) methodology and tools, and analyzes, designs, develops, and/or conducts


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Evaluations and assessments of performance issues. It facilitates Business Case Analysis Creation, conducts Front End Analysis, and reviews Job Duty Task Analysis and researches efficient and cost effective solutions to resolve performance issues.

Education Operations

Compromised of the Registrar, CeTARS and Quota Management Divisions, and Primary ITRO Representative. Provides Registrar support, Navy Medicine Liaison to the American Council on Education (ACE) and the Council on Occupational Education (COE), professional medical education and certification verification, metric development and tracking, schoolhouse CeTARS access, training and support, to include regular quality reviews/reports. Provides CeTARS and Quota Management consultative support to METC Registrar’s Office. Ensures accuracy of the CANTRAC and Defense Health Affairs Course Catalog for Navy Medicine. Ensures Navy ITRO voting member is informed of all significant program initiatives. Coordinates staffing of and development of responses for decisions on ITRO policies, and Staff Actions. Develops framework for evaluative tool to determine training effectiveness and facilitate life cycle management of programs.


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Product Line Administration

Description: Provides general administrative duties within NMETLC including the oversight, implementation, and management of all administrative functions to include correspondence, manpower, POMI, military and civilian personnel evaluations, as well as IM/IT and Facilities support and for the AOR. Value to Navy Medicine: The Director is charged with correspondence control, personnel action functions, the Awards Program, leave control, supply, PLR, collateral duty list, Navy message traffic, command mail, and maintaining the command recall roster. Ensures that Human Resources, Facilities and IM/IT meets BUMED and higher authority instructions and policies.

Products/Services Product and Service Description

Administration

Responsible for full administration and correspondence support for NMETLC. Manages NMETLC Headquarters functions to support, maintain, and plan for future requirements in areas of active duty performance evaluation, command orientation, training, special pays, and recognition matters; message communication; other headquarters support services such as processing internal and outgoing correspondence.

Civilian Personnel

Responsible for the management of civilian personnel matters for NMETLC and the AOR including: oversee AOR implementation of Department of the Navy civilian personnel policies, creating and routing personnel actions, classification of position descriptions and serve as an advisor to the Command Position Management Committee.


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Manpower

Responsible for independent organizational and manpower utilization studies for NMETLC and its subordinate organizational components. Reviews and recommends improvements and efficiencies based on reviews or activity organization structure and/or functions in order to make recommendations on substantive problems affecting major aspects of the NMETLC training programs and requirements. Recommends changes to organizational structures, realignment of functions, and/or staffing levels, to improve efficiency. Originates and/or reviews Manpower Change Requests submitted based on change of functions or reorganization changes. Reviews and makes recommendations on current and future manpower requirements.

Personal Security Program

Responsible for the management of information security as well as authorize initial and continued access to classified information and/or initial and continued assignment to sensitive duties to those persons whose loyalty, reliability and trustworthiness are such that entrusting them with classified information or assigning them to sensitive duties is clearly consistent with the interests of national security. Additionally, the PSP ensures that no final unfavorable personnel security determination will be made without compliance with all procedural requirements. The Security Manager is the key in developing and administering the NMETLC's Information Security Program (ISP) and PSP as well as providing oversight and support to subordinate activity Security Managers. The Security Manager is the principal advisor on information and personnel security in the command (except issues specific to SCI, IT security and SAPs unless officially designated for these additional duties and responsibilities) and is responsible to the commanding officer for the security program management.

Facilities Management

Serve as the program manager for facilities management functions. This includes design, funding, maintenance of real property, military construction, special projects, transportation management, and energy conservation; Provide for physical security and facilities maintenance of the NMETLC.


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Information Management/Information Technology

Responsible for management and oversight of Information Management / Information Technology systems (IM/IT). Serves as the Subject Matter Expert (SME) and point of reference for all subordinate commands. The CIO/RISO advises the Command on Information Assurance (IA), communication infrastructure, implementation and operations, IM business rules, IT policy, and governance issues related to IM/IT acquisitions and portfolio management of IT products and services. IM/IT provides evaluation and approval of technical configuration for management standards and serves as the Configuration Control Board (CCB) for infrastructure and information assurance. Ensures DoD/DoN Cyber Readiness standards are met.


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Product Line Resource Management Description: Provide informed recommendations to the senior leadership of Navy Medicine Education Training and Logistics Command regarding the prioritization, efficient and effective allocation of assets. Overseeing the management of the annual budget and all supporting processes. Prepare the command to meet the challenges of audit readiness. Value to Navy Medicine: Support the Readiness objective through planning and resourcing NMETLC’s accordingly to meet mission requirements.


Audit Readiness Auditable methodology to track use of the resource by each benefiting project center.

Budget Preparation

Direct and oversee the use of the Defense Travel System for NMETLC; Execute the annual budget; Prepare and initiate budget calls and budget submissions; Monitor budget execution on a weekly, monthly, and/or quarterly basis; Give analytical assessment of command level execution and recommend executable actions;

Financial Reports Account for fiscal revenues and expenditures; Ensure fiscal postings are correct to the document level and take corrective action when discrepancies are noted.

Logistics

Manages functions to support, maintain, and plan for future requirements in areas of supply management to include equipment management and mail services; Manage NMETLC Enterprise Government Purchase Card Programs; Administer the equipment and supply management programs; Administer Command Defense Automated Printing Service (DAPS) printing requests; Administer the Command’s mail service operations; Administer the Command’s Life Cycle Management (LCM) program; Initiate or review all IM/IT requisitions.


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Product Line Healthcare Inter-service Training Office Description:

Per OPNAVINST 1500.27G, the Healthcare Inter-service Training Office (HC-ITO) provides policy and guidance for inter-service training, addresses the effectiveness and efficiency of training, and facilitates medical inter-service training studies/reviews. The office also supports DoD/BRAC directives and training transformation initiatives.

The Health Care ITO is one of six service ITOs, and represents Navy, Marine Corps, Army, Air Force and Coast Guard interests. HC-ITO is supported by the Navy.

The Inter-service Training Advisory Board (ITAB) is the decision-making body for the health care inter-service training, and is responsible for identifying and prioritizing areas with potential for consolidation/collocation. The ITAB coordinates and formulates the Service positions. The NMETLC Commander, is neutral and serves as the ITRO Advisor for Health Care (ACH) and chairs the ITAB. The NMETLC Commander appoints the academic director to serve as the voting member on the ITAB, representing Navy interests.

Value to Navy Medicine: The HC-ITO coordinates the establishment of multi-service training solutions for common training requirements, enabling the participating Services to preserve training resources as expressed in terms of manpower, equipment, funding, and facilities.


Management, Analysis and Guidance

Coordinate the activities and provide guidance to the Health Care Inter- service Training Advisory Board, Quick Look Groups, Detailed Analysis, Standing Committees, and other groups.

Reports & Briefings

Provide briefings, reports, and information to appropriate authorities, such as Congress, Assistant Secretary of Defense for Health Affairs, the Surgeons General, and ITRO boards and committees.

Liaison

Serve as a member of the ITRO Steering Committee, DoD Commissioner to the Council on Accreditation of Allied Health Education Programs. Serves as principle liaison with Medical Education and Training Campus (METC) on all Inter-service issues.


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Course Training Catalog NMTSC/NMETLC Course Training Catalog

Course Identification

Number

Course Long Title/ NEC Target Audience

Date Last HPRR

Highest level of survey

d t d B-300-0010

Hospital Corpsman, Basic HM

Paygrades E1-E3 USN, USNR

May 2014 Level 2

B-313-0126 (Phase I)

B-313-0226 (Phase 2)

Advanced X-Ray Technician HM-8452

HM Basic Paygrades E3-E5

USN, USNR, USCG

July 2015 Level 2

B-302-0046 Behavioral Health Technician HM-8485


USN, USNR

May 2016 Level 2

B-326-1000 BioMedical Equipment Technician HM-8410


USN, USNR

November 2013

Level 2

B-300-0118 (Phase1)

B-300-2018 (Phase 2)

Cardiovascular Technician HM 8408


USN, USNR

March 2015

Level 2

B-300-3300 Dental Assistant HM 8701

HM Basic Paygrades

E1-E3

November 2012

Level 2

B-331-0017 Dental Laboratory Technician, Advanced

HM 8753

NEC-8752 Paygrades E3-E6 USN

November 2015

Level 2

B-331-0016 Dental Laboratory Technician, Basic

HM 8752

HM Basic Paygrades E3-E4 USN

November 2015

Level 2

B-300-0043 Electroneurodiagnostic Technologist

HM 8454

HM Basic Paygrades E3-E4 USN

April 2013 Level 2

B-311-0039 Histopathology Technician HM 8503

HM Basic Paygrades

E3-E6 USN, USNR

May 2014 Level 2

B-311-1018 (Phase 1)

B-311-2018 (Phase 2)

Medical Laboratory Technician HM 8506

HM Basic Paygrades

E3-E6 USN,USNR

May 2015 Level 2


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Number


Date Last HPRR


conducted B-311-0015 (Phase 1)

B-311-0016 (Phase 2)

Nuclear Medicine Technologist

HM-8416


USN, USNR

February 2014

Level 2

B-303-0152 Occupational Therapy Assistant HM 8467


USN

July 2015 Level 2

B-300-0141 Orthopedic Technician HM 8489


USN, USNR

Nov 2014 Level 2

B-312-0025 Pharmacy Technician HM 8482


USN, USNR

November 2013

Level 2

B-303-0150 Physical Therapy Technician HM 8466


USN, USNR

July 2015 Level 2

B-322-0012 Preventive Medicine Technician HM 8432


USN, USNR,

April 2016 Level 2

B-300-0423

Respiratory Therapist HM 8541


USN, USNR

March 2015

Level 2

B-301-0133 (Phase 1)

B-301-0233 (Phase 2)

Surgical Technologist HM 8483

HM Basic Paygrades E3-

E4 USN, USNR

April 2016 Level 2

B-300-0025 Urology Technician HM 8486

NEC-8483 Paygrade E3-

E4 S

July 2015 Level 2

B-311-0023 Optician HM 8463

HM Basic Paygrade E3-E5

July 2013 Level 3

B-313-2126 Ultrasound Technologist HM 8452

NEC-8452 Paygrade E3-E5

None/New Program

None/New Program

B-300-2001 MSC HCA Baylor Ranks: 02 to 03 Minimum of seven years

N/A N/A

B-6H-0012 MSC Social Worker

Rank: 01 MSC-IPP select

Direct A i

N/A N/A

https://app.prod.cetars.training.navy.mil/cantrac/pages/rpt_cin_detail.html?cin=B-300-0423&p=1


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Number


Date Last HPRR


B-300-0031 (Phase 1)

B-300-0032 (Phase 2)

Inter-service Physician Assistant (IPAP)

E-5 through E-8, USN and USMC

N/A N/A

B-6C-1027 removed. Formerly conducted at NDC

San Diego; last class 2009

Orthodontics and Pediatric Dentistry

Ranks: 0-3 to 0-4 Dental Officers

N/A N/A

B-311-0123 Hemodialysis Technician

HM Basic Paygrade E1-E4

February 2014

Level 2

B-331-0018 Dental Oral Maxillofacial Technician

NEC-8753 Paygrade E4-E6

November 2012

Level 2

Navy Medicine Professional Development Center

FY17 Business Plan

Navy Medicine Professional Development Center 2

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Table of Contents

Navy Medicine Professional Development Center 1) Executive Summary page 3

2) Organizational Structure – Echelon Alignment page 6

3) Command Organization page 7

4) Facility Projects page 8

5) Market Analysis – Programs and Services page 9

6) New FY 2017 Business Initiatives page 16

7) New FY 2017 Strategic Initiatives page 17

8) FY 2016 Closeout Initiatives page 19

9) Command Level Performance page 20

10) Manpower and Personnel page 21

11) Resources page 23

12) Products and Services page 24

13) Course/Training Catalog Appendix A


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Executive Summary Commanding Officer: CAPT Jeffrey M. Andrews, MSC, USN

Executive Officer: CAPT Gerard J. Woelkers, MSC, USN

Business Plan Contact: LT Veronica Restropo, MSC, USN & LT Amy Welkie, MSC, USN

Command Mission

Maximize the health and readiness of the Joint Servicemember by educating healthcare professionals and leaders through instructional excellence and strategic partnerships.

Command Vision

Global leaders in professional development and health education and training. Who We Are (Mission, Functions, and Tasks) Navy Medicine Professional Development Center (NMPDC) is an Echelon IV activity reporting to Navy Medicine Education, Training and Logistics Command (NMETLC). NMPDC is the foundation of Navy Medicine’s professional and leadership development education and training mission. It exists to deliver professional and leadership development education and training solutions to optimize Navy Medicine as a high-velocity learning organization. NMPDC consists of functions and tasks in the following areas: Naval Postgraduate Dental School (NPDS), Officer Programs, Professional Development Programs, and Leadership Development.

• Serves as the sole Department of Defense (DoD) centralized site for postgraduate dental education by delivering residency-based post-doctoral dental specialty training and specialty board-eligible training. NPDS also conducts the Maxillofacial Prosthetics “C” School and supports Uniformed Services University of Health Sciences medical students with dental skills instruction.

• Manages the Joint Service Graduate Medical Education Selection Board for Medical Corps, the Navy Medicine Selection Board for Dental Corps, and the Medical Service Corps Officer supplemental selection boards. NMPDC also manages commissioning programs for the Navy and Marine Corps Enlisted Personnel and administers accredited continuing education programs.

• Develops and manages the following professional courses: Patient Administration Course (PAC); Financial and Materiel Management Training Course (FMMTC); Plans, Operations and Medical Intelligence Course (POMI); Military Tropical Medicine Course; Clinic Management Course; Advanced Life Support in Obstetrics (ALSO); Sugar, Temperature, Airway, Blood Pressure, Lab Work and Emotional Support Course (STABLE); and Clinical Informatics.


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• Develops and manages the following leadership development courses: Advanced Medical Department Officer Course (AMDOC); Interagency Institute for Federal Healthcare Executive Course; Executive Medical Department Enlisted Course (EMDEC); and TRICARE Executive Financial Management Program (TFMEP) Course.

• Serves as the Navy Medicine liaison to the Navy Leadership Development Council Working Group and Chairs the Navy Medicine Leadership Development Council.

The Way Forward In April 2016, the Surgeon General (SG) of the Navy, Vice Admiral Faison, published the Navy Medicine Commander’s Guidance. In the document, he stressed the role Navy Medicine plays in preserving the health and fighting readiness of the most capable Navy and Marine Corps the world has ever known. He also stated that as we move forward to respond in any theater of operation around the globe, we must be ready to face the following challenges:

• Our Nation’s focus in the Pacific presents us with disaggregated operations at sea and ashore that may challenge us in how we provide quick access to resuscitative surgery or evacuation to definitive care.

• The training, preparation, equipment, and support required by operational and deployed medical personnel will be very different than that required for a ground war.

• Warfighter survival may depend on our distribution of medical capabilities and, equally important, the skills and capabilities onboard the medical team to keep casualties stable for extended periods of time until they can be evacuated.

• Disease non-battle injury accounted for 70% of all theater evacuations in the last conflict. We need to be ready and acknowledge that the health threats in the Pacific are different from the Middle East. Furthermore, research, development, rapid delivery of new capabilities, and preventive health support will be essential to reduce non-battle injuries.

• Continuing to operate given budget restraints, medical partnerships and alliances with sister services, allies, academia, and industry.

These challenges will require a fundamental re-examination of training and preparation to sustain the high combat survival of the Warfighter under very different circumstances. NMPDC is ready to step up to the challenge, and it will conduct a lifecycle review of 40% of its professional programs. As part of the lifecycle review, NMPDC will perform content quality reviews, revise existing courses as necessary, and pilot and deliver revised courses. Some of the courses that will be reviewed include:

• Patient Administration (PAC). Special attention will be given to Medical Regulating training to ensure rapid evacuation of wounded personnel in any theater of operation can be accomplished.

• Plans, Operations, and Medical Intelligence Course (POMI). Special attention will be given to

the strategies, concepts, and tools for the successful development of tactical, operational, and


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strategic-level planning; exercise planning; medical intelligence; the federal response system; geographic/geo-political background briefs; joint health service support assets; Armed Forces Blood Program; logistics; and communication methods.

• Military Tropical Medicine Course (MTM). Special attention will be given to mitigating the continued risks associated with tropical diseases in all areas of responsibility.

The SG also reminded us that an in an ever-changing world, we need to continue to grow to meet the needs of Service Members. Today’s Sailors and Marines are the most highly trained, educated and specialized in history, and every single one is essential to the mission. The vast majority of Sailors and Marines are Millennials. They value convenience, experience of care, and technology. If we don’t offer the services they need, they will reach out to the market and seek treatment elsewhere. In the market, their care will become fragmented and readiness will suffer. We need to recognize that if we don’t provide services that meet the needs of our patients, we will become irrelevant. Remaining relevant requires good leadership. Good leaders accept that the only constant in life is change. Good leaders know that without adopting to change, Navy Medicine will fail in its mission. Therefore, NMPDC is committed to ensuring that its leadership development courses not only train Navy Medicine professionals on the ways we’ve always done things, but challenges them to think critically about areas that need improvement to meet the needs of today’s Warfighter. As part of this effort, leadership development courses will be included in the lifecycle review that will be conducted this year. As the Program Lead of the Navy Medicine Leadership Development (LD) Continuum, and Chairman of the Navy Medicine Leader Development Council, NMPDC will monitor the execution of the Navy Medicine Leadership Development Strategy to ensure alignment with the Chief of Naval Operations’ LD Strategy and Fleet-Centric LD. Efforts will focus on integrating ethics/personal development topics in all core Academic Programs courses, and developing leadership tools and resources to be used throughout Navy Medicine commands. Furthermore, NMPDC will continue to identify leadership gaps and ensure education and training capabilities and solutions are implemented where feasible. In addition to these efforts, NMPDC will keep in mind that we operate in a challenging environment. As we move forward in our effort to develop, train and educate our medical professionals, we will seek to overcome the following concerns:

• The FY17 Fiscal Audit evolution will require significant manpower and resources at the expense of daily mission operations. NMPDC’s mission will be expected to drift from daily operations to provide requested documentation to auditors, analyze audit reports, and create remediation plans when necessary.

• An environment of uncertainty regarding the extent of possible changes to Navy Graduate Medical Education from this year’s National Defense Authorization Act.

• Base construction and limited parking that adversely impact delivery of courses. In the coming year, NMPDC will continue to be the foundation of Navy Medicine’s professional and leadership development education and training. We’re confident and ready for the task ahead.


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Organizational Structure

Chain of Command

Bureau of Medicine and Surgery

(BUMED)Falls Church, VA

Navy MedicineEducation and

Training Command(NMETC)

San Antonio, TX

NMPDCBethesda, MD4

echelon

3

2


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Command Triad (Code 00)Commanding Officer

Executive OfficerCommand Master Chief

NPDS(Code 1J)

Naval Postgraduate Dental School

Administration(Code 09)

Administration Staff Education

Operating Management

Human ResourcesManagement

Information SystemsMateriel Management

Resources(Code 08)

BudgetingTravel Operations

Business Operations Accounting

AcademicPrograms (Code 2B) Academics EducationProgram

Development & Delivery

Officer Programs(Code 1W)

Graduate Medical Education (GME)

Continuing Education (CDE, CME, CNE)

Graduate Programs

MSC-IPP and MECP Commissioning Programs

NMPDC Organization (Echelon IV)


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Facility Projects

Current Funded Projects

Type of Project Cost Location Start Date Completion Date Status

Window Repair and Replacement $17M Building 1, Tower July 2015 April 2017 In Progress

Projects Funded But Not Started

Expected Year to Start

Type of Project

Expected Cost Location

Not applicable.

Projects Accepted But Not Funded


Type of Project

Expected Cost Location

Not applicable.

Projected Facility Issues and/or Concerns

1. Project Title: WRNMMC Building 1 (President’s Zone), Tower Window Replacement and Repair.

Description WRNMMC Facilities Management Division is in the preliminary process of planning for a replacement/repair of all exterior windows throughout NMPDC’s Building 1. The start date for work was set for July 2015 with an end date of April 2017. A total of 14 windows are scheduled to be replaced, and most of the windows will need repair. This will involve opening up the walls to install a structural steel frame. Although some rooms will be closed during construction, we don’t foresee the project will interfere with our delivery of courses. Impact if not funded The Window Replacement/Repair project is funded by WRNMMC. NMPDC will need to vacate most rooms involving window replacement to include the Solarium conference rooms housing the Command VTC.

Recommended course of action None at this time.


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Market Analysis

Who We Serve: Navy Unique Programs and Services

1. Military Tropical Medicine Course (MTM) – DoD Unique Course

The MTM course trains and educates military medical personnel in the practice of medicine by developing areas through the core curricula of clinical care and Public Health pursuant to Force Health Protection (FHP) and Medical Stability Operations (MSO) responsibilities. This DoD-unique course focuses on mitigating the continued risks associated with tropical diseases (Malaria, Rabies, Dengue, and Diarrhea) in the Africa Command, Southern Command, and Pacific Command Areas of Responsibility. With the increased embedding with Host Nation (HN) partners in Africa, South America, and Southeast Asia combined with the nation’s “strategic pivot” to Asia, what has emerged is a recognized opportunity for health diplomacy along with an increased exposure to tropical diseases, which must also be mitigated. NMPDC is the service lead and coordinates didactic and field training in many foreign locations.

• Resident Instructor-led program (Joint Service Faculty and Mission Team Leaders). • How long is the course/training: 4 weeks didactic, 2 weeks in the field. Total of 6 weeks. • # of training evolutions: 1/year. • Volume of students per class, or per year if a service: 80. • Do we billet students? Yes. • Estimated total cost per year to support? $210,000.00 • Result of training: Students become familiar with work in developing areas, establishing

and maintaining HN relationships, and working with non-governmental organizations where applicable.

• Any other primary attributes? Whenever possible, the aim is to avoid solitary action by advising and mentoring HN counterparts and, whenever possible, resourcing HN activities rather than promoting U.S. led direct care.

Recommendations for Program Enhancement: None at this time.

2. TRICARE Financial Management Executive’s Program (TFMEP) – DoD Unique Course

The TFMEP course is held annually at Navy medical treatment facilities (MTF) in both Navy Medicine Regions and in the Washington, DC, area. Students are senior officers and civilian personnel serving in or slated to fill leadership positions in Navy Medicine and the Defense Health Agency (DHA) as well as all Command Master Chiefs. Student selections are made by the respective Corps Chief’s office for the students funded by NMPDC. The course offers updates and background information on financial management topics specifically required for a


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Military Health System (MHS) executive to understand the next generation of TRICARE contracts’ new business environment. Topics include MHS governance, TRICARE contracts, private-sector care operations, prime enrollees’ care, prospective payment system, MHS strategic plan, and healthcare analytics. Navy students also receive their Regional Commander’s perspective with respect to business planning and financial management.

• Non-resident-Instructor facilitated (Instructors from throughout the MHS brief on these

topics). • How long is the course/training? 3 days (2 days for MHS and one day for Navy

Medicine topics). • # of training evolutions: 4/year for both Navy Medicine Regions, the DHA, the enhanced

Multi-Service Market (eMSM) area. • Volume of students per class, or per year if a service: 30 students per course. Others

are local. • Do we billet students? No. • Estimated total cost per year to support? $20,000.00. • Result of training: Students become familiar with the listed topics in the only course

currently available that covers these topics. • Any other primary attributes? The courses are taught in person or via VTC.

Recommendations for Program Enhancement: Continue to market the courses to available local attendees, students from other services, and non-BSO 18 Navy Medicine students. Deliver TFMEP courses in each of the six eMSM areas.

3. Administration Course (PAC)

The PAC provides entry-level training to eligible Medical Service Corps (MSC) officers, Senior Enlisted, and mid-level to senior civilian personnel working in a managed care or operational environment. The PAC allows students to gather in a single location and receive instruction from the subject matter experts (SME) in a variety of topics while also conducting site visits to the Defense Health Headquarters (DHHQ), BUMED HQ, and Navy Physical Evaluation Board. Hands on training evolutions include inspection of human remains and patient movement exercises. Students are equipped with a comprehensive listing of policies, guidance, tools, references, and points of contact relevant to patient administration programs as well as concepts, strategies, techniques, and business practices essential for operating a successful patient administration department.

• Resident - Instructor Led. • How long is the course/training? 4 weeks. • # of training evolutions (if applicable): 3/year. • Volume of students per class, or per year if a service: 30 per class.


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• Do we billet students? Yes • Estimated total cost per year to support: $184,000.00 • Result of training: This courses provides MSC officers with the 1801 subspecialty code. • Any other primary attributes: The course includes instruction on all aspects of patient

administration to include personnel management and healthcare business aspects in order to properly prepare new patient administration officers for their tours at MTFs or while serving in an operational environment.


4. Clinic Management Course (CMC)

The CMC provides clinical teams and staff the skills, knowledge, and tools necessary to successfully integrate MHS and BUMED Strategic Goals into their daily practices as an accountable care organization in a variety of healthcare settings. The CMC covers the following topics: MHS Overview and Reform; Foundations of Clinic Management; Medical Neighborhood; Change Management; Electronic Health Record/Command Management System; Dental Overview; Enrollment; Access to Care/Template Management; Metrics in Medical Home Port & Specialty Clinics; NCQA; Clinical Quality; Referral Management/Third Party Collection/Other Health Insurance; Patient Satisfaction; Human Resources/Civilian Personnel/Activity Manning Document; Tri-Service Workflow; Embedding Specialists; Team Based Practice; Secure Messaging; and Capstone Projects. The course was developed around a “team” concept. Teams are defined as two to four members who are the leaders and decision makers within their clinic. Minimum eligibility requires (1) Provider, preferably the Department Head or Senior Medical Officer in the clinic; (2) Division Officer, Clinic/Business Manager, or Senior Nurse; (3) Enlisted clinic leadership; and (4) Clinic/Administrative support personnel.

• Resident – Instructor Led. • How long is the course/training? 4 days. • # of training evolutions (if applicable): 9/year • Volume of students per class, or per year if a service: 35 • Do we billet students? Yes • Result of training: Clinic teams are given the resources to provide quality health care, in

a fiscally responsible manner, in alignment with BUMED strategic initiatives. • Estimated total cost per year to support? $295,000.00 • Any other primary attributes: The course includes instruction on Primary Care Medical

Home (PCMH) for Navy Medicine, meeting the Navy Surgeon General’s strategic initiative of Value. There is also a specialty care breakout session for ½ day of training for those specialty care clinic teams in attendance


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5. Advanced Medical Department Officer Course (AMDOC)

The Advanced Medical Department Officer Course prepares medical department officers, typically at the Lieutenant Commander rank, for increased responsibilities as senior officers and leaders and develops officers who understand the “practice and the business” of Navy Medicine in both the operational and the MTF settings. The course is structured into the following units: Organizational Structure, Relationships and Policies; Utilization and Management of Resources; World Events and Geopolitical Consciousness; Operational Policies, Procedures and Strategies; and Ethical, Legal and Quality Elements of Healthcare.

• Resident – Instructor Led. • How long is the course/training? 2 Weeks. • # of training evolutions (if applicable): 9/year • Volume of students per class, or per year if a service: 40 • Do we billet students? Yes • Estimated total cost per year to support? $800,000

Result of training: Students hone their skills required of leaders in Navy Medicine.

Recommendations for Program Enhancement:

None at this time.

6. The Financial and Materiel Management Training Course (FMMTC).

This eleven-week course prepares MSC officers and BUMED-identified civilians for entry-level positions in Navy Medical Department financial and materiel management. Course topics include: DOD/BUMED financial and materiel management organization, budgeting, accounting, business management, equipment management/acquisition, simplified acquisition procedures, contract development/administration, electronic commerce and managed care support/oversight. Student evaluation includes quizzes, module exercises, exams and a final exercise.

• Resident – Instructor Led. • How long is the course/training? 11 Weeks • # of training evolutions (if applicable): 2/year • Volume of students per class, or per year if a service: 20 • Do we billet students? Yes • Estimated total cost per year to support? $290,000


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• Result of training: Students are ready to assume positions in financial and materiel management in DoD.


None at this time.

7. The Executive Medical Department Enlisted Course (EMDEC).

The two-week Executive Medical Department Enlisted Course (EMDEC) is the “practice and business” course in the Medical Department Enlisted Learning Continuum. The purpose of the course is to provide an in-depth overview of current approaches in health care management, clinical effectiveness and efficiency, systems thinking, financial management, information systems and other Navy Medicine topics for senior enlisted leaders assigned to operational, health treatment facilities, and mission-specific command settings.

• Resident – Instructor Led • How long is the course/training? 2 Weeks • # of training evolutions (if applicable): 7/year • Volume of students per class, or per year if a service: 40 • Do we billet students? Yes • Estimated total cost per year to support? $588,000. • Result of training: Students hone their skills required of leaders in Navy Medicine.


None at this time.

8. Plans, Operations and Medical Intelligence Course (POMI)

The three-week Plans, Operations and Medical Intelligence (POMI) course is designed as a resident training program that addresses strategies, concepts, and tools necessary for the POMI officer and enlisted staff to grow into a POMI assignment. Topics include but are not limited to the POMI responsibilities at an MTF; tactical, operational, and strategic-level of planning; doctrinal publications; exercise planning; medical intelligence; the federal response system; pertinent threat briefs; geographic/geo-political background briefs; joint health service support assets; Armed Forces Blood Program; logistics; chain-of-command issues; communication methods; and future initiatives. Throughout the duration of the course the students participate in a class/group capstone project that culminates in the development and presentation of an Annex Q (Medical Services Annex to an Operations Order) that is based upon a fictitious scenario mimicking real-world events.


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• Resident - Instructor Led • How long is the course/training? 3 weeks • # of training evolutions (if applicable): 4/year • Volume of students per class, or per year if a service: 30 per class • Do we billet students? Yes • Estimated total cost per year to support: $485,800.00 • Result of training: Students are prepared to excel in POMI assignments that support the

operational forces Recommendations for Program Enhancement: None at this time.

9. Naval Postgraduate Dental School (NPDS)

NPDS is the only centralized postgraduate dental school within the Department of Defense (DoD). The two- and three-year residency programs are fully accredited and provide the Navy and other services dental specialty training as well as additional military training not found in civilian out-service residency programs. The 2016-2017 student body consists of 50 residents across multiple specialties. In addition to Navy residents, NPDS hosts four Army, two Air Force, and one Department of Veteran’s Affairs residents. NPDS also provides 15 one-week-long continuing dental education (CDE) courses for federal service dental officers. NPDS develops and delivers 19 distance learning courses designed to accommodate fleet requirements, ranging from shipboard to combat operations, all at a fraction of the civilian market cost. NPDS operations are solidified through an inter-service support agreement (ISSA) with WRNMMC, providing funding for all patient care (i.e., equipment, consumable supplies, etc.), facilities, and information technology expenses. This mutually beneficial, collaborative support agreement continues through 30 September 2018. Recommendations for Program Enhancement: Within the area of CDE, improved use of technology can provide better outreach to our customers. NPDS is exploring expansion into additional areas, such as internet learning, to potentially reduce travel expenses and provide customers with a more convenient and flexible delivery method.

10. Three Dimensional (3-D) Imaging and Modeling – Walter Reed National Military Medical Center (WRNMMC).

The 3-D imaging program incorporates cutting-edge technology as a world leader in 3-D imaging and modeling for surgical reconstruction. This technology images and electronically records body parts and can produce prostheses in the event of any injury. This allows for faster recovery and improved care for service members when returning from combat. This technology


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also produces a customized surgical implant prior to surgery taking place, reducing operating time and improving patient safety. Additionally, NPDS is creating the training pipeline for Oral and Maxillofacial Radiology specialists throughout the Navy to improve dental imaging ahead of both the Army and the Air Force. Recommendations for Program Enhancement: Link the Maxillofacial Prosthetics Department Head (NPDS) with the Service Chief, Department of Radiology (WRNMMC), to provide leadership continuity for the 3D Medical Applications Center using an ADDU relationship in each Command’s manning documents. NPDS has provided this leadership since the center began operations at Bethesda in November 2011. This will continue to provide access to emerging technologies through systems currently owned and funded by the Defense Health Agency.

According to the interservice agreement (ISSA) between NMPDC and WRNMMC, dental healthcare operations are funded in their entirety by WRNMMC; therefore, such program enhancement recommendations relating specifically to the dental healthcare operations must be staffed through and supported by WRNMMC. There are currently three 3dMD 5 camera systems located at NHC Quantico and WRNMMC (Maxillofacial Radiology and the ENT department). Only two of these camera systems are available to NPDS. Access is limited to the available two because of recent IT security changes that affected NPDS’ ability to access the associated computers needed to operate the cameras. The following upgrades are recommended to provide better access to 3D imaging for patient treatment, education, and research:

o Modify the five-camera system currently located in Maxillofacial Radiology and reconfigure to a single three-camera unit and a single two-camera unit.

o Relocate one unit to the Prosthodontics’ department and the other unit to the Orthodontics’ departments.

o Relocate the five-camera system located in Quantico to Maxillofacial Radiology.

o Develop the use of handheld, inexpensive imaging devices, such as the iSense through the Maxillofacial Prosthetics department for resident/staff research.

In order to maintain a presence and provide the expertise to the fleet, incorporate the use of 3D imaging software for medical imaging and surface scanning into the Maxillofacial Laboratory Technician training “C” school.

Non-Unique/Interoperable Programs, Services, Courses and/or Training

NMPDC operates funded, cost-effective programs and is unaware at this time of any high-cost, low-volume, or at-risk programs delivered by NMPDC that are also offered by other military organizations.


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New FY17 Business Initiatives

Readiness: We save lives wherever our forces operate – at and from the sea. #1: Leadership Development Course Completion Rate POM alignment Initiative not based upon any current or previous POM submission Command/Action Officer Target Completion Date LCDR Neil Cascardo & LT Amy Welkie 30 Sep 17

Action Track Leadership Course (AMDOC and EMDEC) completion rate.

Current Status Not currently tracking.

Metric Number of active duty eligible personnel who have completed the course over the number of active duty eligible personnel.

#2: Life Cycle Management POM alignment Initiative not based upon any current or previous POM submission Command/Action Officer Target Completion Date Mr. Glenn Smith 30 Sep 17

Action Achieve Life Cycle Management for 40% of courses offered.

Current Status Life Cycle Management not currently in place.

Metric Number of courses that have been reviewed using Life Cycle Management over total number of courses.


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New FY17 Strategic Initiatives

Readiness Goal: We save lives wherever our forces operate – at and from the sea. Readiness Objectives: R1 – Medical capabilities and platform readiness. R2 – Life saving capabilities through training and education programs. R3 – Robust, relevant clinical experience. Command/Action Officer Target Completion Date Objective Mr. Glenn Smith 30 Sep 17 R1

Readiness Initiative (SMART) Solicit feedback from commands administered Predictive Index to determine effectiveness and future utilization strategies for the Navy Medicine enterprise. Funding 1) Is the initiative currently funded? YES NO 2) Is there available off-set (describe)? YES NO 3) Is a UFR/POM request anticipated? YES NO Metric 80% or greater satisfaction rating as determined by positive responses.

Current Status Ready to provide training upon request.

Command/Action Officer Target Completion Date Objective CO, NMPDC, CAPT Jeffrey Andrews 30 Sep 17 R1

Readiness Initiative (SMART) Navy Medicine Leadership Development

Funding 1) Is the initiative currently funded? YES NO 2) Is there available off-set (describe)? YES NO 3) Is a UFR/POM request anticipated? YES NO Metric 1) Establish and operationalize the Navy Medicine Leadership Development Council. 2) Establish SG-approved charter, which will assign council members and deliverables. Current Status No official council or charter currently exists.


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Partnership Goal: We will expand and strengthen our partnerships to maximize readiness and health. Partnership Objectives: P1 – Produce a strategic partnering framework to guide future partnerships. P2 – Identify and remove barriers to developing partnerships. P3 – Take bearing on current partnerships and align framework enterprise-wide. Command/Action Officer Target Completion Date Objective CAPT Sean Meehan 30 Sep 17 P3

Readiness Initiative (SMART) Expand USUHS affiliation to all Navy Medicine Dental Corps Post Graduate Year-1 certificate programs by way of a BUMED-USUHS MOU. Funding 1) Is the initiative currently funded? YES NO 2) Is there available off-set (describe)? YES NO 3) Is a UFR/POM request anticipated? YES NO Metric Number of programs affiliated.

Current Status NPDS Dean’s Office currently staffing and developing.


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Closeout FY16 Initiatives Initiative Title Completion

Date Status

Tuition Award and Payment Processes

31 December 2015

The initial “Lean” and “Six Sigma” processes were completed on time. The effort is now a well-established practice and continues to operate as an ongoing effort at the command.

Value: 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.

#1: Tuition Award and Payment Processes- CLOSED Command/Action Officer Target Completion Date Director for Administration, Director for Officer Programs, and Director for Resource Management.

31 December 2015

Action Achieve $1.00 in tuition services received for every $1.00 of tuition contracts obligated as of 30 September 2015 by properly “settling” all appropriately invoiced FY 2015 tuition contracts billed in the year of execution. Current Status The “busiest” time for tuition awards is during the Fall Term contract awards period, which takes place annually in the Summer. During this period, all previously awarded FY 2015 tuition contracts with obligated balances remaining are also reviewed for payment settlement and closure. These processes are currently ongoing. Metric 1. Tuition Execution Metric = (End of FY 2015 Obligations + Post FY 2015 Obligation Increases) (End of FY 2015 Obligations + Post FY 2015 Obligation Decreases + FY 2015 Defect Decreases) Command Goal (Percentage): 95% =< X =< 105% Command Goal (Dollars): $0.95 =< X =< $1.05 2. “Zero Defects” Metric = (Tuition Execution Metric Numerator – FY 2015 Defect Decreases) (End of FY 2015 Obligations + Post FY 2015 Obligation Decreases – FY 2015 Defect Decreases) Command Goal: Tuition Execution Metric = “Zero Defects” Metric If there are no (zero) defects, the Tuition Execution Metric will equal the “Zero Defects” Metric. When this happens and the Command Goal for the Tuition Execution Metric is achieved, the Tuitions Awards and Payment Processes are both “Lean” and “Six Sigma” processes. If a single defect occurs, the processes will not be “Six Sigma” processes, and the “Zero Defects” Metric will be greater than the Tuition Execution Metric. In this case, the “Zero Defects” Metric represents what would have been the tuition execution less the defects.


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Command Level Performance FY16 Metrics

Product Line or Service

Metric Title Metric Parameters (Numerator/Denominator)

Target (Goal)

FY16 Trend

Readiness - Administration

Individual Medical Readiness (IMR) – Medical Readiness Indeterminate (MRI)

(# of Military Staff w/o current PHA, PDHRA, or Dental (Class 4) / # of Military Staff

=<5%

3.8%


A-Status (# Military Staff successfully completing EMPARTS administrative readiness requirements) / # of Military staff

>=90%

88%


Training Status (# of Required Command Staff successfully completing month training requirements) / # of Required Command Staff for the monthly training topic

>=90%

75%


Fit to Fill - Overall % Based upon Fit to Fill report using BUMED Manning Requirements

>=86%

70%


Fit to Fill – Civilian Personnel

% Based upon Fit to Fill report using BUMED Manning Requirements – Civilian Personnel only

>=86%

80%


Fit to Fill – Military Personnel

% Based upon Fit to Fill report using BUMED Manning Requirements – Military Personnel only

>=86%

66%

Academic Programs

Post Course Employee & Employer Satisfaction

Respective Six Month Surveys submitted to Student & Supervisors /Surveys returned

>=40%

>40%

Fiscal BUMED Fiscal SOP Compliance Status

Compliant BUMED SOP programs/Total BUMED SOPs

>=90% 100%

Academic Programs

Hospital Corpman Skills Basic Course (HMSB) compliance

Number of corpsmen Navy-wide that have completed the training/Total number of corpsmen Navy-wide

>=90% 49%

Closeout FY16 Metrics

Metric Title Reason for closeout (consistently met target, no longer relevant, did not accurately measure intended target, etc)

Safety Training Compliance ESAMS Training is 98%, greater than target of >=90 Audit Readiness Spot Check Percentage

Grade assigned by HQ inspectors was 87%, greater than target of >=85

Electronic Verification of Time (EVT) – Civilian Timekeeping

Personnel “checking off” EVT box in SLDCADA is at 100%, greater than target of >=95%

Government Travel Card Delinquency Dollar value of delinquent balances is 2%, which meants the goal of 2%

Student Cancellation Rate (Funded & Local)

Cancellations are at 5%, which meets the goal of 5% or less


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Manpower and Personnel Authorized and Resourced Billets by Product Line

Product Line Officers Enlisted Civilians Contractors Total FY16 FY17 FY16 FY17 FY16 FY17 FY16 FY17 FY16 FY17

Command Suite 2 2 2 2 2 2 0 0 6 6 NPDS 40 40 80 80 57 57 7 7 184 184 Academic Programs 7 7 10 10 7 7 1 0 25 24

Officer Programs 8 8 3 3 11 11 0 0 22 22 Resources 3 2 4 4 16 16 0 0 23 22 Administration 5 5 21 21 12 9 9 9 47 44 NPDS Residents 52 52 0 0 0 0 0 0 52 52 DUINS/MECP Students 0 0 0 0 0 0 0 0 0 0

CRNA Students 0 0 0 0 0 0 0 0 0 0 Total 117 116 120 120 105 102 17 16 359 354

Summary of significant changes and impact that occurred in FY16. No significant changes to AMD/manning structures have occurred during FY 2016. Comptroller billet from 0622A was taken by NMETLC. Summary of projected changes and impact that may occur in FY17. No significant changes to AMD/manning structures anticipated. The disparity between personnel on board and billets in FY17 highlights a few things. - The number of enlisted gains for NMPDC/NPDS in FY17 will be 12. We only counted people who

are on board currently and will be onboard through FY17. - NPDS Dental School UIC N0608A is billeted for 9 NEC 8753. We currently have 3 onboard and 1 pending. Navy wide percentage on NEC 8753 is 68.9 percent. - The Navy also only mans each rating at the Navy Manning Plan manning rate, which is typically

80%. - Our civilian manning is under by 11, and our plan is to hire every vacant position over the next

several months. After our recent site visit from Mr. Metcalf from NMETLC, we have a clean AMD, and we are operating with correct information for future hires.


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0622A NMPDC Main 26 23 42 41 38 35 5 6 111 105 0608A NPDS 36 33 70 67 57 56 7 3 165 159 47006 N POSTGRAD D

RES 51 51 0 0 0 0 0 0 56 52

32347 TRNG NSHS JAX 0 0 0 0 0 0 0 0 0 0 32959 TRNG NSHS Port 0 0 0 0 0 0 0 0 0 0 41813 TRNG NSHS SD 0 0 0 0 0 0 0 0 0 0 44104 STU MED OSD

BALT 0 0 0 0 0 0 0 0 0 0

44106 STU MED OSD WASH

0 0 0 0 0 0 0 0 0 0

Total 113 107 112 108 95 91 12 9 332 316

Instructor Staff Summary

Personnel Type

Highest Level of Education Master Trainer

Specialists Associate

Degree Bachelor’s

Degree Master’s Degree

Doctoral Degree


Officers 0 0 0 0 5 5 34 32 0 0 Enlisted 0 0 2 0 0 0 0 0 1 0 Civilians 0 0 0 1 2 3 4 3 1 0 Contractors 0 0 0 0 0 0 0 0 0 0

Total 0 0 2 1 7 8 38 35 2 0


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Resources

Product/Service Line FY15 Execution

FY16 Plan FY16 Execution (as of 01 May 16)

FY17 Plan (CMD Proposed)

Officer Programs – CivPers 795,976 960,070 626,999 964,480 Academic Programs – CivPers 711,962 695,069 583,668 803,520 Administration – CivPers 756,268 884,435 552,756 999,769 Resources/Cmd Supp – CivPers 876,519 911,289 683,364 946,231 IM/IT – CivPers 479,358 614,617 378,919 618,000 NPDS – CivPers – PE 0807700 615,159 637,557 498,912 647,000 NPDS – CivPers – PE 0807715 3,571,426 3,838,399 2,808,935 4,081,000 NPDS – CivPers – WII 0.00 0.00 0.00 0.00 Officer Programs – Other 5,261,857 6,368,900 3,052,757 6,354,000 Academic Programs – Other 2,828,440 3,699,900 2,070,170 5,055,000 MTM Special Projects 0.00 0.00 0.00 0.00 Administration/Resources – Other 1,065,529 1,765,064 513,181 1,304,000 IM/IT – Other 904,453 836,000 115,758 790,000 NPDS – Travel and Speakers Fees 521,777 678,700 307,322 680,000 NPDS – Other – WII 0.00 0.00 0.00 0.00 HPSP Support – Other 0.00 0.00 0.00 0.00 Blood Bank Special Funding 3,926 0.00 0.00 0.00

Total 18,392,650 21,890,000 12,192,741 23,243,000

Allocation FY15 Execution

FY16 Plan FY16 Execution (as of 01 May 16)

FY17 Plan (CMD Proposed)

Bag 1 4,561,028 5,414,000 3,596,154 5,389,000 Bag 3 3,926 0 0 0 Bag 4 1,383,811 1,368,000 494,677 1,347,000 Bag 6 9,745,937 11,817,000 6,351,162 13,196,000 Bag 7 2,697,948 3,291,000 1,750,748 3,311,000

Total 18,392,650 21,890,000 12,192,741 23,243,000


Products and Services Product Line Academics Learning Continuum Description The Academics Learning Continuum provides vision and oversight for NMPDC and Navy Medicine regarding education and training standards, policy, quality improvement, instructional assessment, evaluation, accreditation, and curriculum design of professional development short courses. Primary functions include reusable learning object design and implementation; blended course redesign; curriculum to skill object mapping; registrar, accreditation and certifications, implementation of the subject-matter expert program; executive skills program development and maintenance. Value to Navy Medicine Academics ensures that technical, leadership, operational, and support services training provided in Navy Medicine meets mission-critical training and manpower requirements of the Fleet and MTF's Navy-wide.

Products / Services Product / Service Description FY16 Quantity FY17 Quantity

AMDOC Advanced Medical Department Officers Course – 2 weeks didactic; 9 courses/year

324 450

EMDEC Executive Medical Department Enlisted Course – 2 weeks didactic; 7 courses/year

280 350

POMI Plans, Operations & Medical Intelligence – 3 weeks; 4 courses / year

120 120

PAC Patient Administration Officer Course – 4 weeks, 3 courses / year

85 90

JMPC Joint Medical Planners course – 3 weeks; 4 courses / year

0 0

FMMTC Financial & Material Management Training Course – 3 months, 2 courses / year

20 30

TFMEP Tricare Financial Management Executive Program Course– 4 days, 4 courses / year

140 140

MTM Military Tropical Medicine Course – 6 weeks (4 weeks didactic, 2 weeks field); 1 course / year

80 80

GM Global Medicine – 2 weeks. Hosted by USAF; 1 course / year

0 0

CMC Clinic Management Course – 4 days; 9 courses / year

322 330


Product Line Naval Postgraduate Dental School (NPDS) Description NPDS is a fully accredited dental education institution certified by the American Dental Association. The expressed purpose of NPDS is to provide a central postgraduate dental training site that can efficiently educate the prerequisite number of dental specialists required to support and ensure Operational Dental Readiness (ODR). NPDS administers advanced education programs in support of Navy Medicine’s mission to prepare qualified dental officers with the skill sets necessary to practice combat and peacetime dentistry, teach and mentor general dentists, and conduct dental research in direct support of Force Health Protection (FHP). Value to Navy Medicine Military Mission: NPDS is a productive, mission-focused, cost-effective component of NMPDC. Effectiveness and efficiency of current operations have been positively influenced and documented using well-designed corporate performance metrics. NPDS dental officers’ training and in-garrison delivery of dental care are in direct support of ODR, Dental Health, and superior FHP for Active Duty Service Members. Products / Services Product / Service Description FY16 Quantity FY17 Quantity

Full-time In-service Programs

Measure of Total Residents in Fellowship and Residency Programs 51 50

Annual Continuing Education Short Courses

Maximum Attendance in Dentistry related Short Courses 590 559


Product Line Degree/Specialty Resident Training Programs Description NMPDC provides the administrative and operational oversight to the students attending degree/specialty resident training programs to include non-degree and degree programs for all officer corps. This includes bachelor through post-doctoral programs. The actual number of students in the program at any given time is the sum of all students selected in prior years still in a course of instruction. The length of the program varies with the course and the student, but, in general, the range is from one to six years. Value to Navy Medicine These programs produce individuals who significantly contribute to maintaining Navy Medicine's officer manpower strengths and specialties. Regarding non-degree programs, NMPDC provides Navy Medicine members state-of-the-art training. For degree students, availability is restricted to Duty Under Instruction (DUINS) opportunities. These are determined by the “Needs of the Navy” and those “Requirements established within the specialty communities.” The CNO provides NMPDC’s guidance upon which our strategic plan is based. Products / Services Product / Service Description FY16 Quantity FY17 Quantity

MECP Medical Enlisted Completion Program (MECP) for Bachelors of Science, Nursing 160 160

NC DUINS, Masters

Subspecialty Education Opportunities for Nurse Corps Officer to complete Master Programs in Nursing to include 3130, 3150, 1900-AQD68 (Baylor, USU), 1910, 1920, 1930, 1940, 1945, 1950, 1960, 1972, 1973, 1974, 1976

52 49

NC DUINS, PhD

Subspecialty Education Opportunities for Nurse Corps Officer to complete Doctoral Programs in Nursing to include 1900, 1972, 1973, 1974 and 1976

92 80

MSC IPP

Medical Service Corps In Service Procurement program (IPP). Includes HCA, EHO, RHO, IHO, SW, OT, PA and Pharm-D

76 76

MSC Non Degree

31 MSC Specialty Leaders provide opportunity for MSC Officers to receive fellowships or advanced Full Time Out of or In Service Training (FTOST/FTIST) in multiple MSC Specialties.

28 40

MSC Master’s Degree

31 MSC Specialty Leaders provide opportunity for MSC Officers to receive a Master’s Degree under FTOST/FTIST in multiple MSC Specialties.

17 35


Products / Services Product / Service Description FY16 Quantity FY17 Quantity

MSC PhD

31 MSC Specialty Leaders provide opportunity for MSC Officers to receive a Doctoral Degree under FTOST/FTIST in multiple MSC Specialties.

10 20

DC DUINS

17 Dental Specialty Leaders request billets for both degree and non-degree programs to include NADD and TORP programs based on current requirements.

113 111

MC FTIS Full time In-service (FTIS) GME-1 Training for MC Officers 258 258

MC FTIS Full time In-service (FTIS) GME-2+ Training for MC Officers 629 671

MC FTOS Full Time Out-service (FTOS) GME for MC Officers 107 74

Quantities are based upon 100% selection relative to the DUINS training pipeline.

Course/Training Catalog

CIN Course Long Title Target Audience Site Location

Date Last

HPRR


conducted (Kirkpatrick)

B-6I-2330 Advanced Medical Department Officer Course (AMDOC)

NMPDC, Bethesda, Maryland N/A 3

B-6I-2200 Clinic Management Course (CMC)

World Wide

N/A 3

B-7D-0002

Financial and Materiel Management Training Course (FMMTC)


B-7D-0003

TRICARE Financial Management Executive Program (TFMEP)

CONUS Locations N/A 3

B-6I-0002 Patient Administration Course (PAC)


B-300-1789

Executive Medical Department Enlisted Course (EMDEC)


B-6A-1501

Military Tropical Medicine Course (MTM)

World Wide

N/A 3

B-6I-2310 Plans, Operations, and Medical Intelligence Course (POMI)


Navy Medicine Operational Training Center

FY17 Business Plan

Navy Medicine Operational Training Center 2

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TABLE OF CONTENTS 1) EXECUTIVE SUMMARY

2) ORGANIZATIONAL STRUCTURE

3) MARKET ANALYSIS

4) PARTNERSHIPS

5) FACILITIES

6) MANPOWER

7) RESOURCES

8) TRAINING CATALOG

9) PERFORMANCE MEASURES

10) PRODUCTS AND SERVICES

11) STRATEGIC BUSINESS INITIATIVES

12) THE WAY FORWARD

13) ACRONYMS

page 3

page 5

page 5

page 13

page 14

page 15

page 17

page 18

page 23

page 24

page 25

page 33

page 35


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Executive Summary Commanding Officer: CAPT Mark M. Goto, MC, USN Executive Officer: CAPT Carolyn Rice, MC, USN Command Master Chief: MCPO (SW) Timothy Perkett, USN Business Plan Contact: LCDR Forsyth, Karen Shuttlesworth Mission Provide Operational Medicine and Aviation Survival Training Vision Recognized as the global leader in operational medicine, innovative and responsive to the challenges of the warfighter.

NMOTC is responsible for the largest training throughput in Navy Medicine, annually providing: 62 courses of instruction 18,000 aviation survival personnel trained 2,000 operational medicine personnel trained 28,000 Aeromedical Waiver Dispositions 10,000 Aviation Selection Test Battery (ASTB) Psychology tests at over 250 sites worldwide 6,600 Aeromedical Physical Examinations and consultations 3,000 Army Selection Instrument Flight Training (SIFT) tests 3,000 Chief of Naval Air Training (CNATRA) Flight Training Exit Survey administrations 1,500 Naval Aviation Schools Command (NASC) Preflight Indoctrination (API) Exit Surveys 200 International Military Student administrations 200 Repatriated Prisoner of War evaluations


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Who We Are (Mission, Functions, and Tasks) The Navy Medicine Operational Training Center (NMOTC) is an echelon 4 shore activity in an active status under a Commanding Officer reporting to Commander, Navy Medicine Education, Training and Logistics Command (NMETLC). NMOTC provides professional and consultative services and conducts education and training programs to support operationally related Fleet and Fleet Marine Force medical matters worldwide. NMOTC manages, coordinates and provides selected operational programs (e.g. aviation physicals and survival training) and services in direct support of the operating forces as directed by higher authority. NMOTC has 6 detachments and 60 facilities at 15 locations across the country. The NMOTC detachments include:

• Naval Survival Training Institute (NSTI): Assists the joint warfighter in winning the fight by providing safe, effective, and relevant human performance and survival training for all DoD personnel. NSTI HQ is located in Pensacola, FL, with Aviation Survival Training Centers (ASTCs) in Cherry Point, NC; Jacksonville, FL; Lemoore, CA; Miramar, CA; Norfolk, VA; Patuxent River, MD; Pensacola, FL; and Whidbey Island, WA.

• Naval Aerospace Medical Institute (NAMI): Supports Navy and Marine Corps aviation units through expert aeromedical consultation, training of aeromedical personnel for operational assignments and continual process improvement to provide statistically based aviation applicant screening tests. NAMI is located in Pensacola, FL.

• Naval Undersea Medical Institute (NUMI): Provides expert consultation and training in Undersea

Medicine and Radiation Health to officers and enlisted Sailors who will support warfighters in the Submarine Force, Naval Special Warfare, Naval Expeditionary Combat Command, the United States Marine Corps (USMC), and US Navy Bureau of Medicine and Surgery (BUMED). NUMI is located in Groton, CT.

• Surface Warfare Medical Institute (SWMI): Provides global medical support, training and

consultation for Surface Forces on issues regarding afloat operations. Coordinates and performs operational readiness training, LCAC Medical Screening, reference publication, course execution and curriculum revision. SWMI is located in San Diego, CA.

• Naval Expeditionary Medical Training Institute (NEMTI): Provides training on the operations of

an Expeditionary Medical Facility (EMF), ready for worldwide deployment. NEMTI is the BUMED designated "Program Management Officer" for Tactical Combat Casualty Care (TCCC) instruction and location of Expeditionary Medical Unit training for personnel deploying to Role II and Role III assignments in support of operational requirements. NEMTI provides administrative oversight to the Navy Trauma Training Center (NTTC), which provides an intense 21-day clinical experience in trauma management to Navy medical teams that will be deploying in support of Navy and Marine forces. NEMTI is located at Camp Pendleton, CA, and NTTC is located at the Los Angeles County + University of Southern California Medical Center in Los Angeles.

• Naval Special Operations Medical Institute (NSOMI): The Naval component of JSOMTC conducts combat medical training for Special Operations Forces to include Recon Corpsmen, SEAL and Surface Warfare Combat-Craft Crewman (SWCC) Medics under U.S. Special Operations Command (USSOCOM). NSOMI is located at Fort Bragg, NC.


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Market Analysis (Who We Serve) We provide programs of instruction to seven different communities: Undersea Medicine, Surface Medicine, Aerospace Medicine, Line Aviation, Expeditionary Medicine, Special Operations Medicine, and Healthcare Support. Our student audience is composed of officers and enlisted members from all branches of military service. Graduation results in a Navy Enlisted Classification (NEC), Navy Officer Billet Classification (NOBC), certificate of completion, or civilian licensure. We also screen and determine flight eligibility of all Navy and USMC aviators and aircrew.


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Navy Unique Programs and Services Programs that provide unique service and education and training to your customers.

1. Program, course, service or training: Undersea Medicine Training Courses

Describe your program. Explain how it excels and provides value to Navy Medicine: These 8 courses provide education in Undersea Medicine and Radiation Health. The topics are unique to Navy Medicine and include:

• Submarine Force Independent Duty Corpsman (IDC) • Refresher Training for Undersea IDC • Radiation Health Technician • Radiation Health Indoctrination • Undersea Medical Officer • Radiation Health Officer • Submarine Force Independent Duty Corpsman (Alternative Training Pipeline)

• What type of program is it

o All courses are instructor-led • Why is it service unique

o Courses are specific to undersea medicine and Navy radiation health programs • How long is the course/ training

o Courses range from 5 to 365 days in length • Number of training evolutions

o Number of evolutions per year ranges from 2 to 7 • Volume of students per class, or per year if a service

o Number of students per class ranges from 5 to 25 • Do we billet students

o Majority of the students are Permanent Change of Station (PCS) • Estimated total cost per year to support

o $1,945,267.00 • Result of training

o Successful completion of training results in either a certificate of completion or a Navy Enlisted Classification (NEC) being assigned to the graduate.

Recommendations for Program Enhancement: Increased use of robust simulation technologies and partnerships with local facilities for practitioners.


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2. Program, course, service or training: Surface Force Medicine Training Courses

Describe your program. Explain how it excels and provides value to Navy Medicine: Provides educational programs in Operational Medicine to Navy personnel in a variety of disciplines, in their preparation to support the Naval Surface Forces. The topics are unique to Navy Medicine and include:

• Commander Amphibious Task Force Surgeon Course • Surface Warfare Medical Officer Indoctrination Course • Surface Warfare Medical Department Officer Indoctrination Course • Medical Regulating Course • Casualty Receiving and Treatment Ship and Medical Augmentation Program Training • Dental Operational Forces Management Training • Surface Force IDC • Deep Sea Diving IDC • Refresher Training (REFTRA) IDC • Surface Force Medical Indoctrination Course (SFMIC)



o Courses are specific to Navy Medicine Operational Platforms. • How long is the course/ training

o Courses range from 3 to 348 training days in duration. • Number of training evolutions



o Students are Permanent Change of Station (PCS), on Temporary Additional Duty (TAD) or locally based.

• Estimated total cost per year to support o $4,933,112.00

• Result of training o Successful completion of training results in either a certificate of completion or a

Navy Enlisted Classification (NEC) being assigned to the graduate. Recommendations for Program Enhancement: Expand campus connectivity through the utilization of a wireless network, tablet technology, streaming of practical training sessions and the expansion of the detachment’s virtual classroom.


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3. Program, course, service or training: Aerospace Medicine Training Courses

Describe your program. These courses provide education in aerospace medicine. Other services provide similar topics, but our students are trained to fly. The topics are unique to Navy Medicine and include:

• Aerospace Medicine Technician • Aerospace Medicine Residency • Naval Flight Surgeon • Naval Flight Surgeon Physician Assistant • Naval Flight Surgeon Refresher Training • Aerospace Physiology • Aerospace Experimental Psychology • Medical Service Corps Naval Aerospace Optometrists • Naval Aviation Medical Examiner • Aerospace Physiology Technician (APT)


o All courses with the exception of one are instructor led; one is a residency program. • Why is it service unique

o Our students are trained to fly; we provide enhanced clinical hands-on training; we teach in-depth mishap investigations that AMOs will perform; we have diversity in the program. Currently adding Aviation Physician Assistants to the aeromedical team of healthcare providers.

• How long is the course/training o Courses range from 33 to 166 days in length (Residency program 2-3 years).

• Number of training evolutions o Number of evolutions per year ranges from 1 to 4.

• Volume of students per class, or per year if a service o Number of students per class ranges from 4 to 36.

• Do we billet students o Students are billeted as either PCS or TAD. We do not own the barracks.

• Estimated total cost per year to support o $2,070,604.

• Result of training o Training results in either a NEC, NOBC, certificate of completion, or board eligibility.

Recommendations for Program Enhancement: NAMI incorporates all materials from the tri-annual Training Requirements Review (TRR) for continuous process improvement. Completed TRRs are integrated into the respective courses. Developing opportunities to better support curriculum development and be positioned to promptly respond to Navy aeromedical requirements.


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4. Program, course, service or training: Naval Aviation Survival Training Program (NASTP)

Describe your program. The 24 courses provide education to optimize skills in the aviation environment and in aviation survival. Other services provide similar topics, but our students receive training in aviation physiology, flight equipment, and water-survival skills. The topics are unique to Navy Medicine and include:

• Aircrew Indoctrination NASTP Training For Class 1-4 Aircraft • Aircrew Refresher NASTP Training For Class 1-4 Aircraft • Non-Aircrew NASTP Training For Class 1-4 Aircraft • Non-Aircrew Underwater Emergency Egress • USMC "Non-Aircrew" Personnel Underwater Egress Familiarization and

Orientation • Survival Swimming • Aviation Water Survival Instructor • Helicopter Aircrew Breathing Device Instructor • Supplemental Emergency Breathing Device • CBR Underwater In-Water Egress And Survival • Advanced Helicopter Underwater Egress Training • Naval Aerospace Physiology Internship • High Altitude Parachutist Physiology (HAPP) Dynamic Hypoxia Training


o All courses are instructor-led. • Why is it service unique

o Courses provide a one-stop shop by providing a combination of aviation physiology, altitude threat, flight equipment use, and water-survival training.

• How long is the course/ training o Courses range from 1 to 4 days in length with the exception of the APT and

internship program, which are 1-2 years. • Number of training evolutions

o Courses are taught at eight sites throughout the Continental US (CONUS); many are provided on an as-needed basis; number of evolutions per year varies.

• Volume of students per class, or per year if a service o Number of students per class ranges from 18 to 40. o Average 17,000 students per year.

• Do we billet students o Majority of students are local, some TAD.

• Estimated total cost per year to support o No costing model exists at this time.


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• Result of training o Training results in a certificate of completion. Without currency in NASTP training,

aviators are restricted from flying.

Recommendations for Program Enhancement: Implement enhanced simulator training in Aviation Physiology modules. Working in conjunction with industry, investigate and leverage current and developmental technology to provide enhanced NASTP training that is safe, relevant and effective.

Non-Unique/Interoperable Programs, Services, Courses and/or Training High cost, low volume, unfunded, or otherwise at risk programs that provide services also offered by other military or non-military organizations.

1. Program, course, service or training: Expeditionary Medicine Training Courses

Describe your program. NEMTI provides similar courses in content to those taught by the Army, Air Force, and some Medical Treatment Facilities (MTFs).

• Expeditionary Medical Unit Training (EMUT) is a 7-day course focused on unit cohesion and team building, while concentrating on the Clinical Practice Guidelines set forth from CENTCOM, BUMED and US Fleet Forces. Individuals deploy to Role II and III settings.

• Expeditionary Medical Facility (EMF) Training is currently under revision with the reestablishment of the Navy Training Systems Plan (NTSP). Current program includes the organization, assembly, and disassembly.

• NAVMED Tactical Combat Casualty Care Provider Training (TCCC-S), per the newly published BUMED instruction 1510.25. Program enhances operational readiness throughout the BSO-18.

• Navy Trauma Training Center Program (NTTC) provides didactic and clinical trauma exposure that enhances personal and team knowledge and skills. Training schedule includes clinical shifts, formal didactics, case discussions, simulator training, and cadaver dissection labs.



o NEMTI and NTTC provide valuable, timely readiness training and critically unique operational training for Navy, Marine Corps, Joint partners and Coalition members.

• How long is the course/ training o Courses range from 3-21 days in length.

• Number of training evolutions o Number of evolutions per year ranges from 2 to 11.

• Volume of students per class, or per year if a service o Number of students per class ranges from 24 to 250.

• Do we billet students o Orsini Apartment Complex has been contracted for billeting utilization during NTTC.

• Result of training o Training results in certificate of completion.


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Recommendations for Program Enhancement: • Finalized EMF NTSP, Required Operational Capabilities and Projected Operational

Environment (ROC-POE), move toward new Operational Readiness Environment (ORE) with BUMED

• Finalized EMF (ROC-POE) • Deliberate/enduring coordination between BUMED and NECC on EMF training • Deliberate/enduring financial/procurement practices for EMF equipment sustainment between

BUMED and Navy Expeditionary Medical Support Command (NEMSCOM) • Fully developed Training Allowance (TA) for Civil Engineering Support Equipment (CESE) for

EMF training

2. Program, course, service or training: Special Operations Medicine Training

These five courses: • Fleet Marine Force Reconnaissance Technician (SOCM) • Special Operations Independent Duty Corpsman (ADSOCM) • Special Operations Technician (SOCM) • Refresher Training For Special Operations Forces Medical Skills (SOFMSSP) • Fleet Marine Force Reconnaissance Independent Duty Corpsmen (ADSOCM) are taught

at Fort Bragg, NC. The curriculum is owned by the Army. We provide SME and instructor support.

What type of program is it

o All courses are instructor-led • How long is the course/training

o Courses range from 12 to 250 days in length • Number of training evolutions (if applicable)



o Students are PCS and TAD • Estimated total cost per year to support

o No costing model exists at this time • Result of training

o Training results in either a NEC or a certificate of completion • Other primary attributes.

o Direct impact of the joint training has been the phenomenal survivability of battlefield injuries.

Recommendations for Program’s Future: NSW may move students and or instructors toward their local supported shorter course if certified in near future.


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3. Program, course, service or training: Healthcare Support Training Courses

These 3 courses are similar in content to those taught by the Army, Air Force, and many civilian-learning institutions.

• Drug and Alcohol Abuse Counselor course • Advanced Dental Assistant course • Physician Assistant Phase 2

What type of program is it

o The Advanced Dental Assistant and Drug and Alcohol Abuse Counselor courses are instructor led. Phase 2 of the Physician Assistant course is clinical rotations.

• How long is the course/training o Courses range from 72 to 383 days in length

• Number of training evolutions o Number of evolutions per year ranges from 1 to 6

• Volume of students per class, or per year if a service o Number of students per class ranges from 20 to 32

• Do we billet students o ADAP students are billeted. Other students are PCS.

• Estimated total cost per year to support o $1,138,076.

• Result of training o Training results in either a NEC or eligibility for civilian licensure.

Could the program be provided by someone else? Yes; these courses are already being taught by the Army, Air Force, and many civilian learning institutions. What would be the impact if the program was provided by someone else? No impacts have been identified at this time. Recommendations for Program’s Future: Recommendations would include following the course’s development and revision process. If a course will be outsourced, a Front End Analysis (FEA) and a Business Case Analysis (BCA) will have to be conducted.


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Partnerships • NAMI uses Aeromedical Electronic Resource Office (AERO), a web-based DoD system used

jointly by the U.S. Army, Coast Guard, and Navy. NAMI has adapted the system to meet Navy Medicine Aeromedical standards.

• NAMI is responsible for the maintenance, administration, and development of the Aviation Selection Test Battery (ASTB). This is used by the U.S. Navy, Marine Corps, and Coast Guard to select candidates for pilot and flight officer training programs. Portions of the test are also used by the Navy for selection into Officer Candidate School (OCS) for various officer communities.

• NSOMI is working to establish a joint credentialing process with Womack Army Medical Center in Fort Bragg, NC, to provide NSOMI IDCs necessary skills sustainment while assigned at the remote geographic location.

• NAMI organizes, orchestrates, and facilitates the United States Naval Aeromedical Conference (USNAC) annually. This conference provides participants a robust opportunity to acquire the latest information regarding aerospace medicine, learn about emerging technologies, discuss leadership challenges facing aircraft carriers and the air wing, exchange lessons learned, and develop courses of action to improve aeromedical support to the fleet, Fleet Marine Force, and joint warfighters.

• As lead for the Aeromedical Advisory Board, NAMI orchestrates subject matter experts to establish Navy and Marine Corps medical standards for Unmanned Aerial Vehicle operator. In partnership with ONR, Naval Medical Research Unit Dayton, Air Force Personnel Center, The USAF 711 Human Performance Wing and academic partners of Georgia Tech, NAMI is incorporating the standards into the Aviation Selection Test Battery (ASTB-e) offering screening for Navy, Marine Corps, Coast Guard, Army, and Air Force candidates and projects cost avoidance of $42 million per year.

• As the Department of Defense’s sole subject matter expert on Test and Evaluation of flight equipment in an aquatic environment, NSTI provided test and evaluation services to the Army, Navy and Air Force, making critical design improvement recommendations that will enhance warfighter performance and safety.

• NAMI is constructing the first ever Unmanned Aerial Vehicle (UAV) selection criteria in support of the Naval Aviation Enterprise.

• NAMI Residency in Aerospace Medicine and Occupational Medicine in partnership with the Army. Dissolving June 2017

• NAMI Air Force- Navy physician at Wright Patterson AF Base in Dayton, OH, AF physician at NAMI. Currently gapped but with expectation to be filled this summer.


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Facility Projects Current, Funded Projects

Type of Project Location Start Date

Completion Date Status

BLDG 3957, RM415-13 Restore Building Systems

ASTC Cherry Point,

NC

SEPT 2014 DEC 2017

FY14 SRM Project Design

Build


ASTC Cherry Point,

NC

SEPT 2014 DEC 2017


Build

NF416-13 Construct Server Room

NEMTI San Diego, CA

SEPT 2014 NOV 2016


Build

NF016-12 Construct AT/FP Parking Lot

NEMTI San Diego, CA

SEPT 2014 NOV 2016


Build

BLDG 63235, NF015-12 Restore/Expand Metal Structure

NEMTI San Diego, CA

SEPT 2014 NOV 2016


Build

NF417-13 Construct Restroom Facilities

NEMTI San Diego, CA

SEPT 2014 NOV 2016


Build

NF418-13 Construct Student Command Post

NEMTI San Diego, CA

SEPT 2014 NOV 2016


Build NF419-13

Construct FATS Simulator Building

NEMTI, San Diego, CA

SEPT 2014 NOV 2016


Build


NUMI, Groton, CT

SEPT 2014 MAR 2018

FY14 SRM Project Design,

Build


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Projects Funded, But Not Started


Type of Project

Location

N/A N/A N/A

Projects Accepted, But Not Funded


Type of Project

Location

N/A N/A N/A


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Projected Facility Issues and/or Concerns Impacting Mission

NMOTC has addressed numerous issues and deficiencies for its facilities within the past 6 years with 33 Sustainment, Restoration, and Modernization (SRM) projects. NMOTC has 9 SRM projects under construction at this time. Local projects are being addressed through the Maintenance Action Plan (MAP).


Product Line Officers Enlisted Civilians Contractors Total


Administration 2 2 7 7 8 8 15 15 32 32 Resources 2 2 8 8 9 9 0 0 19 19 Training 2 2 4 4 5 5 0 0 11 11

Command Suite 2 2 2 2 6 6 0 0 10 10 REMC RPOW 1 1 2 2 2 2 1 1 6 6 Detachments 93 93 353 353 77.3 83.3 8 9 531.3 538.3

Total 102 102 376 376 107.3 113.3 24 25 609.3 616.3

Summary of significant changes and impact that occurred in FY16 (as supported by BCRs).

Two AERO MED TECH/INST billets and three additional SAR MED TECH/INST billets were transferred from Fort Rucker and NMETLC in support of the Navy Flight Medic Course that had previously been conducted at Fort Rucker but moved under the purview of Naval Aerospace Medical Institute (NAMI). Establishment of a Flight Physician Assistant billet at NAMI. Summary of projected changes and impact that may occur in FY17.

None planned at this time.


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0751A

NAVY MEDICINE OPERATIONAL TRAINING

CENTER (NMOTC) 9 9 23 23 30 30 16 16 78 78

32399

NMOTC DET NAVAL AEROSPACE MEDICINE

INSTITUTE (NAMI) 24 24 45 45 17.3 19.3 2 2 88.3 90.3

31380

NMOTC DET SURFACE WARFARE MEDICAL INSTITUTE (SWMI) 15 15 51 51 11 13 3 4 80 83

39965

NMOTC DET NAVAL SPECIAL OPERATIONS MEDICAL

INSTITUTE (NSOMI) 1 1 18 18 1 1 1 1 21 21

35977

NMOTC DET NAVAL UNDERSEA MEDICAL

INSTITUTE (NUMI) 8 8 15 15 3 4 1 1 27 28

46488

NMOTC DET NAVAL EXPEDITIONARY MEDICAL

TRAINING INSTITUTE (NEMTI) 6 6 42 42 4 4 1 1 53 53

4397A NMOTCE DET NAVAL TRAUMA

TRAINING CENTER (NTTC) 9 9 2 2 1 1 0 0 12 12

39677 NMOTC DET NAVAL SURVIVAL

TRAINING INSTITUTE (NSTI) 4 4 8 8 4 4 0 0 16 16

50255

NMOTC DET NSTI AVIATION SURVIVAL TRAINING CENTER

(ASTC) PENSACOLA FL 4 4 54 54 8 8 0 0 66 66

39678 NMOTC DET NSTI ASTC

NORFOLK VA 3 3 20 20 3 3 0 0 26 26

39679 NMOTCE DET NSTI ASTC PAX

RIVER MD 4 4 12 12 5 5 0 0 21 21

39680 NMOTC DET NSTI ASTC CH

POINT NC 2 2 13 13 3 3 0 0 18 18


JACKSONVILLE 3 3 18 18 2 3 0 0 23 24


LEMOORE CA 2 2 13 13 4 4 0 0 19 19


MIRAMAR CA 4 4 22 22 6 6 0 0 32 32


WHIDBEY ISL 2 2 13 13 5 5 0 0 20 20

32032 NMOTC DET NAMI WRIGHT

PATTERSON AFB 1 1 0 0 0 0 0 0 1 1

32033 NMOTC DET NAMI FT

RUCKER AL 1 1 0 0 0 0 0 0 1 1 50490 NMOTC DET SWMI EAST 0 0 3 3 0 0 0 0 3 3

45588 NMOTC DET NSTI FAILSAFE

EAST 0 0 2 2 0 0 0 0 2 2

45894 NMOTC DET NSTI FAILSAFE

WEST 0 0 2 2 0 0 0 0 2 2 Total 102 102 376 376 107.3 113.3 24 25 609.3 616.3


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Personnel Type

Highest Level of Education Master Trainer Specialists Associate Degree Bachelor’s Degree Master’s Degree Doctoral Degree


Officers 0 TBD 14 TBD 43 TBD 43 TBD 9 TBD Enlisted 28 TBD 25 TBD 2 TBD 0 TBD 85 TBD Civilians 4 TBD 10 TBD 7 TBD 3 TBD 15 TBD

Contractors 1 TBD 4 TBD 1 TBD 0 TBD N/A TBD Total 33 TBD 53 TBD 53 TBD 46 TBD 110 TBD

Resources

Operational Medicine and Aviation Survival Training Overview

• 8 Council on Occupational Education (COE) accredited courses o NAMI - Aerospace Medicine Technician & Aviation Physiology Technician o NUMI - Submarine IDC & Radiation Health Technician o SWMI - Advanced Dental Assistant Program, Surface IDC, Deep Sea Diving IDC and

Navy Drug and Alcohol Counseling School • 1 program accredited by the Accreditation Council on Graduate Medical Education (ACGME),

the Aerospace Medicine Residency Program at NAMI • 21 “C” school courses • 18 “D” school courses • 1 “E” school course • 22 “F” school courses • 2 Additional Qualification Designator (AQD) producing courses

o UMO and NTTC • 6 Navy Officer Billet Classification (NOBC) courses • 11 Navy Enlisted Classification (NEC) courses • 24 of 62 courses considered high risk training

Allocation FY15 Execution FY16 Plan FY16 Execution (as of 02Sept16)


Bag 1 $660,471 $218,000 $10,236 $20,000 Bag 2 N/A N/A N/A N/A Bag 3 $2,714,876 $2,681,000 $2,600,010 $4,352,000 Bag 4 $4,249,335 $4,062,000 $3,302,860 $3,995,000 Bag 5 N/A N/A N/A N/A Bag 6 $13,548,002 $10,932,000 $9,125,201 $11,893,000 Bag 7 $10,767,414 $11,015,000 $6,280,792 $11,381,000

Total $31,940,098 $28,908,000 $21,319,099 $31,641,000


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Course Catalog

CIN Course Long Title Target Audience TRR Date Highest Level of Survey Conducted

B-300-0001 Submarine Force Independent Duty Corpsman

Rate: HM 8402 NEC Paygrade: E-5 through E-7

March 2015 Level 3

B-300-0005 Submarine Force Independent Duty Corpsman (Alternative Training Pipeline)

HM- 8402 NEC March 2015 Level 3

B-300-0030 Refresher Training For Undersea Independent Duty Corpsman

HM-8402 or 8494 NEC

March 2015 Level 3

B-322-0010 Radiation Health Technician Rate: HM 8407 NEC Paygrade: E-3 through E-6

April 2015 Level 3

B-5A-1050 Radiation Health Indoctrination Medical Corps (MC), Nurse Corps (NC), HM

April 2015 Level 3

B-6H-0020 Radiation Health Officer Medical Service Corps (MSC) Officer, Radiation Health Specialist or Radiation Health Officer

April 2015 Level 3

B-6A-2200 Undersea Medical Officer Physicians (NOBC 0090) who will provide medical services to underwater activities

April 2015 Level 3

B-300-0019 Surface Force Independent Duty Corpsman


March 2015 Level 3

B-300-0033 Refresher Training For Surface Force Independent Duty Corpsmen

HM March 2015 Level 3

B-300-0022 Deep Sea Diving Independent Duty Corpsman


March 2015 Level 3


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B-300-1000 Surface Force Medical Indoctrination

HM RATE (E-1 through E-8) assigned to shipboard duty for the first time

March 2015 Level 1

B-6A-1000 Commander Amphibious Task Force Surgeon

MC (21XX), O-4 or above with operational experience and eligible for amphibious forces assignment

August 2015 Level 1

B-6A-2300 Surface Warfare Officer Medical Department Head Course

MC Officers ordered to the surface community for duty

August 2015 Level 1

B-6A-2301 Surface Warfare Medical Department Officer Indoctrination Course

MC, MSC, and NC Officers with assignments aboard ship

August 2015 Level 1

B-6I-2311

Medical Regulating E-1 through O-6 August 2015 Level 1

B-6A-2000 Casualty Receiving and Treatment Ship and Medical Augmentation Program Training

E-1 through O-6 prior to deployment

August 2015 Level 1

B-302-0001 Drug and Alcohol Abuse Counselor


June 2015 Level 1

B-330-1011 Advanced Dental Assistant Rate: HM 8702 NEC Paygrade: E-3 through E-5

April 2016 Level 1

B-300-0032 Physician’s Assistant Trainee Phase 2

Rate: HM Clinical Only no Didactic

Level 1

B-6C-3000 Dental Operational Forces Management Training (DOFMT)

Dental Corps Officers


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B-300-0017 Aerospace Medicine Technician Rate: HM 8406 NEC Paygrade: E-1 through E-5

July 2014 Level 3

B-6A-2100 Aerospace Medicine Flight Surgeon

MC Officers July 2014 Level 3

B-6A-2102 Naval Flight Surgeon Refresher Training

Flight surgeons returning to operational flight surgeon billets

July 2014 Level 1

B-6H-1300 Aerospace Physiology MSC Officers with professional and physical qualifications

July 2014 Level 3

B-6H-1400 Aerospace Experimental Psychology

MSC Officers with professional and physical qualifications

July 2014 Level 3

B-6H-1401 Medical Service Corps Naval Aerospace Optometrist

MSC Officers with professional and physical qualifications

July 2014 Level 3

B-6A-2103 Naval Aviation Medical Examiner

MC Officers July 2014 Level 3

B-6H-3031 Naval Aviation Physician Assistant

PAs New Course July 2019

Level 1

B-305-1000 Flight Medic Course HM New Course July 2019

Level 1

B-6E-1000 Joint Enroute Care Course Navy Corpsman (HM-8404), Navy Nurse (NOBC 1945 or 1960) and Navy Physicians

Currently ITRO Owned

Level 1


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B-300-2424 Expeditionary Medical Unit Training (EMUT)

MC, NC, MSC Officers; Enlisted ratings HM, Yeoman (YN), Logistics Specialists(LS), Information Systems Technician (IT), and Master-at-arms(MA) ratings

Undergoing NTSP Rewrite

Level 1

B-300-4010 NAVMED Tactical Combat Casualty Care Provider Training (TCCC-S)

Rate: HM Paygrade: E-1 through E-9

CoTCCC Owned

Level 1

B-300-4000 NAVMED Tactical Combat Casualty Care, Train The Trainer (TCCC-T)

Rate: HM Paygrade: E-5 through E-9

CoTCCC Owned

Level 1

B-6A-1013 Navy Trauma Training Center Program (NTTC)

Medical Department personnel (MC, NC, PA/MSC, HM) assigned to a deployable team

August 2013 Level 1

B-TBD EMF Training B-300-0011 Fleet Marine Force

Reconnaissance Technician (SOCM)

Rate: HM or DT Paygrade: E-3 through E-5

Army Owned Level 1

B-300-0111 Refresher Training For Special Operations Forces Medical Skills (SOFMSSP)

HM- 8403, 8427, 8491, and 8492 NEC

Army Owned Level 1

B-300-2413 Fleet Marine Force Reconnaissance Independent Duty Corpsman (ADSOCM)

Rate: HM 8403 Paygrade: E-5 through E-7

Army Owned Level 1

B-305-0011 Aerospace Physiology Technician Phase 1


February 2016

Level 3

B-9E-1231 Aircrew Indoctrination NASTP Training For Class 1 Aircraft

Officer and enlisted aircrew

NAVAIR is CCA

Level 1

B-570-0101 Aviation Water Survival Instructor

Prospective Naval Aviation Water Survival Instructors

NAVAIR is CCA

Level 1


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B-9E-1239 Helicopter Aircrew Breathing Device Instructor

Officer instructors NAVAIR is CCA

Level 1

B-012-1010 Centrifuge-Based Flight Environment Training (G-Tolerance)

Naval Aviator, Naval Flight Officer, Naval Flight Surgeon, Naval Aerospace Physiologist or Naval Aerospace Experimental Psychologist

NAVAIR is CCA

Level 1



NAVAIR is CCA

Level 1



NAVAIR is CCA

Level 1



NAVAIR is CCA

Level 1

B-9E-2441 Aircrew Refresher NASTP Training For Class 1 Aircraft

Officer pilots NAVAIR is CCA

Level 1



Level 1



Level 1



Level 1

B-4N-0102 Non-Aircrew NASTP Training For Class 1 Aircraft

Officer and enlisted non-aircrew

NAVAIR is CCA

Level 1

B-9B-0010 Non-Aircrew NASTP Training For Class 2 Aircraft


NAVAIR is CCA

Level 1



NAVAIR is CCA

Level 1



NAVAIR is CCA

Level 1

B-9E-1234 Non-Aircrew Underwater Emergency Egress

Air crewmen and passengers who would benefit from underwater egress training

NAVAIR is CCA

Level 1


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B-322-0101 USMC "Non-Aircrew" Personnel Underwater Egress Familiarization/ Orientation

USMC non-aircrew personnel

NAVAIR is CCA

Level 1

B-9E-1233 Survival Swimming Student who is enrolled in one of the Naval Aviation Water Survival Training Program (NAWSTP) courses

NAVAIR is CCA

Level 1

B-9E-1232 Supplemental Emergency Breathing Device

Officer instructors NAVAIR is CCA

Level 1

B-9E-1235 CBR Underwater In-Water Egress And Survival

Aircrew personnel equipped with CBR protective masks

NAVAIR is CCA

Level 1

B-322-0102 Advanced Helicopter Underwater Egress Training

USN aircrew passengers, USMC reconnaissance troops, U.S. Army Rangers, USN spec war troops and Special Boat Unit personnel

NAVAIR is CCA

Level 1

B-6H-1301 Naval Aerospace Physiology Internship

MSC Naval Aerospace Physiologists

Internship Level 1

B-322-0048 High Altitude Parachutist Physiology (HAPP)

Enlisted personnel NAVAIR is CCA

Level 1

B-9E-1244 Dynamic Hypoxia Training Officer and enlisted aircrew

NAVAIR is CCA

Level 1


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Command Level Performance Metrics

PRODUCT LINE OR SERVICE

METRIC TITLE

METRIC PARAMETERS (NUMERATOR/

DENOMINATOR)

TARGET (GOAL)

GOAL/ TREND

FY16

CURRENT STATUS (R,Y,G)

FY17 CONTINUE

(Y OR N)

NSTI Graduation Rate

Total % NSTI students graduated

Graduation sum/enrollment sum

100% 99%

Y

Non-NSTI Graduation Rate

Total % non-NSTI students graduated

Graduation sum/enrollment sum

100% 87%

Y

Under Instruction

Total % of NMOTC students under instruction

Average on board under instruction sum/average on board sum

100% 97%

Y

Products and Services Operational Medicine and Aviation Survival Training is the primary mission of NMOTC. The following services and products are provided in addition to training: NMOTC Headquarters • Administration, Academic and Resource Management for six detachments • Operational Medicine Short Course Coordination

o Combat Casualty Care Course (C4). Course Owner: Army - Defense Medical Readiness Training Institute (DMRTI), San Antonio, TX. Intended audience: Medical Corp (MC), Nurse Corp (NC), Dental Corp (DC), and Medical Service Corp (MSC)-PA’s officers. Funding Source: NMOTC.

o Field Management of Chemical and Biological Casualties Course (FMCBC). Course Owner: Army - US Army Medical Research Institute of Chemical Defense (USAMRICD). Intended audience: Primarily for enlisted medical personnel (first responders). Officers (medical providers), EOD Instructors, and SOCOM personnel also request seats in the course. Funding Source: Unit Funded – NMOTC funded until the end of FY12

o Medical Management of Chemical and Biological Casualties Course (MMCBC). Course Owner: Army - US Army Medical Research Institute of Chemical Defense (USAMRICD) and US Army Medical Research Institute of Infectious Diseases (USAMRIID). Intended audience: Primarily for officers (medical providers and EOD Instructors). Enlisted medical personnel requesting seats in the class include: IDC Corpsmen, EOD Instructors, and SOCOM personnel. Residents from WRNMMC and USUHS also attend the course. NAMI also sends a group of


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RAMS to the course (normally, one group per year). Funding Source: Unit Funded / The RAMS are funded by NMOTC – NMOTC funded all of the Navy personnel until the end of FY12.

o Cold Weather Medicine Course (CWM). Course Owner: Marines - Mountain Warfare Training Center (MWTC), Bridgeport, CA. Intended audience: Medical personnel (primarily Corpsmen) assigned to Fleet Marine Force commands. Medical Providers (MC, NC, & MSC-PA’s) also attend the course. Funding Source: Unit Funded – NMOTC funded all Navy ‘medical’ personnel until the end of FY12.

o Mountain Medicine Course (MMED). Course Owner: Marines - Mountain Warfare Training Center (MWTC), Bridgeport, CA. Intended audience: Medical personnel (primarily Corpsmen) assigned to Fleet Marine Force commands. Medical Providers (MC, NC, & MSC-PA’s) also attend the course. Funding Source: Unit Funded – NMOTC funded all Navy ‘medical’ personnel until the end of FY12.

• International Military Student Management Program NMOTC participates in the International Military Student Management Program. Students from around the world attend courses of instruction at various U.S. military installations in the United States. In FY16, NMOTC detachments hosted the following countries.

Command/Course Other Services Other Nationalities

SWMI Army Mexico, Singapore and Chinese Hospital Ship PEACE ARK

NEMTI-Operation Integrated Serpent British Army

Belfast

NEMTI-EMF United Kingdom Royal Army Field Hospitals (2 Units) Bristol and Belfast

NTTC US Fleet Forces Command

Israeli Defense Force United Kingdom

NAMI/Aeromedical Officers Germany, France, Israel, Canada, Saudi Arabia, Norway and the Netherlands.

NUMI Singapore, Korea

NSTI France, Germany, Norway, Netherlands, Israel, Japan and United Kingdom

• Robert E. Mitchell Center (REMC) for Repatriated Prisoners of War (RPOW). The Robert E. Mitchell Center (REMC) for Repatriated Prisoners of War (RPOW) provides follow up studies of repatriated prisoners of war as a result of WW-II, Korea, Vietnam, Desert Storm and Operation Iraqi Freedom (OIF). The study documents captivity-related mental and physical problems. REMC performs approximately 200 evaluations annually for members of all services and the State Department, and functions as the only longitudinal study of repatriates.

• Research NMOTC maintains a robust research program in compliance with the Department of the Navy Human Research Protections Program (DoN HRPP). This offers staff, residents and students opportunities for professional growth and leadership development. The mission of the NMOTC Research Program is to leverage the expertise of NMOTC personnel to design, conduct, and publish innovative and operationally relevant research aimed at maximizing the performance and survivability of the warfighter.


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FY17 Business Initiatives

# Initiative NAVMED and

NMETC alignment

1

Deploy standardized Tactical Combat Casualty Care program to meet BSO-18 requirement.

Readiness

2

Develop Expeditionary Medical Facility (EMF) training curriculum aligned with Naval Training Systems Plan (NTSP) and Operational Readiness Evaluation (ORE) criteria (requirement, training set acquisition, equipment life cycle).

Readiness

3 NEW Standardize the academic processes of course development, delivery and maintenance; academic review boards, testing, honor codes and administration procedures.

Readiness

4

NEW Identify and institute standardized testing software.

Readiness

5

Obtain national accreditation benchmarks for hyperbaric medicine and aeromedical clinical encounters.

Health


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Readiness Goal: We save lives wherever our forces operate – at and from the sea.

Readiness Objectives: R1 – Medical capabilities and platform readiness. R2 – Life saving capabilities through training and education programs. R3 – Robust, relevant clinical experience. Command/Action Officer Target Completion Date Objective NEMTI; CAPT Paul, LCDR Brand, R1 Readiness Objective Working Group led by CAPT Goto

30 Sept 2017 Tactical Combat Casualty Care

Readiness Initiative CONUS training sites (hospital based MTFs) ID’d and 75% of sites trained by end of FY17. Funding 1) Is the initiative currently funded? NO 2) Is there available off-set (describe)? NO NEMTI currently funded to provide onsite training. Mobile Training team costs, Mobile Assessment Team cost across NAVMED is not funded in operating budget. Significant gap in training sites equipment requires $2.7M initial sustainment costs around $800K/annually. 3) Is a UFR/POM request anticipated? YES Actions Based on collaboration session with NMETLC 27 Sept 2016: Key Tasks:

• Equipment gap analysis • PD at MPF (11) • Set site criteria • MTT 4 sites • Consumable purchase order for classes • Get R2 to deploy consumable/med equipment purchase • Prep PD’s & network • HMA program • Reserve AFFil • Reserve equipment • UFR program FY18 through NMOTC budget • POM across FY DP • TCCC TR the TR

Lead Entity & Coordination Requirements: NETMI/LCDR Brand Risks, Issues, & Dependencies: POM FY 17-18 Money


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Push forward with east and west coast official training sites. Champion the standardized training equipment for MTFs. Continue phase 2 training plan. Affiliate the MTFs and launch the Mobile Assessment Team to monitor quality of training. Collect, monitor and report enterprise compliance data. By end of FY16, have an approved TCCC execution plan, to include funding and approved BUMED instruction. Metric Establish baseline MEDIG MTF inspection results for past 2 years. Collect and monitor instructor/student critiques. Trend Mobile Assessment results. Track TCCC performance measures as identified. Track numbers trained both courses across the enterprise. Current Status Objective efforts began January of calendar year 2015. BSO 18 survey conducted confirming TCCC training was not standardized across the enterprise. Program Management admin guide developed and disseminated. Mobile Training Team launched. Phase 1 training plan completed.

Command/Action Officer Target Completion Date Objective NEMTI; CAPT Paul, LCDR Brand 30 Sept 2017 EMF training

Readiness Initiative Develop Expeditionary Medical Facility (EMF) training curriculum aligned with Naval Training Systems Plan (NTSP) and Operational Readiness Evaluation (ORE) criteria Funding 1) Is the initiative currently funded? Partially 2) Is there available off-set (describe)? NO 3) Is a UFR/POM request anticipated? YES Basic costs for NEMTI training is identified in OPTAR base. However costs for critical equipment and supporting consumables to execute training is not funded due to lack of requirement. Magnitude of cost to be determined in the curriculum development phase. UFR estimate forwarded to address NEMTI critical equipment to meet training requirement $9.3M (FY17) Currently minimally funded. Actions Develop implementation plan to execute training during FY17, identifying limiting factors (resource gaps and risk of unmitigated gaps) to inform resource requirements for M9 to prepare POM. Metric Validated training requirement with completed and executable NTSP and ORE assessments.

Current Status Based on EMF Collaboration session with NMETLC 27 September 2016. Goal: 2 EMFs to NEMTI by the end of FY17. The initiative will produce IO and EMF training which will lead to the platform meeting R1 requirements. Key Tasks:


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• I/O product • ORE as a testable objective • Event – develop academic structure (kick team) NMETLC Academics • Develop training events (academia) • Explore use of reserves for course development • EMF UFR FY17 & 18 $7M • EMF POM FY19-23 – construction $3M, medical $7M • EMU POM FY 19-23 • Modified training set (10 bed) • EMF assist team (identify roles) • ID limiting factors

Lead Entity & Coordination Requirements: NEMTI/CAPT Paul Risks, Issues, & Dependencies:

• Equipment • Money • Time • Academic Process • RC Support

Command/Action Officer Target Completion Date Objective Director of Training (DOT) 31 DEC 18 Academic

Standardization Readiness Initiative Standardize schoolhouse and curriculum management functions to the maximum extent possible amongst the NMOTC detachments by 31 Dec 2018. Funding 1) Is the initiative currently funded? TBD 2) Is there available off-set (describe)? TBD 3) Is a UFR/POM request anticipated? TBD Actions Projects planned: Academic Organizational Structure, Testing Plans/Test Administrator’s Guide, Testing Software (see initiative below), Academic Command Inspection checklists, Implement Training quality Indicators, Student Critiques level 1, Instructor Pre, Cert, Qual, Eval, In-Service Training, Central Repository of Training Management Documents (eCampus) m Course Audit Trails/Master Records, Staff Record Keeping, Master Schedule of Course on the Intranet. For details and timelines refer to project plan. Metric Compliance with command inspection checklists for: Academic Programs Examination Handling Academic Review Boards (ARB)


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Current Status NMOTC Annual Leadership Planning 28 Sept: Leadership identified priority development for training quality indicators: Academic Review Board, Student Critiques, Test and Test Item Analysis.

Command/Action Officer Target Completion Date Objective NMOTC Janet Reeves, IT Team Sept 2017 Testing Software

Readiness Initiative Identify a standardized testing software product that meets the needs and expectations of NMOTC schoolhouses by September 30, 2017. Funding 1) Is the initiative currently funded? 2) Is there available off-set (describe)? 3) Is a UFR/POM request anticipated? Actions NMOTC Annual Leadership Planning event collaboration session with NMETLC 27 Sept 2016 resulted in a plan forward. Metric TBD

Current Status 1. Establish system requirements for each schoolhouse. 2. Investigate software options that meet DOD/DISA cyber security and unique requirements. 3. In the meantime, Question Mark scheduled for application upgrade late spring, early summer.

Health Goal: We will provide the best care our nation can offer to Sailors, Marines, and their families to keep them healthy, ready, and on the job.

Command/Action Officer Target Completion Date Objective NAMI; CAPT Lavan, CDR Almond, Medical Executive Cmte, Clinical Excellence Working Group

30 Sept 2017 Quality Benchmark

Readiness Initiative Obtain national accreditation benchmarks for hyperbaric medicine and aeromedical clinical encounters Funding 1) Is the initiative currently funded? YES 2) Is there available off-set (describe)? NA


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3) Is a UFR/POM request anticipated? NO

Actions Jun 2016 Clinical Excellence Working Group (CEWG) charter signed by NMOTC CO. CEWG coordinating efforts, operating procedures, policies among hyperbaric medicine and aeromedical examinations to achieve best effort and success with two accreditations. In addition, CEWG shares with a third clinical areas of the Robert E. Mitchell Center to ensure quality standards are shared practices. Metric Accreditation and recognition achievement provides qualitative and quantitative evidence of quality benchmark level equivalent to the Military Health System requirement to be Joint Commission accredited. Current Status Benchmarks and timelines identified. Chartered Clinical Excellence Working Group to execute initiative. UHMS and NAOHP Identified as the two benchmark accreditations that match the scope of Hyperbaric Medicine and Aeromedical Physical Examinations.

Closeout FY16 Initiatives

Initiative Title Completion Date

Status

Establish Credentialing for NSOMI IDCs

August 2016 BUMED edited. NSOMI concurred. Army approved.

Launch Flight Medic Course August 2016

NAMI is developing a new Navy Flight Medic Course (FMC) to launch in July of 2016. The new course will be seven weeks long and conducted in Pensacola, FL. NMOTC has collaborated with enlisted community managers, NMETLC, and Bureau of Medicine and Surgery (BUMED) to ensure a successful launch. The new Navy FMC graduates will serve in USN and USMC airframes, enhance fleet evacuation processes, and significantly improve mission capabilities and medical services provided to fleet.

Test pilot course successful. To provide 4-5 courses per year beginning 1 Oct 2017.

Align all courses to the NAVEDTRA 130-140 series (E2E)

February 2016 100% (34/34) HPRRs completed within timeline established. Three year review cycle established and monitored.


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Launch command eCampus and eLibrary project

June 2016 NMOTC has undertaken an eCampus and eLibrary initiative. This is a cross collaborative effort between directorates and detachments to provide state-of-the-art delivery of medical training to NMOTC staff and students in line with collegiate level standards to create an integrated learning system. NMOTC strives to continuously utilize and leverage technologically advanced operational training methodologies. The eCampus and eLibrary systems are designed to be employed as integrated parts of the academic process across the entire NMOTC enterprise. The eCampus and eLibrary system was launched in November of 2015, and is expected to create a long-term cost savings by providing electronic course resources. This enables students to access information as needed, anytime, and anywhere. Over 200 registered users, over 8000 page views monthly, over 600 unique visitors.

Identify future state of IDC curriculum.

October 2016 Directed to align Common Medical Core curriculum for Surface and Submarine IDC programs 2014. The two schoolhouses identified relevant topics and agreed upon hours for the respective Surface, Submarine, and Dive IDC programs. NMETLC distributed an Integrated Master Plan (IMP) & Integrated Master Schedule (IMS) to manage the IDC curriculum development projects. SWMI and NUMI are working to identify the future state of the Independent Duty Corpsman (IDC) curriculum to standardize training in common medical core topics for the surface and submarine programs. This will result in a more consistently trained IDC. The two schoolhouses have identified relevant topics and agreed upon hours for the respective programs. April 2016: JDTA performed DEC 2015. Awaiting guidance from NMETLC for further action. Continue to align curriculum with SWMI.


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September 2016: IDC collaboration session with NMETLC 27 September identified final few steps for closure. Produce a point paper for CCMM. Formalize SOP into NMOTCINST. JDTA back from BUMED mid Oct. Actions tracked by DOT.

Validate training requirements and solidify sponsor commitment.

Embedded into daily business

This is being accomplished via the End 2 End process through HPRR and JDTA validation. NMOTC courses are on a 3 year HPRR (now TRR) cycle. 28 HPRRs completed since August 2013. Future HPRRs (TRRs) will be FMC, NEMTI (3) courses pending NTSP, and HSAP CRTS. NMETLC owns the JDTA process. DOT tracks action status. Reports monthly to triad.

Leverage the latest technology to enhance quality of training.

Embedded into daily business

NMOTC is embracing new technologies such as tablets to replace textbooks and the integrated use of MilSuite into programs to enhance learning and resource sharing. An academic pilot is in progress studying the use of tablets in the classrooms of several of the NMOTC schoolhouses. NSTI is using Turning Point Technology which integrates with current Microsoft PowerPoint briefs and allows the students the ability to participate in the discussion rather than simply listen. Turning Point Dashboards offer instant management of polling participants, course content, briefing sessions and training reports. Each ASTC is creating Turning Point files for sharing in every didactic module. NSTI uses student touch pads to simulate Combat Survivor/Evader Locator (CSEL) radio training. The touch pad allows each student to interact with all CSEL radio functions without the use of the actual radio, at a fraction of the cost. NAMI has leveraged technology to reduce the aeromedical physicals backlog from over 6,000 to essentially zero, improving responsiveness to the Naval Aviation Enterprise. NMOTC is working with the NMETLC Simulation Committee to implement simulation training into applicable courses,


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directly supporting Navy Medicine’s readiness objective by leveraging technology and increasing responsiveness to the evolving needs of medical operations. This also supports the readiness objective by optimizing the use of medical informatics, technology, and tele-health. Navy’s Medical Modeling and Simulation Training NMAST, NMETLC Simulation Cmte, NMOTC Technology Strategy Board synchronization 27 September 2016, SATX.

The Way Forward NMOTC will move to the next phase of implementing the Navy education and training standard school house management model processes to enhance alignment with Office of the Chief of Naval Operations (OPNAV) business and to identify areas for course improvements. Direct feedback/input received from the fleet will ensure that the training provided satisfies the requirements of the fleet.

NMOTC continues on the course of validating training requirements and obtaining resource sponsor commitment for applicable courses. This measure will solidify fleet requirements for expeditionary,


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surface, submarine, and survival training while providing fiscal sustainability and a way forward in anticipation of ever-evolving needs.

NMOTC has completed the initial stage of developing a standardized program of Tactical Combat Casualty Care (TCCC) training and delivery. Business processes are identified, an administrator’s guide developed, and anticipated operational resource costs are being formulated. Phase two will focus on developing a partnership with Navy Medicine regions in order to increase the number of TCCC trained personnel and launch the Mobile Assessment Team in order to assess the quality of training.

NMOTC will continue to maintain a robust research program in compliance with the Department of the Navy Human Research Protections Program (DoN HRPP). This offers staff and students opportunities for professional growth and leadership development.

NEMTI is working to identify funding requirements through the pending completion of a Navy Training System Plan (NTSP) for the Expeditionary Medical Facility (EMF) course. This will allow NEMTI to identify a requirement sponsor, secure resource sponsor commitment, validate the curriculum, identify set maintenance, identify a sustainment budget, and obtain a training set maintenance schedule. NAMI’s Hyperbaric Medicine Department is seeking to achieve Undersea Hyperbaric Medicine Society (UHMS) recognition during 2017. UHMS is an international organization serving more than 2,400 members from more than 50 countries. The UHMS is the primary source of scientific information for diving and hyperbaric medicine physiology worldwide.

NAMI’s Clinical Examinations Department is seeking to achieve National Association of Occupational Health Professionals (NAOHP) recognition during 2017. NAOHP is a certifying agency committed to occupational medicine by supporting provider-based occupational health programs and professionals in the achievement of the highest quality services. NAMI’s unique aeromedical specialty is closely aligned with this nationally recognized organization’s standards of excellence.

NMOTC is embracing new technologies such as tablets to replace textbooks and the integrated use of MilSuite into programs to enhance learning and resource sharing. An academic pilot is in progress studying the use of tablets in the classrooms of several of the NMOTC schoolhouses.

Emerging & Unresolved Issues

• Audit Readiness

• Contracting Authority

• Facilitating the ASTC of the Future

• Co-locating NDACS, from Pt Loma to Building #14.

• NUMI building renovations

• Re-locate and expand resources for SWMI-East.


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• Establishing COI future CB-MTFs and determining how CRTS, ERSS and EMF ISO fit into this model.

• Operational Role II surgical training (gear and simulation)


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Acronym List

A

(ABPM) American Board of Preventive Medicine

(ACGME) Accreditation Council on Graduate Medical Education

(ACR) Annual course reviews

(ADAP) Advanced Dental Assistant Program

(ADSOCM) Special Operations Independent Duty Corpsman

(APEX) Aviation Pilot Examination

(ASTB) Aviation Selection Test Battery

(AVO) Air Vehicle Operator

B

(BUMED) US Navy Bureau of Medicine and Surgery

C

(CANTRAC) Catalog of Navy Training Courses

(CBR) Chemical, Biological, Radiological

(CCA) Curriculum Control Authority

(CD&I) Capabilities Development and Integration

(CeTARS) Corporate Enterprise Training Activity Resource

(CEU) Continuing Education Units

(CIN) Course Identification Number

(COE) Council of Occupational Education

(COLPRO) Collective Protection

(CONUS) Continental US

(CORTRAMID) Career Orientation and Training for Midshipmen


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(CoTCCC) Committee on Tactical Combat Casualty Care

(CME) Continuing Medical Education

(CNATRA) Chief of Naval Air Training

D

(DET) Detachment

(DMLSS) Defense Medical Logistics Standard Support

E

(EMF) Expeditionary Medical Facilities

(EMUT) Expeditionary Medical Unit Training

(EPRC) Equipment Prioritization Review Committee

F

(FCR) Formal Course Review

(FDPMU) Forward Deployable Preventive Medicine Units

(FMC) Flight Medic Course

H

(HAPP) High Altitude Parachute Physiology

(HM) Hospital Corpsman (enlisted rating)

I

(IDC) Independent Duty Corpsman

(IMIT) Information Management Information Technology

(IT) Information Systems Technician (enlisted rating)

http://www.cnatra.navy.mil/


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(ITRO) Interservice Training Review Organization

J

(JDTA) Job Duty Task Analysis

(JROTC) Junior Reserve Officer Training Corps

L

(LCAC) Landing Craft Air Cushion

(LS) Logistics Specialist (enlisted rating)

M

(MA) Master-at-arms (enlisted rating)

(MAP) Maintenance Action Plan

(MC) Medical Corps

(MCB) Marine Corps Base

(MOU) Memorandum of Understanding

(MSC) Medical Service Corps

N

(NAMI) Naval Aerospace Medical Institute

(NASTP) Naval Aviation Survival Training Program

(NAVMED) Navy Medicine Command

(NAWSTP) Naval Aviation Water Survival Training Program

(NC) Nurse Corps

(NDACS) Navy Drug and Alcohol Counselor School

(NEC) Navy Enlisted Classification

(NEHSS) Naval Expeditionary Health Service Support


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(NEMSCOM) Navy Expeditionary Medical Support Command

(NEMTI) Naval Expeditionary Medical Training Institute

(NEPMU) Navy Environmental Preventive Medicine Unit

(NETC) Naval Education and Training Center

(NIPR) Non-Secure Internet Protocol Router

(NMSD) Naval Medical Center San Diego

(NMETLC) Navy Medicine Education, Training and Logistics Command

(NMOTC) Navy Medicine Operational Training Center

(NSOMI) Naval Special Operations Medical Institute

(NSTI) Naval Survival Training Institute

(NTSP) Navy Training System Plan

(NOBC) Navy Officer Billet Classification

(NTTC) Navy Trauma Training Center

(NUMI) Naval Undersea Medical Institute

O

(ONR) Office of Naval Research

(OPNAV) Office of the Chief of Naval Operations

P

(PAO) Public Affairs Officer

(PCS) Permanent Change of Station

(PMB) Position Management Board

(POC) Point of Contact

(POM) Program Objective Memorandum

(PXOs) Prospective Executive Officers

http://www.med.navy.mil/sites/nmcsd


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R

(REFTRA) Refresher Training

(REMC) Robert E. Mitchell Center

(ROC-POW) Required Operational Capabilities and Projected Operational Environment

(ROTC) Reserve Officers Training Corps

(RPOW) Repatriated Prisoners of War

S

(SEAHUTS) South East Asia Huts

(SEAL) Sea Air and Land

(SFIDC) Surface Force Independent Duty Corpsman

(SFMIC) Surface Force Medical Indoctrination Course (SIFT) Army Selection Instrument Flight Training

(SOCM) Special Operator Technician

(SOFMSSP) Refresher Training For Special Operations Forces Medical Skills

(SORN) Standard Organization & Regulations of the Navy

(SRM) Sustainment, Restoration, and Modernization

(S&T) Science and Technology

(SUPer) Selection of Unmanned Personnel

(SWMCC) Special Warfare Combat-Craft Crewman

(SWMI) Surface Warfare Medical Institute

T

(TCCC) Tactical Combat Casualty Care Course

(TCCC-S) Tactical Combat Casualty Care Provider Training

(TCCC-T) Tactical Combat Casualty Care, Train the Trainer

(TELECON) Telephone Conference

(TSB) Technology Strategy Board


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(TTA) Technology Transition Agreement

(TRR) Training Requirements Review

U

(UAS) Unmanned Aerial System

(UIC) Unit Identification Code

(USMC) US Marine Corps

(USSOCOM) US Special Operations Command

W

(Wi-Fi) Wireless Fidelity

Y

(YN) Yeoman (enlisted rating)

Navy Medicine Training Support Center (NMTSC)

FY17 Business Plan

Navy Medicine Training Support Center Page 2

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Table of Contents

NMTSC Enterprise: 1) Executive Summary page 3

2) Organizational Structure page 5

3) Facilities Projects page 7

4) Market Analysis, Products & Services page 8

5) FY17 Business Initiatives page 22

6) FY17 Strategic Initiatives page 25

7) Closeout FY16 Initiatives page 30

8) Command Level Performance page 30

9) Manpower/Personnel page 32

10) Resources page 34



Executive Summary

Commanding Officer: CAPT Brent M. Kelln, MSC, USN Executive Officer: CAPT Corazon D. Bayle-Cox, MSC, USN Command Master Chief: HMCM Anthony R. Guzman, USN Business Plan Contact: LCDR Kathryn L. Phillips, NC, USN

Command Mission We support the Department of Defense by developing Navy healthcare professionals for global assignments.

Command Vision We are a Command built on the strength of empowered staff who are dedicated to producing tough and resilient Sailors prepared to meet Fleet expectations. Command Philosophy Serving the needs of every Sailor, every day. Who We Are (Mission, Functions, and Tasks) Navy Medicine Training Support Center (NMTSC) San Antonio is an Echelon IV command. We provide direct Navy-specific administrative support for the training of Navy medical personnel in various Enlisted and Officer programs. NMTSC manages and supports all Navy medical training personnel, students and instructors, ensuring Navy-specific administrative requirements and sailorization is conducted. We provide Title 10 US Code for Navy personnel in San Antonio assigned to the Defense Health Agency South (DHA-South), Defense Institute for Military Operations (DIMO), Pharmacy Operations Division (POD), Army Medical Department (AMEDD), as well as medical and dental fellowship/residency programs with the Army and Air Force. Joint Collaborations (Inter-service agreements, resource sharing agreements, etc.) METC-DHA MOA - This agreement pertains to all current and future operational issues,

consolidated and collocated education and training, and any future education and training programs under the realignment of METC.

DHA MOA - This DHA MOA is an appendix to the agreement between DHA and BUMED to outline responsibilities for 10 US Code to support DHA Navy personnel in the San Antonio area and fulfill Navy requirements.

Naval Medical Research Unit San Antonio (NAMRU-SA)-NAMRU-SA receives support from and has access to the NMTSC Drug and Alcohol Program Advisor (DAPA), Urinalysis Program Coordinator (UPC), Casualty Assistance Calls Program (CACP), and Sexual Assault Prevention and Response Program (SAPR).



Naval Health Clinic Corpus Christi (NHCCC) – MOU is in place whereby NHCCC is designated as the cognizant Navy Military Treatment Facility (MTF) that provides credentialing support to NMTSC Independent Duty Corpsmen (IDC) and IDC program.

NHCCC Detachment San Antonio receives support from and has access to the NMTSC Command Urinalysis and Physical Fitness Assessment (PFA) programs.

Naval Medical Center Portsmouth (NMCP) – MOU is in place whereby NMCP provides comprehensive basic support services (e.g., DAPA, Urinalysis, SAPR, etc…) to NMTSC Navy Education and Training Element Portsmouth.

Naval Medical Center San Diego (NMCSD) – MOU is in place whereby NMCSD provides comprehensive basic support services to NMTSC Navy Education and Training Detachment San Diego.

The Way Forward In FY’17, NMTSC will continue to strive toward the highest standards in support of instructor and student quality of life. Our mission dictates that we move students efficiently through medical education and training pipelines, while providing exemplary instruction and administrative support. It is our vision to maximize the talent, experience and knowledge of our dedicated staff in order to develop Sailors and equip them with skill sets that will meet and/or exceed Fleet expectations/demands.

Our Strategic Plan focuses on readiness and taking care of our people while developing relationships with our Tri-Service partners. We will lead the way in continued alignment with our Immediate Superior in Command (ISIC) in addition to collaboration and coordination with DHA and our Sister Services.






Navy Medicine Training Support Command Structure



Facility Projects Current, Funded Projects

Type of Project Location Start Date Completion Date

Status

Security Cameras Jaenke/Fralish November 2015

November 2017

Ongoing

Projects Funded, But Not Started


Type of Project

Location

2017 Barracks Enhancement/

Life Safety Improvements

Fralish

Projects Accepted, But Not Funded


Type of Project

Location

NONE NONE

Projected Facility Issues and/or Concerns Impacting Mission

1. Project Title: Security Access Control System

Description The software/equipment for the current Ving Guard Card System is obsolete, and the only way to

lock down Fralish and Jaenke Hall is manually.

Impact if not funded If the project is not funded the command will not be able to effectively deter and prevent unauthorized access nor create safe havens for staff who may be unable to exit the building in case of an active shooter.

Recommended Course of Action Recommend improving deterrence and prevention of unauthorized access to the barracks in accordance with the Force Protection Guidance.



Market Analysis, Products, and Services

NMTSC is structured to include three directorates, (1) the Directorate for Administration (DFA), (2) Directorate for Academic Support (DFAS), and (3) Directorate for Operations (DFO).

Directorate for Administration 1. Facilities: Responsible for the maintenance and orderly operation of both Navy Barracks

(Bldg. 1475 and Bldg.1479) and Navy Medicine Training Support Center Headquarters (Bldg. 903)

on Fort Sam Houston. a. Product lines and services: Provide students with a safe and well maintained facility with 24-

hour customer service.

b. Support to staff and students.

i. Ensure residents’ living compartments are properly furnished.

ii. 100% accountability of government property at buildings 1475 and 1479.

iii. Conduct check in and check out briefs and inspections prior to residents checking in

or out.

iv. Place trouble calls to the Civil Engineering Corps regarding building discrepancies

and follow up until work orders are closed out.

v. Weekly room inspections.

vi. Issue linen to residents.

vii. Program and issue room keys to residents.

c. Personnel in department: Enlisted-23 Officer-1

d. Customers served/supported: A, C and Transit Monitoring Division students resulting in a

healthy living environment for students that is clean, well maintained, secure and

comfortable.

e. Recommendations for Department’s FY-17 Future: Purchase a Security

Access Control System to effectively deter and prevent unauthorized

access.

2. Manpower: Responsible for managing human resources for seven

geographically separate UIC’s assigned to NMTSC in support of tri-service medical

training. This is accomplished through the monthly submission of priority advertised



billets to BUMED in the Career Management System Interactive Detailing (CMS-ID),

and the rigorous screening of applicants for selection to train the future Sailors of

the Hospital Corps. We are responsible for maintaining a healthy unit strength, by

the submission of Manpower Change Requests (MCR) to BUMED to ensure the

command’s Activity Manning Document (AMD) aligns with the command’s mission.

As Navy medicine’s manpower representative during Resource Requirement

Analysis (RRA) conferences, we determine fair-share manpower requirements for

consolidated training utilizing the Interservice Training Review Organization (ITRO)

process. Additionally, the department directs and coordinates the Command

Sponsorship Program for all NMTSC personnel, to facilitate the assimilation of

Sailors and their families into new working and living environments in San Antonio,

TX. These efforts minimize the anxiety associated with a Permanent Change of

Station (PCS) move, and afford Sailors and their families the greatest opportunity

for a successful and productive tour of duty. a. Personnel in department: Enlisted-3

b. Customers served/supported: The Manpower Department resources staffing for 19

consolidated METC programs, four Officer Programs, the Defense Institute for Medical

Operations (DIMO), the Pharmaceutical Operations Directorate (POD), the Defense Health

Agency South, in addition to support and clinical staff located across the country. Our efforts

ensure a fully qualified and diverse instructor cadre are selected to train the future of the

Hospital Corps to serve in all theaters and platforms demanded by the MTF’s, ships, and the

Fleet Marine Force. FY-16 Retention Excellence Award.

c. Recommendations for Department’s FY-17 Future: The Manpower Department in

conjunction with Director for Academics will need to establish an effective plan to recruit

qualified and highly-motivated instructors to meet the instructor requirements of the METC.

3. Pay and Personnel: Liaise with Personnel Support Detachment for requirements related to

the receipt, transfer, or separation of enlisted and officer personnel. Perform student control

functions responsible for maintaining 24/7 accountability of all students to include officers and

enlisted service members attached to NMTSC. The Education Service Office is responsible for the

procurement, preparation, and administration of Navy Wide Advancement Examinations and serves



as the primary Navy Wide Advancement Examination test administrator and Test material custodian

in accordance with current Navy Policies and directives for Navy Medicine Training Support Center

(NMTSC), DHA South, Naval Hospital Corpus Christi Detachment and 6 NMTSC subordinate Unit

Identification Codes.

a. Personnel in department: Enlisted: 15 b. Customers served/supported? DHA south, NHCC Det, NMTSC Staff, and

students resulting in timely submission of gains, transfers, retirements, and

separations to ensure all pay entitlements are correctly processed. Also, the

department accounts for all Accounting Classification Codes (ACC) changes

within the command to ensure members receive correct entitlements.

c. Recommendations for Department’s FY-17 Future: Send personnel to advancement rating

school to continue providing high-quality customer service and review manning

requirements in regards to increasing Navy Personnel Specialist.

4. Command Master-At-Arms: Responsible for incident investigation; evidence collection;

conducting Command authorized room inspections; coordinating Military Working Dog sweeps;

camera surveillance/monitoring; assisting with Disciplinary Review Boards, Executive Officer

Inquiry, Non-Judicial Punishment; and monitoring/supporting restricted personnel. The office also

works with other entities to include Navy Criminal Investigative Service, Base Police, and San

Antonio Police Department.

a. Personnel in department: Enlisted: 8

b. Customers served/supported: Staff and students, resulting in good order

and discipline throughout the Command.

c. Recommendations for Department’s FY-17 Future: Relocate the CMAA to building 903 to be

closer to the legal department.

5. Legal Department: Responsible for all Military Justice involving NMTSC staff and students.

Executes all documents for Disciplinary Review Boards (DRB); Executive Officer’s Inquiries (XOI);

Non Judicial Punishments (NJP) and Courts-Martial. Processes all Administrative Separations

(ADSEP’s) and Administrative Separation Boards. Facilitates communication between Attorneys

(Judge Advocate General Corps Officers) and Sailors seeking legal advice. Oversees all



Administrative Investigations: Preliminary Inquiries; Command Investigations; Line of Duty

Investigations; Congressionals; and Inspector General Inquiries. Tracks all reporting procedures for

Sexual Assault Cases. Provides Immediate Superior in Command (ISIC): Quarterly Criminal

Reports (QCAR) and Victim and Witness Assistance Program (VWAP) reports.

a. Personnel: Officer:1, Enlisted: 5

b. Customers served/supported: NMTSC staff and students resulting in good order and

discipline by ensuring all discipline issues are handled in a timely manner while affording

Sailors their Legal rights.

c. Recommendations for Department’s FY-17 Future: None

6. Security Manager: Advises the Commanding Officer in matters pertaining to classified

information and personnel security. Aides in acquiring and or renewing Security Clearances for staff

and students. Provides naturalization support services.

a. Personnel in department: 1 Civilian

b. Customers served/supported: 1,900 combined staff/student personnel, resulting in

continued security clearance support for staff and the Naturalization of 71 Sailors this past

fiscal year.

c. Recommendations for Department’s FY-17 Future: Continue support from respective

leadership of Sailors in ensuring Sailors keep appointments/follow-up appointments.

7. Logistics Department: Procures supplies for NMTSC and two detachments in San Diego

and Portsmouth utilizing the Government Purchase Card (GPC) Program. Manage the scheduling,

operation, licensing, and maintenance of government vehicles through the vehicle control program.

Execute contract operations and forward to Jacksonville, FL, for procurement of supplies exceeding

$3,500 and all civilian contractor requirements. Procure, manage, and track all Advanced Data

Processing (ADP) equipment. Manage all aspects of the Defense Travel System (DTS) from

scheduling, certification, and closeout of all temporary additional duties (TAD).

a. Personnel: 1 Officer, 7 Enlisted, 1 Civilian

b. Customers served/supported: All personnel assigned to NMTSC, DET San Diego and DET

Portsmouth. Successful execution of our responsibility is pivotal to the commands’ success.

c. Recommendations for Department’s FY-17 Future: Continue operations as planned.



8. Administration Department: Supports 1,800 students and 525 staff for all administrative

functions to including muster and accountability, leave requests, message traffic, TAD requests,

correspondence, monthly command newsletter, instructions, notices, directives, Plan of the Week

(POW), awards, FITREPS, Evals, Weekly BOD slides, Collateral Duties, Medical Officer Special

Pay, SharePoint dashboard info, JBSA accountability exercises, NFAAS accountability, command

recall info, SOQ luncheon invitations, and review and grant access to NSIPS, BOL, FLTMPS and

NFAAS.

a. Personnel in department: Enlisted: 8, Officers: 1, GS: 2, Contractors: 2

b. Customers served/supported: NMTSC and DHA staff, students, and

civilians, ensuring administrative operations are carried out to meet the

mission.

c. Recommendations for Department’s FY-17 Future: Improve clarity of guidance from upper

echelons IRT changes in organization, manning, and procedures.

9. Urinalysis Department: Administers the Command’s urinalysis program, maintaining all

urinalysis files, ensuring assistant Urinalysis Program Coordinator and observers are properly

trained, and maintaining and updating urinalysis directives and instructions. a. Personnel in department: Enlisted: 5

b. Customers served/supported: 13 assigned Unit Identification Codes (UICs)

encompassing over 3,000 staff and students resulting in Command

compliance with the Navy Urinalysis Program.

c. Recommendations for Department’s FY-17 Future: It is imperative that a smooth personnel

transition is implemented due to the upcoming staff turnover.



Directorate for Academic Support

1. Basic Medical Technician Corpsman Program (BMTCP): Provide connection to the service

component command and administrative support to instructors and students including daily

accountability, recall, tracking of service specific requirements and readiness as well as

performance evaluations, awards and Naval correspondence. a. Personnel in department: 10 Officers, 113 Enlisted, and 8 Contractor Instructors

b. Customers served/supported: ~122 Enlisted/Officer Navy instructors and

~4,000 Navy students per year. By providing accountability, leadership,

oversight and administrative support, there is connection to the service

component command ensures staff remains up to date with service-specific

information and maintains chain of command to address or forward service

or morale-related questions and concerns.

c. Recommendations for Department’s FY-17 Future: Recommend three leadership positions

(Department Head, SEL and CEL) not be considered “instructors” and instead be NMTSC

entities housed in the schoolhouse. These three individuals are required to ensure daily

accountability, oversight and leadership of instructors and students not allowing ample time

or flexibility to teach with regularity.

2. “C” Schools: Liaison for the service component command. Provide administrative support to

instructors and students including daily accountability, recall, tracking of service-specific

requirements, performance evaluations, awards and Naval Correspondence. a. Personnel in department: 165 Officer/Enlisted staff.

b. Customers served/supported: 165 officer and enlisted Navy instructors and ~1,522 Navy

students per year, ensuring instructors and students remain informed of service-specific

requirements and program needs are communicated to NMTSC.

c. Recommendations for Department’s FY-17 Future: Recommend the leadership positions,

Program Director and Service Lead are not billeted under UIC 48868 as instructors, but as

support assets for NMTSC UIC 41620 due to the administrative support needed to support the

instructors and students.



3. NMTSC Portsmouth Detachment, Medical Laboratory Technician Phase II: Provide education

and training in the major disciplines of clinical laboratory. This program provides training to enlisted

personnel with a basic knowledge of clinical chemistry, hematology, immunohematology,

immunology, microbiology, parasitology, urinalysis, blood donor center operations, specimen

collection and processing, and laboratory operations/management. Training is 26 weeks in length

and education is consist of lectures, demonstrations, hands-on instruction, case studies, online

materials, performance exercises, presentations and written examinations. a. Personnel in department: four Advanced Medical Lab Technicians (8506) and four Enlisted

Navy Instructors (9506).

b. Customers served/supported: The students we train and Military treatment

facilities where students who have completed the program are sent,

ensuring laboratory technicians are capable of performing laboratory

procedures at a medical treatment facility under the supervision of a

qualified laboratory technician/technologist.

c. Recommendations for Department’s FY-17 Future: Hiring a GS employee for consistent

program maintenance.

4. NMTSC Portsmouth Detachment, X-ray Technician Phase II: Provide 31 weeks of training to

Navy (Active Component and Reserve Component) and Coast Guard Sailors in performing basic

radiological procedures to include diagnostic imaging, fluoroscopy, and operating room procedures,

and familiarization training in computed tomography, magnetic resonance imaging, ultrasound and

vascular procedures. a. Personnel in department: three Enlisted Advanced X-ray Technicians (8452), three Navy

Instructors (9502), 1 GS.

b. Customers served/supported: 42 Radiology students who rotate through

five clinical sites in the Hampton Roads Area to include military and civilian

treatment facilities, resulting in radiology technologists able to work

independently onboard ships, with FMF units and at MTF’s across the globe.




5. NMTSC San Diego Detachment: Provide administrative support to staff and students that

includes accountability of staff and students; performance evaluations for students, staff, and

civilian employee; naval correspondence, awards and recognition to include drafting and formatting

staff awards for submission to NMTSC awards board; local drafting, processing and dissemination

of Naval Messages; coordination and liaison with local Personnel Support Detachment with regards

to all pay and personnel issues through TOPS and/or other means of communication for all staff

and students; Educational Services support to staff and students with regards to advancement

requirements; administering E4 advancement exam in our classrooms to include SWMI/ADAP

Sailors eligible to take exam. Prepare Overseas Screening and Operational Duty Screening

packages for student and staff. Support SWMI with watchstanding. Provide legal administrative

support: Respond to, draft, and report to higher-level chain of command on real/potential legal

issues. Prepare and execute DRB and NJP proceedings in accordance with ISIC guidance. Hold

command-level collateral duties to include CFL, DAPA, CACO, CMEO, Family Advocacy/EFMP,

Safety, Command Training Team, Career Counselor, SAPR, MWR, Suicide Prevention, Urinalysis

program and financial management. Color guard supports detachment ceremonies and is

requested to support several events in the Southern California area. a. Personnel in department: 18-Enlisted/1-Officer/1-GS-09.

b. Customers served/supported: Serve/support Phase II students, inbound

students from Phase I training, and Surface Warfare Medical Institute

(SWMI) IDC staff and students, ensuring highly trained and technically

competent Sailors who support Military Treatment Facilities and operational

commands.

c. Recommendations for Department’s FY-17 Future:

i. Additional classroom and office space due to increase in students/programs at NETE

San Diego.

ii. Additional clinical sites for equal distribution of cases/procedures to maintain clinical

competency for increased student throughput.

iii. Additional clinical references. Either online or hardcopy. CVT program requires

specific and current academic references for Phase II students for testing purposes

and clinical practice.



iv. Review of current policy where Navy ARAD students are unable to attain Associates

Degree, which is a requirement for national certification.

6. Defense Institute for Medical Operations (DIMO): Although International Military

Education and Training (IMET) funds are used in several areas of training, DIMO is the only

IMET medical operational school for Defense Security Cooperation Agency (DSCA). It

leverages DoD medical expertise with other Federal government agencies to provide

exportable medical training in support of Department of State and Department of Defense

objectives. Such training includes but is not limited to Disaster Preparedness, Health

Systems Development, Trauma Systems Management, HIV Prevention and Gender Based

Violence courses. Except for DIMO’s three resident courses, all training occurs OCONUS.

Participants are all foreign/international students: military, government employees,

emergency responders, and policy makers. DIMO’s mission does not include training U.S.

personnel or treating patient.

a. Authorized Manning: 8 USAF (6 officers/2 enlisted), 3 USN (2 officers/1 enlisted), 2

AF GS positions (2 Program Managers), 10 contract staff

i. Of the 24 billets at DIMO, the Navy provides three military billets, one O-6 (to

alternate with the Air Force O-6 between the Director and Deputy Director

position), one O-4, and one senior enlisted - E-7.

b. Describe your customers, who do you serve/support: DIMO provides 37 mobile

medical operational training courses in areas of Force Health Management, Disaster

Planning & Consequence Management, Health Systems Management, and Patient

Transport and Evacuation. DIMO also provides three resident courses held in

downtown San Antonio covering HIV AIDS Planning and Policy, Gender-Based

Violence and Women’s Health, and Executive Healthcare Resource Management.

The purpose of these 37 courses is to expand partner nation’s medical capabilities

and capacity.

c. Result of your support: For the 14 year period from 2002 to 2016, DIMO has provided

courses for over 135 countries and trained over 8500 international students

d . Funding: DIMO operates on different sources of funding. The funding falls under three

main categories: 1. Missions/courses funding (IMET, HA, ODHCA). 2. Air Force



Medical Support Agency (AFMSA)/Surgeon General (SG) funding. 3. DSCA funding.

The bulk of DIMO budget is currently aligned with the SG3XI office at the AFMSA.

AFMSA’s budget for DIMO for FY16 is $180K. The funding for DIMO’s contract staff

comes exclusively from DSCA, originating from the Department of State. DIMO

receives some infrastructure support from the 59th Medical Wing (Wilford Hall

Ambulatory Surgical Center) and Joint Base San Antonio.

e . Recommendations for Program’s Future: DIMO is reaching its maximum capacity and

increased growth will require increased resources in personnel and funding.

7. DHA, Pharmacy Operations Division, Formulary Management Branch (POD): The MHS expects

to realize over $1B in savings between FY14-FY19 as a result of pharmacy benefit channel

management, formulary management, and contract compliance. The Formulary Management Branch

directs drug formulary strategy and operations to include support for the DoD Pharmacy and

Therapeutics (P&T) Committee and Benefit Advisory Panel (BAP) function. The branch works with

pharmaceutical manufacturers to obtain competitive drug pricing, performs clinical, pharmacoeconomic,

and budget impact evaluations, supports evidenced-based guideline development and constructs

criteria to promote clinically appropriate and cost effective use of medication in the Military Health

System. The branch monitors drug usage and cost trends, assists with implementation of formulary

changes, conducts research into the effect of these formulary changes, and evaluates patient outcomes

associated with drug therapy. The branch coordinates DHA, Pharmacy Operations Division (POD)

efforts to optimize the use of specialty drugs, and provides analytic support for DHA pharmacy metric

development and pharmacy Shared Service initiatives.

a. Authorized Manning: 14 Positions (7 AD, 4 GS, 3 Contractors) Of the 14 billets at DHA

Formulary Management Branch, the NMTSC provides four military billets, one O-6

pharmacist (Chief, Formulary Management Branch), one O-6 physician (Chief, Pharmacy

and Therapeutics Section), one enlisted - E-6 (pharmacy tech) and one 04/5 (pharmacist)

b. History: The Pharmacoeconomic Center (PEC) was established by the Army in1993,

and included AD Army physicians and pharmacists, and civilian pharmacists. Later

that year, the Air Force and Navy supplied personnel. In 1995, Health Affairs

chartered the PEC as a DoD organization, and designated the Army as Executive

Agent. In 1999, TRICARE Management Activity (TMA) revised the PEC charter, with



the Army continuing as Executive Agent. In 2005, the PEC transitioned from a

Military Treatment Facility (MTF) focus to encompass that of the Military Health

System. In 2008, the Army was no longer designated as the Executive Agent, and

the PEC was fully incorporated into TMA. The last major change was in 2014, when

TMA transitioned over to the DHA, a joint combat support agency. DHA, Pharmacy

Operations Division achieved full operating capabilities (FOC) in 2015 with the

Formulary Management Branch taking a leading role in managing the TRICARE

pharmacy benefit.

i. Major milestones for the PEC were the FY 2000 Defense Authorization Act,

which required the Department (Health Affairs) to establish a DoD Pharmacy

and Therapeutics Committee under the Federal Advisory Committee Act

(FACA) guidelines. The DoD P&T Committee charter was signed in May

2002. The DoD P&T Committee continues to be comprised of AD physicians

and pharmacists from the three services. The Formulary Management Branch

provides the manpower to conduct the clinical and economic reviews

presented at the quarterly DoD P&T Committee meetings.

c. Could the program be provided by someone else? Please explain.

NDAA2000 established the parameters for the Uniform Formulary and the uniform formulary

rule was published 1 April 2004 establishing a formulary decision making process, the DoD

P&T Committee, and the BAP. Most of the Formulary Management Branch functions are

codified in laws or statues. The DHA is a joint combat support agency and no other

programs have the capabilities to provide the above support. d. Recommendations for Program’s Future: The DHA is a joint combat support agency and

currently undergoing realignment into a joint command structure (J Code structure) in order

to strengthen our role as a combats support agency and fortify our relationship with the

Services. The Formulary Management Branch’s structure and function is no anticipated to

change. FMB is reaching its maximum capacity and increased growth will require increased

resources in personnel and funding.



Directorate for Operations

1. Command Education and Training (CEAT): Responsible for Coordinate training requirements from higher authority and professional development

opportunities to maintain and improve military and healthcare standards through formalized education and

training programs. These activities include, but are not limited to Command Indoctrination, Competency

Training and Assessment, Basic Life Support (BLS) training, Annual Training, General Military Training

(GMT) requirements and Non-General Military Training Requirements, Continuing Education (CE), and

Tuition Assistance (TA).

a. Personnel in department: Officer -1, Enlisted- 5

b. Customers served/supported: Support & Instructor Staff, “A” and “C” School

students, Defense Institute for Medical Operations (DIMO), Defense Medical

Readiness Training Institute (DMRTI), Portsmouth & San Diego Detachment

Staff, and Officer Program Students, resulting in the assessment,

maintenance, and improvement of staff competence based upon education,

training, skills and experience for the positions to which staff are assigned.

This support is also extended to our Fleet Returnee students with

informational guidance to current with their career progression.

c. Recommendations for Department’s FY-17 Future: CEAT recommends

having designated audio/visual ability and support to have continuity with the

proper execution of training and/or professional development for staff and

students; knowledgeable and motivated Departmental Training Petty Officers

in order to facilitate communications and proper support throughout the

command and ensure all staff are aware of CEAT services and how to

complete requirements; interval services, i.e., Command Indoctrination,

Petty Officer Selectee Leadership Course (POLSC); Facilitated GMT

continuity with CEAT Department and facilitators; develop a larger presence

and support from CEAT to all command entities on JBSA and local areas.

2. Sailor Development/Navy Military Training (NMT) Department: Ensure continued professional

and personal development of Sailors during the initial instruction phase of naval service. This

performance-based military training process is provided by Navy Military Training Instructors



(NMTIs) and enables transition from a highly structured recruit training environment to one of

increased personal accountability and responsibility. This instruction provides direction for

managing the development of all Sailors in Basic Medical Technician/Corpsman Program (BMTCP)

student status. a. Personnel in department: Enlisted (E-6 and below) 25, Enlisted (E7 and above) 3, Officer 1.

b. Customers served/supported: Navy student, who are provided the life skills needed to make

responsible decisions, administrative support to alleviate any worries outside of academics

so that they may focus on their studies, and schedule-structure support to ensure student

are at their appointed place of duty on time and in the correct uniform of the day; and

BMTCP instructors, who pass disciplinary, administrative and logistical issues of students to

the NMT staff for resolution. This allows students and instructors to focus on academics and

curriculum delivery.


3. Physical Readiness Program Office (PRP): PRP is a part of the Navy’s Health Promotion

Program and is intended to create a culture of fitness to enhance service members’ ability to

complete tasks to support the command’s mission. The PRP facilitates the Command’s Physical

Training (PT) program, which provides NMTSC ‘A’ and ‘C’ school students the minimum required

150 minutes of moderate physical activity three times a week; coordinates the semi-annual Navy

Physical Fitness Assessment (PFA), including medical screening, a Body Composition Assessment

(BCA) and the Physical Readiness Test (PRT); oversight, enforcement, standards and quality

assurance for Assistant Command Fitness Leader (ACFL) qualification, medical waiver processing,

and compliance; manages the Physical Readiness Information Management System (PRIMS) on a

daily basis and ensures data is current and accurate for all detaching personnel; and manages the

Fitness Enhancement Program (FEP) for staff and students. a. Personnel in department: The PRP office is comprised of: 1 SCPO, 1 CPO, 2 PO1s, 2

PO2s, 4 PO3s

b. Customers served/supported: NMTSC and local Navy commands with over 6,000 initial

entry, basic and advanced technical and & professional students annually, as well as more

than 550 staff members. Supports the Catalog of Navy Training Courses (CANTRAC) by

conducting BCA measurements on all students prior to their class convening dates. Due to



its direct support, NMTSC maintains a level of physical fitness required to support overall

mission readiness and maintains compliance with OPNAVINST 6110.1J.

c. Recommendations for Department’s FY-17 Future: Purchase of an electronic timing system

utilized by other major Navy commands to offer the opportunity to conduct daily PRTs

without the need for the outdated and limited use of wooden sticks to accurately count

distance/laps completed on a running track.

4. Readiness (Medical/Dental): Serves as a link between NMTSC, METC (Medical Education and

Training Command), SAMMC (San Antonio Military Medical Center), and outlying clinics to include

RIMSO (bldg. 1102), Moreno Clinic, McWethy Troop Medical Clinic (TMC) and Budge Dental Clinic.

Responsible for monitoring Navy Personnel message traffic for overseas assignment, making

appointments for overseas/operational screenings, as well as, Preventative Health Assessments

(PHA). Monitor light duty and Sick In Quarters (SIQ) chits and manage “A” school medical and

dental records. Additionally, responsible for the oversight and tracking of the “No Shave” Pseudo

folliculitis (PFB) Clinic Program. a. Personnel in department: Enlisted: 1 SCPO, 2 PO2s

b. Customers served/supported: 550 staff & 6,000 students assigned to NMTSC, METC and

NMETLC, and training personnel assigned to the Basic Medical Technician Corpsman

Program (BMTCP) and “C” schools.

c. Recommendations for Department’s FY-17 Future: Continue process improvement to

streamline programs to decrease turnaround times, maintain accountability, and expedite

overseas screening, light duty, and PFB program processes.

5. Transient Monitoring Division (TMD): Provide administrative and accountability support to all

NMTSC Transient Sailors – under TEMDUINS orders, going to a C school, PCS’ing to next duty

station, or are on Legal/Medical hold status.

a. Personnel in department: 8 Enlisted

a. Customers served/supported: 1,982 Transient Sailors in FY-16,

resulting in successful transition of the Transient Sailors and

implementation of process improvement initiatives that led to a



decrease in student census, which reduced the command’s operating

costs.

b. Recommendations for Department’s FY-17 Future:

a. At least one PO2 in support of administrative tasks, and two network

drops in Jaenke Hall (a network drop and one for an extra computer

in support of administrative tasks in room 434).




Readiness: We save lives wherever our forces operate – at and from the sea. #1: Staff and Student Physical Readiness POM alignment: None Command/Action Officer Target Completion Date Director for Operations 30 September 2017

Action Achieve Physical Readiness. All eligible NMTSC staff and students will achieve 100% BCA pass rate and 100% Physical Fitness Assessment pass rate, by encouraging directorate and department group PT three times per week. Current Status Twice per year staff members are required to participate in PFA. Students attending schools longer than 10 weeks are required to participate in PFA testing. All students run the PFA unless a medical waiver is granted. Metric 1) Total Number of NMTSC staff & students pass BCA/Total Number of Eligible participants 2) Total Number of NMTSC staff & students pass PFA/Total Number of Eligible participants

#2: Staff Medical Readiness POM alignment: None Command/Action Officer Target Completion Date Director for Administration/Director for Operations 30 September 2017

Action Achieve 100% of NMTSC staff being fully medically ready; to include completion of birth month Physical Health Assessment (PHA), dental, annual flu vaccination and other immunization requirements. Current Status Staff members currently off birth month PHA cycle. Collaborate with Corpus Christi Detachment and Budge Dental Clinic to ensure appointments are available for members to complete required PHAs during their birth month. Metric 1. Monthly Metric: Staff fully medically ready during birth month/Total staff with birthday each month 2. FY16 Staff fully medically ready vs. FY17 staff fully medically ready



Health: We will provide the best care our nation can offer to Sailors, Marines, and their families to keep them healthy, ready, and on the job. #1: Staff Health Promotion POM alignment: None Command/Action Officer Target Completion Date Health Promotion Wellness Program Manager 30 April 2017

Action Promote Staff health. All eligible NMTSC staff will complete Health Risk Assessment (HRA) for Physical Health Assessment (PHA) online to earn Blue K - Silver Eagle Award. Current Status In FY16, NMTSC earned the Blue H- Bronze Anchor Award.

Metric 1) Total number of staff who complete HRA 2) Total number of staff.

Partnerships: We will expand and strengthen our partnerships to maximize readiness and health. #1: Provide Administrative Support to Defense Health Agency (DHA) South POM alignment: None Command/Action Officer Target Completion Date Director for Administration/Director for Operations 30 September 2017

Action 01 October 2016, DHA was stood up in the San Antonio AOR. When members are assigned to permanent duty station where there is no naval administrative command, the member will report to the senior naval command. NMTSC will partner with DHA to provide administrative support as outlined in drafted DHA South Appendix. Current Status DHA South Appendix is currently being drafted with input from NMTSC, NMETLC and METC. NMTSC will provide administrative support to programs as outlined in the MOU. Metric DHA South Appendix completed and signed.



#2: Streamline LIMDU process with Naval Health Clinic Corpus Christi Detachment. POM alignment: None Command/Action Officer Target Completion Date Director for Administration/Director for Operations 30 September 2017

Action Collaborate with Naval Health Clinic Corpus Christi to develop, standardize and implement Limited Duty (LIMDU) routing process to maximize communication with leadership. Current Status LIMDU routing process is not well defined; leading to delays in care to the member and communication of restrictions/limitations to Chain of Command. The majority of members LIMDU routing takes in excess of 45 days, from start time from provider initiation of LIMDU documents to member's Accounting Classification Code (ACC) code changes to "105." Metric Start time from provider initiation of LIMDU documents to member's Accounting Classification Code (ACC) code changes to "105." Goal: less than 30 days. Track members monthly.



New FY17 Strategic Initiatives Readiness Goal: We save lives wherever our forces operate – at and from the sea. Readiness Objectives: R1 – Medical capabilities and platform readiness. R2 – Life saving capabilities through training and education programs. R3 – Robust, relevant clinical experience. Readiness Objective #1 Command/Action Officer Target Completion Date Objective CDR Corey Jago, NC, USN 30 Sept 2017 R1

Readiness Initiative (SMART) Evaluate and leverage existing tools to ensure the next generation of students ready to meet mission requirements, by end of FY-17. Funding 1) Is the initiative currently funded? YES NO 2) Is there available off-set (describe)? YES NO 3) Is a UFR/POM request anticipated? YES NO Metric To be determined by the strategic working group.

Current Status Command Strategic Plan created 13Sep16. Working groups to be established for the development and execution of two strategic objectives, with completion date of 30 September 2017.



Readiness Objective #2 Command/Action Officer Target Completion Date Objective CDR Corey Jago, NC, USN 30 Sept 2017 R1

Readiness Initiative (SMART) By end of FY-17, identify, prioritize and address the TOP three (3) barriers that affect the staff’s ability to achieve mission success. Funding 1) Is the initiative currently funded? YES NO 2) Is there available off-set (describe)? YES NO 3) Is a UFR/POM request anticipated? YES NO Metric To be determined by the strategic working group.

Current Status Command Strategic Plan created 13Sep16. Working groups to be established for the development and execution of two strategic objectives, with completion date of 30 Sept. 2017.



Partnership Goal: We will expand and strengthen our partnerships to maximize readiness and health. Partnership Objectives: P1 – Produce a strategic partnering framework to guide future partnerships. P2 – Identify and remove barriers to developing partnerships. P3 – Take bearing on current partnerships and align framework enterprise wide. Partnership Objective #1a Command/Action Officer Target Completion Date Objective CAPT Erin Robertson, NC, USN 31 Jan 2017 P1

Readiness Initiative (SMART) By the end of January 2017, establish an effective plan to recruit qualified and highly-motivated instructors who will ensure success in a challenging training environment. Funding 1) Is the initiative currently funded? YES NO 2) Is there available off-set (describe)? YES NO 3) Is a UFR/POM request anticipated? YES NO Metric To be determined by the strategic working group.

Current Status Command Strategic Plan created 13Sep16. Working groups to be established for the development and execution of four strategic objectives, with completion date of 30 Sep 2017.



Partnership Objective #1b Command/Action Officer Target Completion Date Objective CAPT Erin Robertson, NC, USN 31 Jan 2017 P1

Readiness Initiative (SMART) By the end of January 17, establish an effective plan to recruit qualified and highly-motivated students who will succeed in a challenging environment. Funding 1) Is the initiative currently funded? YES NO 2) Is there available off-set (describe)? YES NO 3) Is a UFR/POM request anticipated? YES NO Metric To be determined by the strategic working group.

Current Status Command Strategic Plan created 13Sep16. Working groups to be established for the development and execution of four strategic objectives with completion date of 30 Sep 2017.

Partnership Objective #2a Command/Action Officer Target Completion Date Objective CAPT Erin Robertson, NC, USN 31 Jan 2017 P2

Readiness Initiative (SMART) By the end of January 17, identify elements that inhibit continuity during student transitions. Funding 1) Is the initiative currently funded? YES NO 2) Is there available off-set (describe)? YES NO 3) Is a UFR/POM request anticipated? YES NO Metric To be determined by the strategic working group.

Current Status Command Strategic Plan created 13 Sep 16. Working groups to be established for the development and execution of four strategic objectives with completion date of 30 Sep 17.



Partnership Objective #2b Command/Action Officer Target Completion Date Objective CAPT Erin Robertson, NC, USN 31 March 2017 P2

Readiness Initiative (SMART) By the end of March 2017, develop POAM(s) to address elements that inhibit continuity during student transitions. Funding 1) Is the initiative currently funded? YES NO 2) Is there available off-set (describe)? YES NO 3) Is a UFR/POM request anticipated? YES NO Metric To be determined by the strategic working group.

Current Status Command Strategic Plan created 13 Sep 16. Working groups to be established for the development and execution of four strategic objectives with completion date of 30 Sep 17.



Closeout FY16 Initiatives Initiative Title Completion

Date Status

Improve Internal/External Communications with students, customers, and partners

01 Sept 2016 Objectives completed.

Develop and Internal/External Marketing Strategy – Tell the world what we do

01Sept 2016 Objectives completed.

Review, Improve and Establish Support Agreements

15 Nov 2015 Objective completed.

Solidify Our Organizational Framework

01 Sept 2016 Ongoing. MFTs signed. SORM draft completed and routed for signature. Objective completed.

Develop a Robust Indoctrination & Orientation Programs

01 May 2016 Objective Completed.

Evaluate Dashboard Quality 01 April 2016 Objective Completed Develop Total Sailor Incentive Program

25 Aug 2016 Ongoing. Program imitated, under review for process improvement. Objective completed.

Command Level Performance Metrics FY17 Metrics

Product Line or Service

Metric Title Metric Parameters (Numerator/Denominator)

Target (Goal)

FY16 Trend

Qualified Instructors

NMTSC BMTCP Qualified Instructors

NUM: NDIs onboard NMTSC DEN: Total number of NMTSC Instructors required to have a degree

100% 95% 4Q FY16

Work orders NMTSC Student Barracks

-Summary of open work orders -Total number of Closed work orders

Zero

-391 Open -2,160 Closed



Closeout FY16 Metrics

Metric Title Reason for closeout (consistently met target, no longer relevant, did not accurately measure intended target, etc.)

DAPA Did not accurately measure intended target Suicide Prevention Did not accurately measure intended target Sexual Assault Prevention and Response (SAPR) Did not accurately measure intended target

Transient Monitoring Division (TMD) Consistently met target. Qualified Instructors Ongoing Customer Partnerships Objective Did not accurately measure intended target. Finance Objective Did not accurately measure intended target. Internal Business Processes Did not accurately measure intended target. Taking Care of People/ Brilliant on the Basics Did not accurately measure intended target.





UIC 48868 Enlisted Training Element

34 19 286* 267* 0 0 0 0 320 286

UIC 41620 NMTSC 31 31 153 155 5 5 3 3 192 194

UIC 47770 DMRTI 8 0 33 1 0 0 0 0 42 0

UIC 3710A DIMO 2 2 1 1 0 0 0 0 3 3

UIC 3166B DHA HIT 0 48 0 52 0 0 0 0 0 100

UIC 50128 NETE Det Portsmouth

1 1 10 10 1 1 0 0 12 12

UIC 50129 NETE Det San Diego

1 1 18 18 1 1 0 0 20 20

Total 77 102 501 504 7 7 3 3 589 615

*Includes 1 FTS Billet Contractors are not billeted on AMD, but hired to fill AD gaps in specific programs. NMTSC contracts for 3 staff: 2 SharePoint personnel and 1 Chaplain. *On 01 OCT 16, with the implementation of DHA South, a total of 23 Officer and 52 Enlisted billets from 47770 and 48868 are transferring to an alternate UIC, 3166B.

• 8 Officer and 32 Enlisted billets are transferring from UIC 47770 • 15 Officer and 19 Enlisted billets are transferring from UIC 48868.

Summary of projected changes and impact that may occur in FY17. None.



Personnel on Board by UICs (for Sep 2016 and projected for Oct 2016)


48868 Enlisted Training Element 31 30* 253 247 0 0 0 0 284 277

41620 NMTSC 31 30 150 149 5 5 3 3 189 187 47770 DMRTI 7 7 29 29 0 0 0 0 36 36 3710A DIMO 3 3 1 1 0 0 0 0 4 4 3166B DHA HIT 0 38 0 53 0 0 0 0 0 91

50128 NETE Det Portsmouth 1 1 11 11 1 1 0 0 13 13

50129 NETE Det San Diego 1 1 18 18 1 1 0 0 20 20

Total 74 172 462 508 7 7 3 3 546 628


Personnel Type

Highest Level of Education Master Training


Degree Bachelor’s


Doctoral Degree


Officers 0 TBD 8 TBD 6 TBD 3 TBD 2 TBD

Enlisted 128 TBD 39 TBD 10 TBD 0 TBD 51 TBD

Civilians 00 TBD 4 TBD 1 TBD 0 TBD 0 TBD

Contractors 11 TBD 2 TBD 2 TBD 0 TBD 0 0

Total 139 TBD 53 TBD 18 TBD 3 TBD 53 TBD



Resources

Comments FY16 – NMTSC BAG7 labor merged into BAG6 in PP# 24, 14 Nov 2015.

FY17 – All Labor are funded in BAG6, less two (2) civilians FTE. Combined with NMETLC BAG6 Budget

FY17 – BAG4 budget included equipment lifecycle replacement, and SharePoint Contract.

Product/Service Line FY15 Execution FY16 Plan FY16 Execution

(as of 01May15)

FY17 Plan (CMD

proposed)

CIVPAY $620,780 $713,000 $604,883 $664,000 O & M Baseline $1,100,454 $284,000 $221,187 $368,000 Utilities $30,198 $70,000 $30,000 $60,000 Linen Contract $60,000 $70,000 $0 $70,000 Travel $102,991 $150,000 $106,941 $170,000 Communications $7,478 $64,000 $300 $43,000 IM/IT $24,739 $10,000 $2,986 $200,000 SharePoint Contract $377,548 $370,000 $0 $400,000 Chaplain Contract $69,971 $0 $100,000

Total $2,394,159 $1,731,000 $966,297 $2,075,000

Allocation FY15 Execution FY16 Plan FY16 Execution

(as of 01May15)

FY17 Plan (CMD

proposed)

Bag 1 – N/A $0 Bag 2 – N/A $0 Bag 3 – N/A $0 Bag 4 - IM/IT NMTSC $99,431 $90,000 $76,660 $763,000 Bag 5 – N/A $0 $0 $0 $0 Bag 6 – ED TRNG NMTSC $1,700,433 $1,024,000 $583,530 $771,000 Bag 7 – OPS SUPPORT NMTSC $594,295 $617,000 $306,107 $541,000

Total $2,394,159 $1,731,000 $966,297 $2,075,000


FY17 Business Plan


NMLC

NMLC Detachment U.S. Army Medical Materiel Center,

Europe

USAMMCE

Navy Expeditionary Medical Support Command

NEMSCOM

Naval Ophthalmic Support and Training Activity

NOSTRA

Navy Medical Logistics Command 2

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Table of Contents

Navy Medical Logistics Command

1) Executive Summary page 3

2) Organizational Structure (NAVMEDLOGCOM) page 5

3) Market Analysis page 6

4) Initiatives page 10

5) NAVMEDLOGCOM Command Metrics page 13

6) Resources - Staff page 14

7) Resources - Funding page 15

8) Products/Services page 16


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Executive Summary

Commanding Officer: CAPT Mary S. Seymour, MSC, USN

Executive Officer: CDR Steve T. Aboona, MSC, USN

Business Plan Contact: Dr. Darin “Cal” Callahan, Chief of Operations

Command Mission

We deliver patient-centered logistics solutions for military medicine. Command Vision

We will become the Department of Defense’s premier medical logistics support activity. Purpose of this Strategic Business Plan The purpose of this business plan is to frame how the Naval Medical Logistics Command (NAVMEDLOGCOM) intends to execute its mission over the next year. This plan covers management of the business related to the command’s mission. This plan also discusses ways the command will focus on the future and work to align plans and resources to ensure NAVMEDLOGCOM moves forward in terms of executing its mission. Who We Are (Mission, Functions, and Tasks) As the Navy Medicine center of logistics expertise, the Naval Medical Logistics Command

(NAVMEDLOGCOM) designs, executes, and administers individualized state-of-the-art solutions to

meet the medical materiel and healthcare service needs of Navy Medicine and the Navy’s Operational

Forces. We provide our Medical Treatment Facility (MTF) and operational customers with medical

logistics support in the form of medical equipment, supplies and healthcare service acquisition

strategies; clinical engineering technical support for medical equipment; deployable platform allowance

configuration; medical logistics business process and Health Care IT system solutions; as well as legal

assistance for healthcare contracting. We also provide the design, acquisition, assembly, integration,

storage, shipment, maintenance, and life-cycle support of Expeditionary Medical Facilities (EMF) and

Forward Deployed Preventive Medicine Units (FDPMU) at the Naval Expeditionary Medical Support

Command (NEMSCOM) in Williamsburg, VA. In addition, we provide optical fabrication services in

support of all branches of the military; train Army and Navy opticians within the Tri-Service Optician

School (TOPS); and coordinate performance and other initiatives of Army and Navy optical laboratories

as the lead service agent for the Optical Fabrication Enterprise (OFE) at Naval Ophthalmic Support &

Training Activity (NOSTRA) in Yorktown, VA. NAVMEDLOGCOM partners with all the services on

contracting on their behalf and sharing joint requirements. We also work hand-in-hand with Defense

Health Agency (DHA) and Defense Logistics Agency (DLA) for DoD-level logistics and acquisition

solutions. NAVMEDLOGCOM also provides the majority of contracting for Healthcare Personnel

including providers, nurses, techs, and support services to the Navy Medicine Enterprise.


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The Way Forward NAVMEDLOGCOM will align its strategic business plan and accompanying business initiatives to the

Surgeon General’s three overarching strategic goals: readiness, health, and partnerships. The

command anticipates this being yet another banner year in terms of performance and support to its

customers and stakeholders in line with those goals. Communication will be the key to this year’s

success, and NAVMEDLOGCOM is investing significant resources toward marketing and

communication strategies in order to not only ensure customer expectations are being exceeded, but

also to educate and inform all of Navy Medicine on the keys to succeeding in medical logistics and

acquisition. This business plan is aimed at defining those key communication strategies and identifying

the measurements associated with succeeding in those efforts.

NAVMEDLOGCOM Organizational Structure Overview

This section presents a graphical depiction of the relationship of NAVMEDLOGCOM to Echelon II and

Echelon III commands, to include the NAVMEDLOGCOM Immediate Superior in Command. The chart

also illustrates the unique position of the Commanding Officer as the M46, Logistics Execution, and

Lead Contracting Executive for the Bureau of Medicine and Surgery (BUMED). Specific command

functions, as well as logistics execution functions, are outlined in NAVMEDLOGCOMINST 5450.1M,

Naval Medical Logistics Command Organizational Manual, and BUMEDINST 5430.8A, Bureau of

Medicine and Surgery Organization Manual. The 5450.1 is mandated by Secretary of the Navy and

BUMED instructions. The command updates that manual annually or when significant changes occur.


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High Level Organizational Chart


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Market Analysis

NAVMEDLOGCOM’s Market Space In terms of daily operations, NAVMEDLOGCOM engages regularly through multiple forums to gather market intelligence that helps key decision makers best serve customers and stakeholders — the reason we exist. Customers and stakeholders listed here represent the market space within which the command conducts business. Naval Sea Systems Command Defense Health Agency

Operational (Fleet) Forces Military Treatment Facility Commanders

Force/Type Commanders Research Activities

Program Executive Offices DoD Drug Demand Reduction Program

Fleet Logistics Centers Naval Medical Logistics Command Enterprise

Supervisor of Shipbuilding Bureau of Medicine and Surgery

Ship Commanders Navy Medicine Education and Training Command

Defense Logistics Agency Troop Support Regional Commands

Industry (Vendors) Naval Supply Systems Command

Deputy Assistant Secretary of the Navy for

Acquisition and Procurement

DoD Health Affairs

Financial Improvement and Audit Readiness

Joint Chiefs of Staff Budget Submitting Office - 18

Office of the Chief of Naval Operations Health and Human Services

OPNAV N931 Medical Resources, Plans and

Policy Division

OPNAV N4 Fleet Readiness and Logistics

Other DoD Entities

A vast array of services is outlined in subsequent sections of this plan. The command has worked

diligently over decades to refine the list of services and to improve the efficiency and effectiveness of

associated core business processes.

Navy Unique Programs and Services Healthcare Contracts

1. Program, course, service or training: Award and Administer Healthcare Services Contracts

Describe your program. Explain how it excels and provides value to Navy Medicine:

Army, Navy, and Air Force all award and administer healthcare services contracts, but Navy

Medicine’s program, executed by NAVMEDLOGCOM, is unique in that the contracting function

is supplemented by healthcare analysts who work with the customer to define and describe

requirements. Army and Air Force medical contracting support begins only after the customer

has written a performance work statement. The Army and Air Force process is characterized by

successive “submit and return” evolutions until the package submitted by the customer is

acceptable. Navy Medicine’s “tip to tail” service is customer friendly and delivers a more

accurate and responsive product.


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Navy Medicine’s Healthcare Services Contracting program can be enhanced by focusing on the

delivery of end state medical capabilities that may include the delivery of medical equipment

and/or telemedicine aspects in addition to services.

Could the program be provided by someone else? Please explain.

As described above, all of the services award and execute healthcare services contracts. The

Defense Health Agency (DHA) may soon have this capability as well.

What would be the impact if someone else provided the program?

Navy Medicine’s approach to healthcare services contracting has been described as a

“concierge approach” by DHA. The impact to Navy Medicine customers if another Service of

DHA executed the program would be that “concierge” would be replaced by “do it yourself” at

least with respect to defining and describing requirements.

Recommendations for Program’s Future:

The DHA is expected to issue its first generation of Shared Services contracts for healthcare services in FY17 for use beginning in FY18. Recommend that NAVMEDLOGCOM continue to work with Navy Medicine customers to define and describe requirements for placement against DHA contracts. The transition from Navy master contracts to those issued by DHA should be as seamless as possible for Navy Medicine activities.

2. Program, course, service or training: Consulting and Training

Describe your program. Explain how it excels and provides value to Navy Medicine:

NAVMEDLOGCOM provides Contracting Officer Representative (COR) courses, Contracting

Officer (KO) training, and contracting and requirements definition consulting to Navy Medicine

customers.

The program is generally instructor-led and on-site at the customer’s location

Army Medical Command offers COR and contracting officer training to its AOR but does

not offer requirements definition services, training, or consulting. Air Force receives

COR training support from Air Force line and sponsors user conferences for its

requirements community.

COR training is generally two days. Contracting officer training is tailored to the activity

and generally runs from four to 16 hours.

Naval Medical Logistics Command conducts four to eight COR courses and about as

many contracting officer training sessions per year.

COR courses and contracting officer training sessions generally have 12 to 20 students.

We do not billet students.

The estimated total cost per year to support NAVMEDLOGCOM’s training/consulting

program is $24k.


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The results of training include fewer Unauthorized Commitments (UACs), fewer

contractor claims, better financial management of services contracts, and more

consistent quality of service contract delivery.

3. Program, course, service or training: Defense Medical Logistics Standard Support (DMLSS) Training

Refresher training custom designed for the audience. This is based on BUMED SOP’s current

rules, regulations and best practices that have been identified for DMLSS by end users.

Instructor led and customer focused

Based on BUMED’s business practices for acquisition of medical materiel

Length of course is usually three days

Three- to four-year plan dependent on funding

Participation is usually 24 per class

BUMED activities nominate the participants based on need

Testing conducted at the end of sessions for general knowledge assessment

We do collect student’s assessment of training provided.


N/A


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NAVMEDLOGCOM Strategy Map


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The command’s business initiatives demonstrate a focus on the future; these initiatives are linked to the

strategic objectives illustrated by the command’s strategy map. The business initiatives described here

align to the current strategic goals outlined in the Navy Medicine Commander’s Guidance.

Readiness: We save lives wherever our forces operate — at and from the sea. We ensure the medical capabilities of our operational units and platforms are ready. We strive to achieve maximum future life-saving capabilities. We provide a robust, relevant clinical experience for our force. We develop a holistic approach to achieve medical capabilities that are ready and relevant.

Readiness 1: Command/Action Officer Target Completion Date

Mr. Richard Schlegel End of FY 17

Action

New ship construction and outfitting existing ships involve procurement and delivery of medical-related consumables, durable goods, and government-furnished equipment. Effective acquisition is the mechanism that fills requests for those critical items. The rate at which those items are filled is a key performance indicator (KPI) for the respective Program Executive Office (PEO) Program Manager. Navy outfitting policy requires 95 percent of all allowance materiel items to be on hand when the crew moves aboard the new or re-outfitted ship. In addition, the PEO expects an overall 97 percent fill rate when the ship sails away from the ship building/construction facility. The NMLC uses a multiple vendor Indefinite Delivery Indefinite Quantity procurement and kitting contract to fill a majority of non-equipment materiel requirements for new construction ship outfitting. The current contract uses a Contract Line Item Number structure by ship class, not medical capability. That approach limits the ability to respond to changes in the Authorized Medical Allowance List (AMAL) and Authorized Dental Allowance List (ADAL). That approach delays the ordering of shelf-life sensitive items to align with the required delivery date or crew move aboard date. To increase control over meeting PEO readiness objectives, decrease fees absorbed by external working capital funded procurement activities, design orders by medical capability, and improve responsiveness to changing schedule and AMAL and ADAL content, the Director for Operational Forces Support initiated drafting and awarding a new ship-outfitting contract.

Current Status

The contract vehicle is being developed.

Metric

When the contract has been awarded and new ordering capability implemented through this strategic initiative, NMLC leaders expect to meet or exceed a target 71.25 percent fill-rate at crew move-aboard (0.75 x 0.95) and 72.75 percent fill-rate at ship sail-away (0.75 x 0.97).


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Readiness 2:


NMLC/CAPT Seymour End of FY 17

Action

IT infrastructure

Current Status

Under Development

Metric

To Be Determined

Readiness 3:



Action

Scenario based training for supervisory staff

Current Status

Under Development

Metric

To Be Determined

Readiness 4:



Action

Establishing a hiring doctrine

Current Status

Under Development

Metric

To Be Determined


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Readiness 5:



Action

EMF Sustainment Strategy

Current Status

Under Development

Metric

To Be Determined

Readiness 6:



Action

Communications plan for the logistics business changes that are upcoming.

Current Status

Under Development

Metric

To Be Determined

Readiness 7:



Action

Establishing NMLC as a master ordering facility.

Current Status

Under Development

Metric

To Be Determined


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Readiness 8:

Health: We will provide the best care our Nation can offer to Sailors, Marines, and their Families to keep them healthy, ready, and on the job. We will strive to eliminate patient harm by anticipating, identifying, resolving, and sharing best practices and lessons learned. We will attack and remove sources of inefficiency.


Mr. Bert Hovermale End of FY 17

Action

The Naval Medical Logistics Command (NMLC) trains, mentors, and supports Contracting Officers (KOs) and Contracting Officer Representatives (CORs). The CORs comprise the link between quality of vendor performance and the ultimate customers-Sailors, Marines, and their Families. The CORs and KOs have indicated time spent managing financial aspects of healthcare services contracts, primarily verifying contractor timesheets, invoice reconciliation and approval, and processing unliquidated obligations, has detracted from CORs' capacity to monitor performance and product quality. This is evidenced by an increase in missing, late, and/or superficially written Contractor Performance Assessment Reports (CPARs). The Director of Acquisition and Analytics, in coordination with division chiefs, envisioned a tool that would integrate contract, financial, invoicing, and timekeeping systems to provide near-real time financial status of contracts, thereby freeing CORs to allocate more time to assessing quality. The NMLC initiated a project to develop the Contract Administration Tool (CAT).

Current Status

Currently being evaluated as part of the RMF (Risk Management Framework) software vetting and approval process.

Metric

When released, the CAT will increase time for CORs to assess quality of work performed by vendors by 25%. Managers will measure improvement associated with the CAT by the percentage of fully documented CPARs submitted on time and categorizing contract performance in the area of "Technical/Quality of Product or Service" as "Very Good" or higher.



Action

Developing an Acquisition Workforce.

Current Status

Under Development

Metric

To Be Determined


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Partnerships: We will expand and strengthen our partnerships to maximize readiness and health. We will identify and remove barriers to developing partnerships. We will take a bearing on our current partnerships to ensure alignment with our strategy.


Mr. Bert Hovermale End of FY 17

Action

The Acquisition and Analytics Directorate has initiated a proof of concept pilot project aimed at developing and implementing a self-scoring, quantitative-qualitative model for enterprise healthcare services contracts. The model involves a two-step evaluation process. Step one, the quantitative step, involves the offeror performing a self-assessment of its experience relevant to the requirements outlined in the solicitation. Offerors assign themselves points in accordance with a scale included as an integral component of the solicitation. The self-assessment of experience includes experience that is similar in size, scope, and complexity to the work envisioned in the solicitation. Only the highest scoring offerors advance to the second step of the evaluation process. During the second step, the qualitative aspects of the offerors’ experience are evaluated. For the purposes of this model, price is considered during the second step of the process. The second step is comprised of a valuation statement supported by a narrative drafted by Contracting Officer Representatives working at the facility where the work typical occurs.

Current Status

Briefed to NAVSUP and the proponent is scheduling a briefing to the DASN-AP.

Metric

Following the proof of concept pilot, the proponent expects to affect positively both procurement acquisition lead-time (PALT) and cycle time in terms of decreases in both metrics.


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Command Level Performance Metrics

Key performance indicators show the performance of core business processes for the organization.

The KPIs listed here represent ways with which the command assesses performance and do not

include current measures, as the performance levels shift weekly, in most cases, and daily in others.

The precise performance level moves according to the influence of several controllable and

uncontrollable factors. A detailed description of those myriad factors is beyond the scope of this plan.

FY17 Metrics

Service Line Metric Title Metric Parameters Target

(Green Threshold)

Task Orders (TO) Contracts

TO Procurement Acquisition Lead Time (PALT)

PALT is measures from receipt of valid requirements packet to award date. Proportion (%) of actions meeting the time standard of =< 90 days

80%

Individual Set-asides (ISA) Contracts

ISA PALT


80%

Simplified Acquisition Threshold (SAT) Contracts

SAT PALT


80%

Simplified Acquisition Procedures (SAP), < $150K Contracts

SAP PALT


83%

Healthcare Contracting

Cycle Time (CT)

Pre-PALT (PP) involves all activities before receipt of a valid requirements packet PP + PALT = CT

100-120 days

Acquisition Obligation Rate Obligations / Direct Authority Targets are set quarterly by BUMED

Healthcare Contracting

Fill Rate

Number of full time equivalent

(FTE) employees / Number of

FTEs awarded

=> 90%


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Resources - Staff

NAVMEDLOGCOM enterprise staff is listed here.

Authorized and Resourced Billets by Product Line

Product Line Officers Enlisted Civilians Contractors Total


Consulting and Training (change to NMLC)

11 11 20 20 156 156 18 *35 205 222

Navy Expeditionary Medical Support

8 8 15 15 53 53 1 1 77 77

Naval Ophthalmic Support

3 3 46 46 104 104 10 10 163 163

NAVMEDLOGCOM Det Pirmasens, GE

1 1 2 2 0 0 0 0 3 3

Total 23 23 83 83 313 313 29 46 448 465

* FY17 NMLC adding 17 contract billets to the Activity Manning Document (AMD) . Change request approved by Region September 2016 awaiting official AMD changes. Personnel on Board by UIC

UIC Command Name Officers Enlisted Civilians Contractors Total


62645 NAVMEDLOGCOM 10 10 16 18 135 139 38 35 199 202

68610 NEMSCOM 8 8 16 15 41 41 36 36 100 100

63439 NOSTRA 3 3 44 44 78 78 16 16 141 141

47463 NAVMEDLOGCOM Det Perm

1 1 2 2 0 0 0 0 3 3

Total 22 22 78 79 254 258 90 87 443 446


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Resources – Funding

The Defense Health Program employs a breakdown of an overall budget into Budget Activity Groups or

BAGs.

Planned Spending by Budget Activity Group

Allocation FY15 Direct

Authority

FY16 Direct

Authority

FY17 Projection

Delta FY16 to FY17

BAG 1 – In-house Care 124,644,300 116,469,000 110,453,000 -$6,016,000

BAG 3 – Consolidated Health Support 15,927,800 11,724,000 6,024,000 -$5,700,000

BAG 4 – Information Management 3,051,000 3,554,000 1,344,000 -$2,210,000

BAG 6 – Education and Training 1,507,600 666,000 83,000 -$583,000

BAG 7 – Base Operations/Communications 3,425,400 4,802,443 5,679,000 $876,557

Total 148,556,100 137,215,443 123,583,000 -$13,632,443


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Products and Services

Product Line

Healthcare Contracts, NAVMEDLOGCOM

Description

The full spectrum of the acquisition process to include defining of requirements and acquisition

strategies, acquisition package preparation, technical review, and the awarding, modifying and

administering of contracts for medical equipment, supplies and healthcare services in support of Navy

Medicine, Operational Forces, and Research & Development requirements.

Value to Navy Medicine

Without this service, Navy Medicine healthcare facilities and operational platforms would not have the

ability to obtain state-of-art medical equipment supplies and services.

Product or Service Line Product / Service Description Expected Deliverables

MTF Medical Equipment Contracts

The defining of requirements and acquisition strategies, acquisition package preparation, technical review leading to the awarding, modifying and administering of contracts for medical equipment and supplies in support of Navy Medicine MTF requirements

600 600

New Ship Construction Medical Platforms Delivered

The number of fully functional medical departments (equipment, supplies, and pharmaceuticals) delivered to the Navy whose medical material will be contracted for by NAVMEDLOGCOM

4 4

Healthcare Services Contract Requirements

The number of Healthcare Service requirements projected to be supported across Navy Medicine that will be contracted for by NAVMEDLOGCOM

1,440 1440

R&D and other Misc. Equipment and Service

Contracts

The defining of requirements and acquisition strategies, acquisition package preparation, technical review leading to the awarding, modifying and administering of contracts for medical equipment, supplies, and healthcare services in support of Research & Development and other ad hoc activity requirements

100 110


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Challenges and Opportunities:

The market for highly skilled and experienced specialists, engineers, analysts, contracting officers, and

managers will place increasing pressure on directors, division chiefs, and supervisors to retain talent.

An unpredictable workload associated with sporadic dissemination of budget authority related to

repeated use of continuing resolutions would increase work backlog and create stressful bulges in the

work demand pipeline. With the focus by the SECNAV and Surgeon General on process improvement

and innovation comes opportunities to build partnerships to maximize readiness and health and to

collaborate on ways to create new efficiencies across the enterprise. By leveraging our talent and

involving staff in decision-making processes, we can offer our people a unique work environment, thus

increasing retention rates.

Product Line

Contracting, Logistics and Acquisition Consulting and Training, NAVMEDLOGCOM

Description

The logistics and acquisition consulting and training opportunities offered to operational force TYCOM

and stakeholders; students in Fiscal and Material Management Training Courses (FMMTC);

Contracting Officers Representative courses (COR); on-site DMLSS, SPS, and WAWF training

courses; and site visits conducted on location at MTFs



ability to obtain state-of-art medical equipment supplies and services.


MTF Acquisition & Medical Logistics Assist Visits

Customized, tailorable assessments, conducted both on-site and from afar, with a focus on assisting customers with their specific needs/issues ranging from requirements development, post-award contract administration, effective use of logistics information systems, and medical equipment life-cycle management

25 25

PPMAP

Contract, PC and Navy Medicine Audit Readiness activity onsite and off-site Inspections. NAVMEDLOGCOM conducts inspection based on NAVSUP guidance tailored to Navy Medicine Audit Readiness criteria

25

Healthcare COR Training

A centrally coordinated training evolution designed to provide non-contracting personnel with the knowledge and skills to execute their responsibilities as a representative of the Contracting Officer

8 7


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Navy Medicine Leadership HealthCare Service

Contracting Training

A centrally coordinated training evolution designed to train Navy Medicine senior officers via AMDOC, Patient Admin Officers via PAT, and to Comptrollers and Logisticians via FMMTC

14 14

DMLSS Sustainment Training

A centrally coordinated training evolution designed to provide DMLSS users with the ongoing knowledge and skills needed to execute their responsibilities as medical equipment and inventory managers

8 12

Equipment and Technology Management Workshops

A centrally coordinated training evolution designed to review the latest policies, procedures, and standards governing equipment procurement, accountability, and equipment life cycle as well as learn about the principles of Accounting Life Cycle and the Planning, Programming, Budgeting, and Execution (PPBE) system.

2 2












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Product Line

Operational Medical Logistics Consultative and Management Services.

Description

Provide services as a policy and operational consultative partner and technical expert in Class VIII

logistics and supply methods to Commander, Fleet Forces Command and Commander, U.S.

Pacific Fleet, U.S. Navy Type Commander Surgeon staffs, Naval Supply Systems Command,

Naval Sea Systems Command, DoD, and BUMED. This is accomplished through forming and

maintaining consultative and collaborative relationships with DLA Troop Support, NAVSUP, DHA,

other DoD services, and commercial industry partners to provide strategic, operational, and

tactical logistics solutions for Naval operating forces. Staff of the Operational Forces Support

Directorate is the operational medical logistics subject matter experts (SMEs) for BUMED for all

issues relating to Class VIII materiel management and readiness planning.


Represents Navy Medicine’s equity in operational medical logistics and support for naval operational

forces.


Operational Medical Logistics Consultative and

Management Services

Represents the Navy on the Defense Medical Logistics Proponents Committee (DMLPC) Readiness Requirements Team and supporting sub-work groups with regard to the DHA Joint Deployment Formulary (JDF), DHA Assemblage Life Cycle Management (ALCM), DHA Medical Materiel Enterprise Standardization Office (MMESO) and DHA Joint Equipment Evaluation work groups

- Semiannual assemblage commonality metrics

- Logistics Supportability Metrics for Navy Assemblages

600


Management Services

Represents the Navy on the DHA MMESO to identify and integrate clinically (derived and-approved) preferred products of choice into Navy assemblages to improve the supportability and sustainability of Naval Expeditionary Health Services Support (NEHSS) units.

Semiannual assemblage commonality metrics

4


Management Services

Capable of serving as the Navy representative on DoD-level medical materiel contingency planning exercises and workshops to ensure Navy assemblage configuration supports expected contingency operations of Navy units, as determined by Navy fleet medical planners.

Ad hoc requests for information and advisement occur throughout the fiscal year

1440


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Fleet and TYCOM Headquarters inconsistently consult with NAVMEDLOGCOM Operational Forces

Support staff for medical logistics exercises and planning.

BUMED inconsistently consults with NAVMEDLOGCOM Operational Forces Support staff likely due to

this product line supporting the fleet and not BUMED platforms such as the EMF or FDPMU. The

logistics issues confronting BUMED with Navy Medicine Platforms are the same facing the fleet,

resulting in Navy Medicine not receiving sound logistics outfitting and sustainment advice.


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Product Line

Navy Operational Forces Controlled Substance Surveillance.

Description

In accordance with NAVSUPINST 6710.1C, conducts surveillance functions for fleet-controlled

medicinal orders to ensure material ordered resides on an authorized allowance listing. In coordination

with DLA Troop Support, provides monthly reports to each fleet platform Commanding Officer of order

quantities for tracking (by the ship's controlled medicine custodian and inventory control board).



forces.


Navy Operational Forces Controlled Substance

Surveillance.

Validating the DODDAC and associated AMAL and/or ADAL that is requesting to order and receive controlled substances

Letter to DLA Troop Support endorsing letters

from ships requesting authorization to order

and receive controlled substances

1440


Surveillance.

Reporting controlled substances ordered by a Navy ship during previous month

Letter to ship identifying controlled substances

ordered during the precious month


Surveillance.

Reporting unauthorized or excessive quantities of controlled substances ordered by a ship

Letter to TYCOM when a ship ordered, during

the previous month, an item not contained

within the Authorized Medical Allowance List

(AMAL) or Authorized Dental Allowance List

(ADAL) or if the requisition exceeded the

authorized allowance quantity.












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Product Line

Naval Operational Forces Medical Materiel Developer

Description

Performs comprehensive management of the active fleet and hospital ship's Authorized Medical

Allowance List (AMAL) and Authorized Dental Allowance List (ADAL) for all readiness platforms.

Facilitates medical and dental assemblage reviews on a periodic basis to ensure assemblages contain

appropriate material and equipment to meet afloat healthcare missions. This includes coordinating

logistics modeling and simulation efforts with the Naval Health Research Center (NHRC) and DLA

Troop Support. Research's obsolete medical surgical and pharmaceutical products and makes

recommendations to the Fleet Surgeons for replacements that are logistically supportable and clinically-

driven preferred products. Reports the most current assemblage configuration (not less than quarterly)

to the fleet health enterprise and DoD medical materiel planning stakeholders. Conducts analysis and

provides feedback to the Defense Medical Logistics Enterprise regarding the "Health" of Navy

assemblages, based on commonality of materiel with preferred products of choice and the Joint

Deployment Formulary (JDF) for pharmaceutical materiel.



forces


Naval Operational Forces Medical Materiel Developer

Tracks and informs fleet medical units of material, equipment and pharmaceutical recall alerts and safety concerns through the Medical Materiel Quality Control (MMQC) notification process.

Response on demand 25












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Product Line

Program Acquisition Resource Manager and Navy Support Activity for New Construction Ship and

Outfitting

Description

This product line involves the identification, budgeting, and management for the shipbuilding program

manager to align medical and dental materiel acquisition to mission needs. This function includes the

development of notional medical and dental materiel fitting and outfitting schedules to support the

broader master shipbuilding schedule. The development and implementation of mitigating actions to

reduce the overall risk profile are integral to this product line.



forces


Program Acquisition Resource Manager and Navy

Support Activity for new construction ship fitting out

and outfitting

Planning and scheduling expertise Updated schedules 25












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Product Line

Medical and Dental Equipment In-Service Engineering Agent (ISEA).

Description

This product line involves responsibilities to act as the key engineering support mechanism for fielded

systems in terms of medical and dental equipment acquisitions and logistics. This product line includes

in-service support activities, as well as tracking efficiencies and overseeing technical assistance visits.

This product line emphasizes direct assistance to ship crews, analyzing technical problems and

requirements, and the development and refinement of engineering and logistics improvements.



forces


Medical and Dental Equipment In-Service

Engineering Agent (ISEA). Engineering assistance and technical guidance Deliverables align to schedules 25











https://en.wikipedia.org/wiki/Crew

https://en.wikipedia.org/wiki/Logistics


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Product Line

Naval Operational Forces Centralized Procurement Manager.

Description

This product line involves all activities to act as a central point for refining requirements identified by

customers and stakeholders and fulfilling those validated requirements with efficient and effective

procurement of medical and medically related products and services in support of fleet forces. This

product line includes the development of standard operating procedures to help guide the effective

articulation of requirements. A cadre of skilled, experienced staff offer expert advice to all agencies

involved with fleet forces support.



forces


Naval Operational Forces Centralized Procurement

Manager

Centralized buying of medical and medically related products and services

Deliverables align to schedules 25












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Product Line

Naval Expeditionary Medical Support, NEMSCOM

Description

The design, acquisition, assembly, integration, storage, shipment, maintenance, and life cycle support

of Navy Medicine Deployable Platforms.



ability to obtain state-of-the-art medical equipment supplies and services.


Medical Deployable Platform Production

The design, acquisition, assembly, integration, storage, shipment, maintenance, and life cycle support of Navy Medicine Deployable Platforms (EMFs & FDPMUs).

3 3










increasing retention rates


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Product Line

Naval Ophthalmic Support, NOSTRA

Description

The manufacturing of prescription eyewear (Frames of Choice [FOC]; Combat Eye Protection [CEP];

and Gas Mask Inserts [GMI]).



ability to obtain state-of-the-art medical equipment supplies and services.


Optical Fabrication The manufacturing of prescription eyewear (Frames of Choice [FOC]; Combat Eye Protection [CEP]; and Gas Mask Inserts [GMI]).

500,000 00











Navy Reserve

Navy Medicine Education and Training Command FY17 Business Plan

Navy Reserve Navy Medicine Education and Training Command 2

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Table of Contents

Navy Reserve NMETC 1) Executive Summary page 2

2) Organizational Structure (NMETLC) page 7

3) NR NMETC Organization page 8

4) Facility Projects page 9

5) Market Analysis page 10

6) Business Initiatives page 18

7) Command Level Perfomance Metrics page 21

8) Close-out Metrics page 22

8) Manpower and Personnel page 23

9) Products and Services page 26

10) Course Training Catalog Appendix A


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Executive Summary Deputy Chief of Staff: CAPT Mary Riggs, USN, NC

Assistant Deputy: CAPT Julie Zappone, USN, NC

Senior Enlisted Advisor: HMCS Jeffrey Tabor, USN

Business Plan Contact: CDR Mitchell Harp, USN, MSC

Command Mission

Develop programs and resources for professional development and billet-based training requirements to support Navy Reserve Medicine. Command Vision

To achieve value-added military training throughout Navy Reserve Medicine by ensuring a consistent standard of excellence in operational training and promotion of professional military development. Who We Are Navy Reserve Navy Medicine Education and Training Command (NR NMETC) strives to accomplish our stated mission and vision by providing the following functions to Navy Reserve Medicine (NRM):

• Direct Navy Reserve Medicine’s operational training and exportable Trauma Nursing Core Course (TNCC), Tactical Combat Casualty Care Course (TCCC), and Hospital Corpsman Skill (HMSB) programs.

• Develop and offer professional development and leadership course to Naval Reserve Medicine

through onsite, text, computer and video-based options.

• Oversee Electronic Medical Record (EMR) implementation training for Navy Reserve Medicine.

• Develop and manage an active Sharepoint library and Learming Management System (LMS) to build capability for training and tracking of all Navy Reserve Medicine.

• Ensure compliance of NRM with NMETLC directives and standards of education.


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The Way Forward In support of the professional and career development continuum, NR Medicine Education and Training Comand exists to ensure the delivery of education, the readiness of personnel and associated tracking and monitoring for NRM. This training readiness enables the capabilities of NRM assets to provide fleet health services and force health protection initiatives. Reporting to the Commander, Navy Medicine Education, Training and Logistics Command (NMETLC), in coordination with the Bureau of Medicine and Surgery (BUMED) M10, Navy Reserve Medicine Education and Training Command (NR NMETC) is a medical unit led by a post-command Deputy Director in the business of executing defined education and training initiatives for Navy Medicine. NR NMETC serves approximately 2,406 officers and 4,552 enlisted members who have a continuous need to maintain training readiness through education and skill development. To support NRM meeting their training goals, NR NMETC will work with individual commands to discover needs, design solutions and delivery results through identified resources and customized training plans. For fiscal year 2017, NR NMETC proposes a total 30 billets – 21 officer and 9 enlisted members. The officer cadre includes Senior Medical Executives (SME) from each corps, combat care instructor trainers, POMI-experienced officers, and staff with advanced Information Management/Information Technology experience. The proposed Enlisted staffing model is E-5 and above with operational and training experience.

2017 Operational Alignment:

OPERATIONS TEAM

LEADERSHIP TEAM

PROFESSIONAL DEVELOPMENT

TEAM

EMR TRAINING TEAM

ADMINISTRATIVE TEAM

METRICS TEAM


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Leadership Team Duties:

-Provide leadership to command while continually reassessing vision and alignment to the Active Component and the Strategic Goals of the Surgeon General.

Professional Development Team Duties:

-Oversight and assessment of each medical community’s training needs. -Coordination and development of all training (DFA Bootcamp, New provider training, etc.). Operations Team Duties: -Coordination and oversight of reserve field training (TNCC, TCCC, TAH, Sim Lab and EMF Platform training). -Oversight of reserve instructor development. -Evaluation of training (Quality Control).

EMR Implementation Training Team Duties: -Coordination of initial instructor lead training based on the assigned “Wave” schedule. -Monitoring of computer-based training. -Partnership with Operational Support Offices and M10 on Reserve Role Assignment.

Metrics Team Duties:

-Oversight and development of resource database (Instructors-Subject Matter Experts). -Oversight & Tracking of completion data (LMS). -SharePoint management for one-stop information site. -Oversight of marketing of training opportunities to commands. -Development of scorecard for parent command on accomplishment of NRM training objectives.

Administrative Team Duties:

-Correspondence -FITREPS -Awards -Recall Bills -Newsletters -SITREPS -Mobilization Tracking


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For fiscal year 2017, NR NMETC challenges, barriers to success, planned expansions, major projects and potential accomplishments are as follows:

Challenges:

1. Qualified Subject Matter Experts identification creation. 2. Equipment needed to support and implement NEMTI TCCC instruction.

Barriers:

1. Funding required for instructor travel and equipment. 2. Funding source for TNCC registration fees/books. 3. Limited equipment to conduct training.

Planned Expansions:

1. Adding 9 new product lines: a. TAH Training b. EMF Platform Training c. Simulation Laboratory Training d. Hospital Corpsman HMSB Training e. DFA Bootcamp f. New Accession Provider Training g. EMR Implementation Training

2. Standing up two new detachments in support of the mission at the following locations:

a. NEMT – composed of clinical experts. b. NMLC – composed of logistics experts.

Major Projects:

1. Selection of Learning Management System (LMS). 2. Development of Standard Operating Procedures and other documents for Sharepoint site. 3. Development and implementation of 9 new product lines. 4. Development of Subject Matter Expert database.

Potential Accomplishments:

1. SME database development. 2. LMS selection and development. 3. Conduct 7 TNCC courses, 24 TCCC courses, 2 TAH training courses, 4 Sim Laboratory

courses, 12 EMF Platform training courses, 1 HMSB course, 2 DFA Bootcamps, 2 New provider courses and 1 EMR implementation course.


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Navy Medicine Education, Training & Logistics Command

Commander

NR NMETC

Deputy Chief of Staff

Navy Medicine Training Support

Center

Navy Medicine Operational

Training Center

Navy Medicine Professional Development

Center

Special Assistants


Assistant Chief of Staff


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Navy Reserve Navy Medicine Education & Training Command

Deputy Director (0-6)

Senior Enlisted Leader (E-8)

Operations Training Team

PD Training Team

EMR Team Metrics Team Administration Team

Dept Head (O-6)

Div Officer (0-4)

SME (0-6)

SDE (0-6)

SNE (0-6)

Enlisted LPO (E-7)

TCCC TNCC EMF/TAH SIM LAB

Dept Head (O-6/O-5)

Div Officer (O-4)

Team Leader (O-3)

Enlisted LPO (E-6)

Dept Head (O-6)

Div Officer (O-4)

Team Leader (O-3)

Enlisted LPO (E-6)

Dept Head (O-6)

Div Officer (O-4)

Team Leader (O-3)

Enlisted LPO (E-6)

Operations Officer (0-5)

Enllisted PO (E-6)

Enlisted LPO (E-7)

Dept Head (0-5)

Enlisted PO (E-6)

Enlisted LPO (E-6)

Assistant Admin Officer (0-3)

Admin Officer (0-4)


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Facility Projects Projected Facility Issues and/or Concerns:

1. Project Title: Dual Location Realignment of Command

Description NR NMETC is currently located and drilling as a unit quarterly at NR NMETC’s gaining

command, NMETLC HQ, in San Antoniio, Texas. Monthly drills are performed at the AUICs, TRUICs or virtually. This location maximize’s productivity, especially during drill periods, and fosters key Active Component / Reserve Component relationships to support Navy Medicine education and training initiatives.

Impact if not funded N/A

Recommended Course of Action None.


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Market Analysis

Who We Serve Navy Reserve Medicine is composed of approximately 2,541 officers in paid and non-paid billets (VTU) broken down into the following medical communities:

Corps

Total Billets

Paid Billets

Dental

308

265

Medical

528

505

Medical Service Corps

404

367

Nursing

1295

1263

Enlisted

4552

2671 (Enlisted Corpsman Only)

Total

7087

5071

Navy Unique Programs and Services:

1. Program, course, service or training: Trauma Nursing Core Course (TNCC)

• Type of program: Instructor Led.

• Uniqueness of training: Requirement of subspecialty codes 1945 (emergency / trauma), 1950 (perl-operative), 1960 (critical care) & 1972 (Certified Registered Nurse Anesthetists) Nurse Corps Officers.

• Length of course:

Two or two and a half days, which includes lecture & hands-on skills.

• Volume of students per class: 16-20 students / class.

• Estimated total cost per year to support

Provider courses: $128 (estimated, not confirmed, new fee) x 150 students = $ 19,200.

Instructor courses: $80 x 10 = $800.


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Total fees & textbooks = $20,000 assuming utilizing access to MTF equipment & not exporting course to units.

Course cost with military discount = $118 / student for provider class for fees & text.

** ENA has recently disseminated effective 1 JUL 2015 that there will be a $10 increase in fees per attendee for the provider course. No change to fees for instructor course.

Instructor course is $80 for course fee & instructor supplement.

• Results of training: If funded, training would result in certification that meets readiness/platform requirements.

Off loads some of the competition for seats in AC-sponsored classes.

Recommendations for Program Enhancement: Line of accounting of funding for TNCC fees is being worked through M10 and CNRFC.

2. Program, course, service or training: Tactical Combat Casualty Care (TCCC)

• Type of program: Instructor Led and the flexibility of offering exportable training increases the opportunity of reservists to meet billet training requirements.

• Uniqueness of training:

Requirement of ALL Corpsmen, Physicians, Physician Assistants, and Nurses assigned to BSO 18 commands. This is a specific military training that cannot be substituted on the civilian sector for reserve members.

• Length of course: Three days, inclusive of didactic, skills labs, pre & post written exam and FINEX.

• Volume of students per class: 6:1 Student / Instructor ratio, max 36 per class.

• Estimated total cost per year to support 24 scheduled courses: $331,200

Shipping of Equipment: $1,800 per course ($43,200).

Instructor ADT-CME orders of $2,000 per instructor ($288,000).

No fees to civilian licensing/certifying agency.

• Result of training: Training Requirement is met directly affecting deployment readiness requirements.


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No civilian certification/licensure is offered; however, it is available through the NAMET should NRM elect to offer it.

Recommendations for Program Enhancement: Line of accounting for funding for equipment; purchasing additional equipment sets as well as updating the current inventory. This is being tasked via the RC chain of command.

Affiliate with the National Association of Emergency Medical Technician (NAEMT) as a training site and offer their 4-year civilian certification.

3. Program, course, service or training: TAH Training: Shipboard Firefighting and Damage Control

• Type of program: Instructor-led by Newport staff and directly associated to the TAH platform billets aligned with OHSU Portsmouth and OHSU San Diego.


Provides opportunity of personnel assigned to Operational Health Support Units shipboard training for preparedness if/when assigned to the USNS Comfort or USNS Mercy platform.

• Length of course: 1.5 days.

• Volume of students per class:

15 to 30 students per class.

• Estimated total cost per year to support IDTT or ADT special for Attendees.

Recommendations for Program Enhancement: None


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4. Program, course, service or training: EMF Platform Training: Developing training template for NRM personnel

• Type of program: Instructor-led by NEMTI staff or NRM staff. Program is responding to the continued operational developments lead by the AC.


Provides billet-based training in speciality groups (ex. ICU, Med Surgical) and adaptive force package teams within the AMD.

• Length of course: Dependant on group.


Dependant on group.

• Estimated total cost per year to support To be determined.

• Result of training: Specialty training specific to billet requirements in groups identified that will likely be mobilized as a group. Recommendations for Program Enhancement

None

5. Program, course, service or training: Simulation Laboratory Training

• Type of program: Instructor-led by similator training contractor with Navy Medical Modeling and Simulation Training Department.


Provides NRM certification to run SIM lab training at the MTF sites. Based upon the recommendations of NMETLC, training menus will be choosen to enhance operational readiness of the Expeditionary units as well as specialty skills.

• Length of course: 4 days.


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• Volume of students per class: 2 per class with estimated 2 classes per year (4 total trained).


$10,000 exclusive of base pay.

• Result of training: Provides NRM SIM lab instructors able to augment AC instructor led training and develop own NRM training specific.

Recommendations for Program Enhancement: None

6. Program, course, service or training: Hospital Corpsman Skills Basic (HMSB)

• Type of program: Computer-Based Training / preceptor skill validation.

• Uniqueness of training: Requirement of ALL Corpsmen, E1-E6 assigned to BSO 18 commands. No equivilant training for reserve members in the civilian sector.

• Length of course: There currently is no set curriculum for the 5 modules; under development by NMPDC.

• Volume of students per class: No limit as the CBTs are done via self-paced environment.

• Estimated total cost per year to support This amount is still unknown. The availability of OHSU Detachments not co-located with an MTF SEAT may lead to supply disparity until funding source is secured (CNRFC, RCC, NOSC, OHSU, EMF).

The training can be completed during the HM’s Annual Training period (Zero cost).

• Result of training: Training requirement is met, as well as deployment readiness.

No equivalent civilian certification/licensure.


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Recommendations for Program Enhancement: Funding for equipment, finalization of curriculum by NMPDC.

7. Program, course, service or training: New Provider Training

• Type of program: Instructor-led training that provides orientation on responsibilities for new physicians to Navy Reserve.


There is no standardized training for Reserve providers that addresses the medical care during drill weekends.

• Length of course: 1.5 days.

• Volume of students per class: 10


$12,500 per class, exclusive of base pay.

• Result of training: Increased number and consistency of PHA's completed, less reliance on contract support.


None


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8. Program, course, service or training: Director for Administration (DFA) Bootcamp • Type of program:

Instructor-led that provides training for new Director for Administrators (DFA).

• Uniqueness of training: Only for Command DFA's comparable to the CO/XO/SEL training for the Command Triads. Unlike the AC, there is no development track for MSC reserve members to be exposed to the DFA position in large units. This is an opportunity to harmonize procedures, share best business practices and increase administrative efficiency.

• Length of course: 2 days.


12 students.

• Estimated total cost per year to support $22,000.

Result of training (civilian licensure, accreditation, etc.) Best business strategies for the Command DFA's. Very broad scope of responsibilities, which varies from Command to Command. Anticipated results of program is to provide a tool box of resources, both physical and virtual. Also, face time with Senior MSCs; anticipate MSC Admiral visit, to outline and provide MSC mentoring track.

Recommendations for Program Enhancement: Extend program to Senior MSC's who are tracking to become DFA.


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9. Program, course, service or training: Electronic Medical Record (EMR) Implementation Training

• Type of program: Instructor-led.


Currently there is no provision for MSH Genesis reserve specific trainers to hold the instructor-led courses on weekends. RC is sending members to the Superuser classes to prepare for launch of the various training waves. It was proposed that NR NMETC coordinate the various trainings at the NOSC levels with units and superusers.

• Length of course: Depending on role, 4-16 hours.


20 members.

• Estimated total cost per year to support If conducted during the drill weekend, no additional costs expect for travel of instructors.

• Result of training (civilian licensure, accreditation, etc.) Increased readiness of RC at MTFs due to familiarization of charting product. Recommendations for Program Enhancement:

Currently in planning stages.


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FY17 Business Initiatives

Readiness #1: TFMMS Move to NOSC San Antonio Command/Action Officer Target Completion Date NR NMETC/TRIAD Leadership Team

30 OCT 16

Action Submit TFMMS packages to shift billets to new location. Current Status Awaiting on BUMED to complete move of personnel. Metric All personnel assigned to NOSC San Antonio. Readiness #2: Sharepoint Library: Command/Action Officer Target Completion Date NR NMETC/Metrics Team 30 OCT 16 and ongoing Action Develop active SharePoint library for training Standard Operating Procedures (SOP) and other source documents for training missions. Current Status Command milsuite site has been created and SOPs and other source documents are currently in the process of development. Metric Access to sharepoint site, written Standard Operating Procedures, and completion of other necessary source documents.


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#3: Subject Matter Expert Database: Readiness Command/Action Officer

Target Completion Date

NR NMETC/Metrics Team

1 JAN 17

Action Identify Subject Matter Experts (SME) throughout NRM in support of Navy Medicine education and training mission requirements and appropriate database to store information. Current Status Current TNCC and TCCC identified and ongoing search for additional qualified individuals who desire training and qualifications. Currently researching appropriate database to store data. Metric Database of qualified instructors listing completed training and other credentials. #4: Visibility of Training Opportunities: Readiness Command/Action Officer Target Completion Date NR NMETC/Metrics Team

30 OCT 16

Action Develop online presence that serves as a resource for all training opportunities across Navy Reserve Medicine. Current Status In development. Metric Development and linkage of current and ongoing training opportunities with easy to understand instructions on how to qualify and apply via SWANK. Development of a RC scorecard to monitor key training requirements.


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#5: Learning Management System: Readiness Command/Action Officer Target Completion Date NR NMETC/Metrics Team

1 JAN 17

Action Develop and Manage Learning Management System (LMS) to build capability for training and tracking. Market the program with individual commands. Track command registration and usage. Current Status -Established LMS point of contact for reserves within NR NMETC -On-site meetings with BUMED M10 RLO shop and M10 staff to research implementation and current use of the LMS with the RC (Completed June 2016). Metric Listing of all Navy Reserve Medicine personnel in LMS with current qualifications, requirements and visibility through available compliance reports. #6: Officer Trauma Nursing Core Course Training - Readiness Command/Action Officer Target Completion Date NR NMETC/Operations Team

31 OCT 17

Action Direct NRM’s exportable Trauma Nursing Core Course (TNCC) for individual commands. Current Status Ongoing training and development. Metric Number of completed courses and individuals trained.


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#7: Enlisted Tactical Combat Casualty Care Course Training - Readiness Command/Action Officer Target Completion Date NR NMETC/Operations Team

31 OCT 17

Action Direct NRM’s exportable Tactical Combat Casualty Care Courses (TCCC) for individual commands. Current Status Ongoing training and development. Metric Number of completed courses and individuals trained.

#8: TAH Training Courses - Readiness

Command/Action Officer Target Completion Date NR NMETC/Operations Team

31 OCT 17

Action Direct NRM’s TAH training for individual commands. Current Status Ongoing training and development. Metric Number of completed courses and individuals trained.

# 9: EMF Platform Training Courses - Readiness Command/Action Officer Target Completion Date NR NMETC/Operations Team

31 OCT 17

Action Direct NRM’s EMF Platform training for individual commands. Current Status Ongoing training and development. Metric Number of completed courses and individuals trained.


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#10: Simulation Laboratory Training Courses - Readiness Command/Action Officer Target Completion Date NR NMETC/Operations Team

31 OCT 17

Action Direct NRM’s Sim Laboratory training for individual commands. Current Status Ongoing training and development.

Metric Number of completed courses and individuals trained.

#11: Hospital Corpsman (HMSB) Training Courses - Readiness Command/Action Officer Target Completion Date NR NMETC/Operations Team

31 OCT 17

Action Direct NRM’s Hospital Corpsman (HMSB) for individual commands. Current Status Ongoing training and development. Metric Number of completed courses and individuals trained.

#12: New Provder Training Courses - Readiness

Command/Action Officer Target Completion Date NR NMETC / Operations Team

31 OCT 17

Action Direct NRM’s New Provider training for individual commands. Current Status Ongoing training and development. Metric Number of completed courses and individuals trained.


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#13: Director for Administration (DFA) Bootcamp - Readiness

Command/Action Officer Target Completion Date NR NMETC / Operations Team

31 OCT 17

Action Direct NRM’s DFA Bootcamp training for individual commands. Current Status Ongoing training and development. Metric Number of completed courses and individuals trained.

#14: Electronic Medical Record (EMR) Implementation Training Course - Readiness

Command/Action Officer Target Completion Date NR NMETC / EMR Implementation Team

31 OCT 17

Action Direct NRM’s EMR Implementation training for individual commands. Current Status Ongoing training and development. Metric Number of completed courses and individuals trained.


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Closeout FY16 Initiatives: Initiative Title Completion Date Status Organizational Command Realignment

7/30/2016

Awaiting TMMFs package to be competed

TNCC Instructed Courses

7/30/2016

Completed 15 courses and trained 162 sailors, soldiers, airman and civilians.

TCCC Instructed Courses

7/30/2016

Completed 23 courses and trained 519 sailors

ACLS Instructed Courses

7/30/2016

Discontinued initative

BLS Instructed Courses

7/30/2016

Discontinued initative

PALS Instructed Courses

7/30/2016

Discontinued initiative


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Command Level Performance Metrics: FY17 Metrics Product Line or Service

Metric Title Metric Parameters (Number of Course/Individual Attendance)

Target (Goal) FY17

FY16 Trend

TNCC Course

Courses Instructed

Student Throughput

7

7

TCCC Course

Courses Instructed

Number of courses/Individual Attendance

24

23

TAH Training

Courses Instructed

Number of Courses/Individual Attendance

6

N/A

Sim Lab Training

Courses Instructed


4

N/A

EMF Platform Training

Courses Instructed


6

N/A

HMSB Training

Courses Instructed


2

N/A

New Provider Training

Courses Instructed


2

N/A

DFA Bootcamp

Courses Instructed


2

N/A

EMR Implementation Training

Courses Instructed


1

N/A


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Closeout FY16 Metrics: Metric Title

Reason for Closeout

ACLS Instructed Courses

New command mission and objectives.

BLS Instructed Courses


PALS Instructed Courses


New Site Location

Personnel actively drilling in San Antonio, Texas with active duty personnel.

New Billet Structure

Awaiting TFFMS packages approval, but once complete new organizational structure and billets will be in place.

Manpower and Personnel Authorized and Resourced Billets by Product Line:


Local Assigned 12 11 12 3 0 0 0 0 24 14 Cross Assigned In 20 22 21 29 0 0 0 0 41 51

Cross Assigned Out 9 3 0 0 0 0 0 0 9 3 Vacant 2 0 3 4 0 0 0 0 5 4

Total 43 36 36 36 0 0 0 0 79 72

Summary of significant changes and impact that occurred in FY16. (As supported by BCRs) None Summary of projected changes and impact that may occur in FY17. Awaiting TFFMS packages to be processed. Changes expected to be completed by October 30, 2016. Once completed NR NMETC will total 30 billets; 21 officer and 9 enlisted members. This new realignment of billets will better align command to achieve stated mission and vision.


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Personnel on Board by UICs:


55842 MSRON 12 SEC DEPT 1 0 0 0 0 0 0 0 1 0 82788 NR OHSU NMC SD DET A 1 0 0 0 0 0 0 0 1 0 82891 NR OHSU NH JAX DET A 0 0 1 0 0 0 0 0 1 0 83305 NR OHSU NNMC BETH DET P 1 0 0 0 0 0 0 0 1 0 83333 NR OHSU NMC SD DET G 1 0 0 0 0 0 0 0 1 0 83335 NR OHSU NH JAX HQ 3 0 0 0 0 0 0 0 3 0 83342 NR OHSU NH JAX DET E 0 0 2 0 0 0 0 0 2 0 83345 NR OHSU NH JAX DET H 0 0 1 0 0 0 0 0 1 0 83346 NR OHSU NH JAX DET I 1 0 2 0 0 0 0 0 3 0 83353 NR OHSU NH CL DET A 0 0 4 0 0 0 0 0 4 0 83355 NR OHSU NH CL DET B 1 0 0 0 0 0 0 0 1 0 83356 NR OHSU NH CL DET C 1 0 0 0 0 0 0 0 1 0 83358 NR OHSU NMC PTS DET S 1 0 1 0 0 0 0 0 1 0 83363 NR OHSU NH PCOLA DET C 0 0 1 0 0 0 0 0 1 0 83572 NR OHSU NH BREM DET O 0 0 1 0 0 0 0 0 1 0 83575 NR OHSU GREAT LAKES DET O 1 0 0 0 0 0 0 0 1 0 83701 NR COMNAVFOR KOREA HQ 1 0 0 0 0 0 0 0 1 0 83716 NR OHSU GREAT LAKES DET R 1 0 0 0 0 0 0 0 1 0 83784 NR OHSU NH BREM HQ 1 0 0 0 0 0 0 0 1 0 83959 NR OHSU NH JAX DET R 0 0 1 0 0 0 0 0 1 0 83993 NR OHSU NH CP HQ 1 0 0 0 0 0 0 0 1 0 83994 NR OHSU NMC SD HQ 1 0 0 0 0 0 0 0 1 0 84019 NR OHSU NH CL HQ 1 0 0 0 0 0 0 0 1 0 85001 NR OPS SUPPORT 1965 0 0 1 0 0 0 0 0 1 0 87069 NR OHSU NNMC BETH HQ 2 0 0 0 0 0 0 0 2 0 87077 NR OHSU NMC SD DET J 1 0 0 0 0 0 0 0 1 0 88278 NR OHSU NMC PTS DET Y 1 0 0 0 0 0 0 0 1 0 88305 NR OHSU NH JAX DET O 0 0 1 0 0 0 0 0 1 0 88339 NR OHSU BETHESDA DET Y 1 0 0 0 0 0 0 0 1 0 88346 NR OHSU NMC PTS DET A 0 0 2 0 0 0 0 0 2 0 89517 NR OHSU NMC SD DET D 1 0 0 0 0 0 0 0 1 0 89715 NR OHSU NH JAX DET Q 0 0 1 0 0 0 0 0 1 0 89728 NR OHSU NNMC BETH DET S 1 0 0 0 0 0 0 0 1 0 89747 NR OHSU DALLAS DET N 1 0 0 0 0 0 0 0 1 0 89791 NR OHSU DALLAS DET E 0 0 2 0 0 0 0 0 2 0 89793 NR OHSU NMC PTS HQ

2 0 0 0 0 0 0 0 2 0

89847 NR MEDICAL SUPPORT CMD HQ (NR NMETC)

14 21 15 9 0 0 0 0 29 30 89926 1 0 0 0 0 0 0 0 1 0

Total 43 21 36 9 0 0 0 0 78 30


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Instructor Staff Summary:

Personnel Type

Highest Level of Education Master Trainer


Degree Bachelor’s


Doctoral Degree


Officers 0 0 40 40 14 14 1 1 0 0 Enlisted 3 3 9 9 1 1 1 1 0 0 Civilians 0 0 0 0 0 0 0 0 0 0

Contractors 0 0 0 0 0 0 0 0 0 0 Total 3 3 49 49 15 15 2 2 0 0

Products and Services Product or Service Line:

NR NMETC Training Services

Description:

NR NMETC serves approximately 2,406 officers and 4,552 enlisted members (more than 7,000 total medical staff) who have a constant need to maintain training readiness through education and skill development. To help NRM meet their training goals, NR NMETC serves as implementation consultants by working with individual commands to discover needs, design solutions and delivery results through identified resources and customized training plans.

Value to Navy Medicine:

Trained and ready sailors to ensure the capabilities of NRM assets to provide fleet health services and force health protection initiatives.


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Trauma Nursing Core Course (TNCC)

Trauma Nursing Core Course (TNCC) is designed for hospitals and trauma centers worldwide to empower nurses with the knowledge, critical thinking skills, and hands-on training to provide expert care for trauma patients. -Rapid identification of life-threatening injuries. -Comprehensive patient assessment. -Enhanced intervention for better patient outcomes.

Trained Registered Nurses

Tactical Combat Care Course (TCCC)

To provide personnel with the knowledge and skills to provide medical care in a combat environment following the principles of pre-hospital trauma life support and the guidelines and mission of Tactical Combat Casualty Care (TCCC).

Trained Hospital Corpsmen (Physician, APN’s,PA’s, Nurses)

TAH Training Orientate and Train NRM personnel of Shipboard Firefighting and Damage Control.

Trained personnel for augmentation onboard USNS

Mercy or USNS Comfort

EMF Platform Training Billet-based group training.

Personnel assigned to EMF Platrforms train as group to mobilize as group providing continuity of team training objective.

SIM Laboratory Training Qualifies instructor to lead Simulation lab training to augment AC training and devlope NRM specific training.

E7 and above able to lead SIM Lab training

Hospital Corpsman Basic Skills (HMSB) Training

Computer Based Training / preceptor skill validation. Corpsman

New Accessions Provider Course

This course provides instruction on how to work as a Reserve Navy Medical Provider.

Physicians

DFA Bootcamp This course providers instruction on how to work as a Director for Administration.

Medical Service Corps Officers

EMR Implementation training

Coordination with Superusers to ensure DET level training accomplishment.

Medical and Nurse Corps

Navy Reserve Navy Medicine Education and Training Command Appendix A

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Course/Training Catalog:

CIN and Course Long Title

Target Audience

Date Last HPRR

Highest level of survey conducted

(Kirkpatrick) Trauma Nursing Core Course

Registered Nurses

To Be Announced

None Completed

CIN: MED-R-1518 Tactical Combat Casualty Course

All clinical providers and hospital corpsmen

To Be Announced

None Completed

TAH, EMF Platform and Sim Laboratory Training

All clinical providers and hospital corpsmen

To Be Announced

None Completed

Hospital Corpsman Basic Skills Course (HMSB)

All hospital corpsmen E1- E-6

To Be Announced

None Completed

New Accession Provider Course

All clinical providers

To Be Announced

None Completed

DFA Bootcamp

All new DFAs

To Be Announced

None Completed

EMR Implementation Training

All clinical providers

To Be Announced

None Completed

Date post:	09-Feb-2020
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