UNIFORMED SERVICES UNIVERSITY OF THE HEALTH SCIENCES STRATEGIC FRAMEWORK

Transcription

1 UNIFORMED SERVICES UNIVERSITY OF THE HEALTH SCIENCES STRATEGIC FRAMEWORK April 16,

2 Table of Contents Background.. 3 USU Planning Process Nested Planning.. 5 Federal Mandates 7 USUHS Strategic Framework Situation. 8 President s Vision Statement... 8 Values. 9 Mission Statement...11 Mission Areas...11 Mission-Essential Tasks Education and Training...13 Mission-Essential Tasks Thought Leadership for MHS.16 Mission-Essential Tasks Support to National Strategies.. 17 Mission Enabling Tasks...18 Annex A: The Road Map A-1 Annex B: Strategic Communications.B-1 Annex C: School of Medicine Strategic Plan C-1 Annex D: Graduate School of Nursing Strategic Plan.. D-1 Annex E: Post-Graduate Dental College Strategic Plan E-1 2

3 Background The USU Strategic Framework Methodology The Uniformed Services University s strategic planning and management approach ensures USU s role as an active participant in the iterative planning processes of the Department of Defense (DoD). Our planning process begins with a detailed analysis of the health components of key national security documents, including the National Security Strategy, the National Military Strategy, the Quadrennial Defense Review, the President s Strategic Guidance, the Military Health System Strategic Initiatives and the biennial Program Objectives Memorandum. Within this larger context, the Uniformed Services University (USU) conducts an internal strategic planning process that concentrates on addressing the medical readiness requirements of the DoD and the Nation, while meeting the specific educational, research, training and MHS support objectives of the university. Much of this effort ensures that USU's institutional mission and goals, including the resources to achieve them, are identified to the administration and Congress of the United States so they can be supported in the annual appropriations process. To that end, the USU strategic framework seeks to identify the future requirements necessary to achieve its mission directives and goals. The strategic framework process is an integrated and collaborative process led by the president of USU, Dr. Charles Rice. Key participants in the development of the plan include USU's leadership team consisting of: the Deans of the School of Medicine (SOM), the Graduate School of Nursing (GSN) and the Post-Graduate Dental College (PGDC); the Senior Vice Presidents; the Vice Presidents for External Affairs, Affiliations and International Affairs, Research, and Finance and Administration; the USU General Counsel; the Director of the Armed Forces Radiobiology Research Institute (AFRRI); the Brigade Commander; and the USU Chief of Staff. The planning process also involves the directors of the USU s several centers and institutes. Guidance/input is sought from the USU Board of Regents and incorporated into the planning process. The USU faculty are vital participants in the planning process and in the execution of the resulting framework and supporting plans. Faculty members provide invaluable input, ideas, innovations and reality checks in every phase of the planning process, and they are sine qua non in development, implementation, modification and adaptation of plans at every level. Through the USU faculty, student views, perspectives and recommendations are also sought and incorporated. Final approval of the mission and goals of the annual Strategic Framework rests with the President, USU, and the framework s mission, mission areas and METL must be endorsed 3

4 by the Assistant Secretary of Defense for Health Affairs (ASD/HA), who also serves as the representative of the Secretary of Defense. Responsibility for monitoring the execution of the Strategic Framework at the University level and for the development and implementation of annual updates of this Framework is vested in the (Assistant to the President for University Strategies and Plans). The plan is consistently analyzed and revisions are made following those reviews, as appropriate. The planning process is focused on the following selected requirements to: Link all activities and initiatives to national security and concomitant military health system goals and objectives; Identify major issues facing the university and strategies to address them; Confirm major program goals, costs, timelines, priorities, metrics, methodology, and data sources for new initiatives or program expansions; and Evaluate USU's capacity to support new initiatives or program expansion. The USU Strategic Framework employs a fiveyear planning cycle, with annual updates to the Strategic Framework itself. Each planning cycle includes the submission of the biennial Program Objective Memorandum (POM) to the ASD/HA during DoD's strategic planning process. The process culminates in the President of the United States' budget request to the Congress and the subsequent actions of the House and Senate in the passage of authorization and appropriation legislation that directs and funds the activities of the DoD. Ultimately, this process consistently ensures that USU's strategic framework is aligned with and meets the special requirements of both DoD and the legislative direction of the Congress of the United States. The USU Planning Process Over the course of our 40 year history, the strategic planning process has evolved from an ad hoc effort undertaken by some of our best and brightest to a disciplined, collaborative, sustainable system that ensures an affordable blend of innovation and pragmatism. The planning process now embraces a balance between a top-down and bottom-up approach; the President of the University establishes, refines and publishes his Vision and adapts the Mission Statement to the evolving national security strategies and documents. Within this framework, the faculty provide recommendations on specific initiatives, assessments of ongoing activities and programs, and first-tier analyses of resource requirements. Faculty 4

5 issues, recommendations and analyses are then synthesized and integrated at the University level and submitted to the President for his modification, refinement and approval. Implementation of the framework is then decentralized to the deans, the Brigade, the chairs and the faculty and staff. The President s office ensures compliance with the plan and actively solicits recommendations for near- and mid-term modifications as the University s operational environment evolves. Today, the process by which the USU develops and implements its Strategic Framework is summarized as follows: USU President Vision Mission Planning Guidance Deans/ Cabinet/Bde Analysis Assessment Guidance for School Plans Faculty and Staff USU Community Framework Approval Implementing Guidance USU President Synthesis Integration Recommendations Deans/ Cabinet/Bde Initiatives Programs Resources Assessments Recommendations Nested Planning The USU Strategic Framework is nested in a hierarchy of plans that reflects the balance in the planning process. The USU framework is guided by national security and defense strategies, policies and budget cycles, and it in turn implements higher level guidance at the University level. The schools, centers, institutes and organizations and the Brigade that comprise the University prepare and implement strategic plans at their levels which mirror the USU framework and give specificity to the initiatives and guidance contained therein. This process is iterative and responsive to unforeseen challenges and opportunities that emerge at any time throughout the planning period. The hierarchy of planning can be represented as follows: 5

6 Federal Mandates The Uniformed Services Health Professions Revitalization Act of 1972, Public Law , established the Uniformed Services University of the Health Sciences (USU) with a clearly defined purpose to provide physicians for the Uniformed Services. The USU s mission statement is informed by 2007 Department of Defense Instruction , which further defines and expands Public Law , by directing that USU must: 1. Prepare officers and others to carry out the medical missions of the Uniformed Services, including to provide, and to maintain readiness to provide, medical services and support to members of the Armed Forces during military operations, and to provide medical services and support to members of the Uniformed Services, their dependents, and others entitled to DoD medical care. 2. Provide the highest quality education programs in the health sciences; grant applicable advanced academic degrees. 3. Establish postdoctoral and postgraduate programs, and technological institutes. 4. Conduct medical readiness training and continuing education for members of the 6

7 Uniformed Services in the health professions. 5. Ensure continuity and leadership by preparing individuals for careers in the health professions in the Uniformed Services. 6. Conduct health sciences research consistent with the academic undertaking of USUHS. 7. Direct the Armed Forces Radiobiology Research Institute as described in DoD Instruction (Reference (f)) and conduct additional activities as directed by the Assistant Secretary of Defense for Health Affairs (ASD(HA)) to further the DoD health mission. While the emphasis within the University is on educating and training military health professionals, our guidance in both public law and DoD instructions reminds us that we are also responsible for health professionals from the other uniformed services, including the Public Health Service. Moreover, expertise in public health is a major dimension of the ability of uniformed service health professionals to fulfill the expanded role of health care in US national security documents and doctrine. 7

8 The USU Strategic Framework Situation Absent a major threat to the security of the United States, the primary instruments of national security particularly the DoD and the Armed Forces will undergo significant transformation throughout the planning period ( ) This transformation will directly affect the Uniformed Services University of the Health Sciences, and the University must build on its established reputation for educational excellence to ensure that it is increasingly relevant to national security challenges that will emerge. The National Security Strategy (NSS) ensures national security is achieved by synchronized diplomacy, defense and development, through a sustained commitment to enduring engagements with Allies and Partner Nations. Aligned with the NSS, the National Defense and Military Strategies direct global engagement to further security and stability, including a charge to train and educate future leaders who can gain trust, understanding and cooperation from our partners. Key factors of this transformation that will impact on the University include: The end of combat operations in both Iraq and Afghanistan. The evolution of US strategic thought and national strategies, with emphasis on soft power, often led by health support. A decline in the willingness of the US to become involved in overseas military operations that do not directly impact on the American homeland. The focus of the US body politic on domestic matters, particularly the national debt, budget deficits, economic well-being and rising health care costs. Greatly expanded emphasis on allies, partners and coalitions to support US national security objectives. A smaller, more specialized US land force. The need to develop better Interagency cooperation and coordination to execute the Whole of Government approach directed by the President. Taken together, these factors indicate a period of enormous challenge to the University and an end to business as usual. The planning period also offers significant opportunities for the University to expand its ability to contribute to national defense, to the Combatant Commands and to the health and well-being of our Soldiers, Sailors, Airmen and Marines, and their families. 8

9 President s Vision Statement By the end of 2015, the Uniformed Services University of the Health Sciences, recognized as the preeminent educational institution for the creation of career uniformed services health professionals and leaders prepared to serve the nation wherever and whenever duty calls, will be a central hub for military-related health education and research, and the nation s center of excellence for the health dimensions of our national security strategies. USU will insure that each graduate is prepared with an outstanding health education, inter-professional health training, and a deep and abiding commitment to selfless service and responsible leadership, the military ethos and the security of the United States. Values The University is unique within the Department of Defense and, indeed, across the entire health education and training community. We serve one of our nation s most valuescentric and trusted institutions: the Armed Forces of the United States. At Annex D, we detail our approach to ensure our values are sustained throughout the University family. Our institutional values reflect the community we serve and include: Courage and Integrity. We foster a culture of academic, physical and moral courage in all our graduates, faculty and leaders, and we are uncompromising in our adherence to the highest standards of intellectual and personal integrity. Innovation. As an academic institution, our faculty and researchers continuously and aggressively push back the frontiers of knowledge in areas crucial to America s national security. Caring. We foster an atmosphere of caring, mutual respect, courtesy, pride in work and combined military and academic professional development. Communication. We interact and share information in a timely manner with openness, candor and sensitivity. Scholarship. We are committed to academic freedom as fundamental to the advancement of knowledge and a lifetime of learning. Service. We are committed to serving those who defend the nation, and we are sensitive to the unique role that our Soldiers, Sailors, Airmen and Marines play in our national security. Collaboration and Teamwork. We value the contributions of each member of our community and work to achieve an environment characterized by cooperation, collegiality, tolerance, mutual respect and an appreciation of diversity, and we facilitate 9

10 cooperation and collaboration in our science, educational methodologies, research and leadership. The University s Mission The mission of the Uniformed Services University of Health Sciences is to train, educate and prepare uniformed services health professionals, officers and leaders to directly support the Military Health System, the National Security and National Defense Strategies of the United States and the readiness of our Armed Forces. The Four Mission Areas The Mission of the USU provides the basis for specific initiatives to be developed or sustained in each of four primary mission areas. 1. Education and Training. As the Nation's uniformed services health sciences university, USU advances the science of military health and educates and trains health professionals dedicated to career service and leadership in the Department of Defense and our Armed Forces as well as scientists who serve the common good. Accordingly, we build, sustain or modify a curriculum that is: a. Integrated with enhanced course work that facilitates a rigorous and vigorous exchange in and among the three primary academic institutions: the School of Medicine, the Graduate School of Nursing and the Post Graduate Dental College, as well as other graduate programs within USU. b. State-of-the-art, leveraging and developing advanced educational methodologies including simulations and simulators - blended with proven medical education systems. c. Competitive and stimulating, drawing more of the best and brightest to USU and to a uniformed services health career. d. Service-based, graduating physicians, nurses, dentists, administrator and other health professionals who are first and foremost uniformed services officers and leaders. 10

11 2. Thought Leadership for the Military Health System. The University is the nexus for thought leadership in the MHS. Of particular significance: a. USU serves as the analytical, research and development center for long-term, research based DoD health policy and as the focal point for interagency health policy collaboration. b. USU serves as the thought leader for the nexus between health and readiness across the force. c. USU is the center for leadership development in health professionals and graduate health sciences education. d. USU is the central hub for a network of Graduate Medical Education. 3. Direct Support to National Strategies. The National Security and National Defense Strategies, the President s Strategic Guidance, the Quadrennial Defense Review (QDR), the Quadrennial Diplomacy and Development Review (QDDR) and a range of internal military plans place heavy demands on military health care. USU provides training, education and research in direct support of these national-level strategies, particularly through our Center for Disaster and Humanitarian Assistance Medicine (CDHAM). Of particular note: a. USU provides and integrates doctrine, training and education on emergency medicine and the provision of health in support of global health engagement missions. b. USU provides thought leadership, doctrine, training and education on sustainable capacity building for partner militaries and military health systems. c. USU provides unique and collaborative research on military health and health policy that improves readiness, with a focus on our men and women in uniform, families, wounded warriors and retirees. Accordingly, USU is the center for cultural and scientific innovation within military health. d. USU is the thought leader for joint and interagency global health engagement initiatives, including development, execution and assessment of specific programs such as, inter alia: i. Military-led disaster and humanitarian relief operations. ii. Military health system capacity building in partner nations. 11

12 iii. Support to Combatant Command (COCOM) the health componengts of regional engagement strategies. iv. Analysis, evaluation and reporting of global health engagement measures of effectiveness. v. Training and capacity building support to COCOM, DoS and USAID healthcare initiatives in nearly 70 countries around the world. 4. Research: USU research provides the connective tissue between the other three mission areas and, to one extent or another, is present in all. USU research focuses on: a. Basic research: developing new knowledge b. Clinical research: applying new knowledge to individuals c. System and operations research: applying new knowledge to health systems worldwide d. Policy research: development, application and evaluation of knowledge All USU research, whether driven by DoD or investigator-initiated, focuses on products and services that support our nation. Mission-Essential Tasks To realize the vision and accomplish the mission, the University needs to continue to fulfill a list of essential tasks, with empirically-based measures of accomplishment. The resulting Mission Essential Task List (METL) includes the following: Mission Area 1: Training and Education Essential Tasks Objectives Status 1.1 Continue the implementation of recruitment, development, and retention programs that will make learning, employment, and collaboration at USU attractive and rewarding to a diverse national and international community 1.2 Graduate physicians, nurses, dentists and administrators who are professional uniformed services officers trained in inter-professional In the SOM, support efforts to increase matriculation from the Armed Services through the USU Enlisted to Medical School Program as one of USU s significant initiatives for student diversity Expand affiliations with targeted institutions by increasing the number of matriculations to reflect the diverse spectrum of USU's external communities Encourage and resource the on-going establishment and implementation of individual student development plans Continue to engage service academies and select civilian universities to increase awareness of USUHS and benefits of a career in uniformed health services Continue to support and enhance ongoing curricular reform in the SOM Continue synergies in graduate education between basic science and translational research laboratories and clinical educational activities at the WRNMMC and USU. 12

13 collaboration and meet all MHS requirements through innovative curricula and programs. 1.3 Maintain essential accreditations 1.4 Enhance quality of faculty and student scholarship 1.5 Expand the use of cutting edge educational Serve as MHS thought leaders in the total military health education process Complete the transition of the Graduate School of Nursing (GSN) Master of Science Programs to Doctoral Programs Establish a certification program in Health Informatics and examine evolution to Master s Degree Develop and implement a schedule for the assessment of all degree programs Leverage the experience of the students at the GSN to mentor students in the SOM Examine establishment of Master s in Military Medicine Develop and maintain a centralized electronic database that houses current source documents to support compliance with accreditation and certification standards Develop an institutionalized system for lessons learned, both in preparation for, and after-action reviews of accreditation visits Develop programs to encourage diversity, innovation and depth in faculty scholarship Assure that all faculty members possess the knowledge, skills and abilities necessary to practice life-long learning, teaching and research Work with affiliated clinical and research sites to encourage all aspects of scholarship among faculty members Expand recognition and incentives to faculty members for collaborations which expand scholarly pursuits in supporting the needs of the MHS Expand the use of the USU Web Sites to promote and maintain respectful interactions between students, alumni, staff, faculty, and USU's external communities through the timely sharing of information internally and externally Encourage and resource a wide variety of scholarly interests to insure that the University has the appropriate expertise to assist with the development of new programs as identified by the MHS and its external communities Expand meaningful clinical and translational scholarship of integration and teaching in the patient care and GME programs shared by USU and WRNMMC Assist WRNMMC by employing clinicians to serve in the WRNMMC to provide patient care and GME mentorship in addition to traditional Undergraduate Medical Education (UME) duties at USU Resource the involvement of basic science faculty in integrated teaching in GME programs based on changes in UME models in the SOM Support the publication of the scholarship of integration in areas of military unique interests Support Fellowships in Translational Research through consultation and seminar support across the USU faculty Expand cost-effective, quality-ensured distributed education programs. 13

14 methodologies and teaching technologies. 1.6 Expand and enhance education and training pertinent to military leadership, officership and professionalism with a focus on the Joint Force, to create a cadre of leadership in military medicine. 1.7 Conduct innovative, military oriented research (basic and clinical) Expand the development and use of simulations and simulators Complete the establishment and integration of a GSN Doctoral Distance Learning Program and study it as a pilot DL program for lessons learned Expand the use of social networking to enhance student and faculty collaboration within the framework of extant DoD IT regulations Identify programs that will improve the virtual integration of off-campus faculty at Military Treatment Facilities (MTFs) Organize the military component of the overall USU mission in accordance with mandate and sound organizational principles Educate all graduates in the fundamental tenets and values of military leadership, officership and professionalism, to include a focus how these apply to military health care Establish the core foundation for all graduates to be effective leaders and officers, particularly in their first follow-on assignment and subsequently throughout their careers Assure all educational programs focus on the life-long development of knowledge, skills and abilities that prepares graduates for a successful career in the service of the Nation Select and train all military faculty and staff to be effective role models and educators in military leadership, officership and professionalism. Prepare military faculty and staff to serve as a resource to which graduates can return for leadership advice, guidance and mentoring Prepare all SOM graduates for their specific service cultures, courtesies and traditions. Assure all graduates appreciate the cultures, courtesies and traditions of other services and are ready to effectively operate in a joint environment Assure all students, faculty and staff members have the tools to continually improve their self-knowledge and an individual professional self-development plan that allows them to grow and advance professionally and personally throughout their military careers Expand collaboration with the Uniformed Services, WRNMMC, other MHS components, and the National Institutes of Health (NIH) as well as with other federal agencies Increase the liaison between USU s Center for the Study of Traumatic Stress (CSTS) and WRNMMC to ensure maximum participation and collaboration Increase liaison between USU s Consortium of Health and Military Performance (CHAMP) and appropriate WRNMMC personnel to ensure optimal collaboration and liaison Collaborate USU s SOM research on obesity with the appropriate WRNMMC offices Establish and sustain close liaison between USU academic programs conducting research on Wounded Warrior Care and Force Health Protection with relevant activities 14

15 throughout WRNMMC Increase collaboration between USU schools and faculty with appropriate WRNMMC activities to promote cooperation and sharing of simulated medical/operational training. 1.8 Recruit and develop our military faculty 1.9 Ensure the continued, deliberate and requirementsbased evolution of the University Include the WRNMMC in military unique research conducted by the USU Center for Neuroscience and Regenerative Medicine (CNRM) through collaborative sharing of clinical and scientific expertise Re-energize research on WMD effects, focused particularly on the nuclear battlefield Expand research in which USU already has an established reputation and programs, such as TBI, tobacco control, PTSD, rehabilitative medicine and weight control Develop a formal Translational Research effort to coordinate and facilitate faculty research Develop and implement a university-wide program for identifying and grooming potential junior military faculty during their early careers Develop and implement a university-wide program for identifying and grooming potential senior military faculty Develop and implement an officer professional development program, with specific measures of performance, during assignments to the USU faculty Ensure USU faculty in MTFs are developed to USU standards Conduct a detailed analysis of the healthcare requirements in support of our mission throughout the planning period Conduct a study of USU organization in order to ensure that we are structured to achieve the healthcare requirements across the MHS Develop and implement reorganization plans and associated initiatives as required Mission Area #2: Thought Leadership of Military Health System Essential Tasks Objectives Status 2.1 Serve as formal MHS policy analysis and assessment center Develop proposal for ASD HA, with sample structure of analytical team and methodology Obtain formal tasking from ASD HA Establish the Center for Military Health Policy Analysis 2.2 Serve as interoperability coordinator between MHS and other health systems, particularly the VA Enhance collaboration with VA on specific areas of mutual interest, building on the MOU on research Develop and recommend pilot program to ASD HA on USU methodology for coordinating specific health areas that span the MHS Develop and recommend pilot program to ASD HA on 15

16 2.3 Develop, update and supervise implementation of the MHS Strategic Plan 2.4 Develop and apply MHSwide measures of performance and success 2.5 Serve as center for rehabilitative medicine 2.6 Conduct MHS research (systems), including human capital. 2.7 Serve as the MHS Center for Lessons Learned. USU methodology for coordinating specific health areas outside DoD Develop proposal for USU to serve as the hub for the MHS Strategic Plan Undertake the task of producing the MHS Strategic Plan Develop proposal for USU to serve as the hub for developing and integrating MHS measures of performance and success Undertake a pilot program as proof of principle in selected areas requiring standards of performance and success Continue to lead in research basic, clinical and systems on rehabilitative medicine Design a collaborative methodology for integrating and coordinating MHS and DoD rehabilitative medicine initiatives Increase clinical research at the WRNMMC through the USU faculty's collaborative network of civilian and uniformed partners in support of relevant military and federal medical concerns and the MHS initiatives on military medical readiness, public health, disaster and humanitarian response, traumatic stress, and human performance Identify "research navigators" across all clinical departments to facilitate connections and the expansion of WRNMMC's research portfolio/funding sources within the framework of USU faculty interest and expertise Develop a proposal for a small CLL structure within USU Collaborate with uniformed services CLLs to demonstrate value in specific health operations Study health engagement activities to determine relative effectiveness of achieving strategic objectives and costeffectiveness Develop a standardized framework for MHS to collect data from health engagements, and analysis of the data that will lead to information for senior decision makers so that resource allocation is based on effectiveness of engagements to meet strategic security objectives Mission Area 3: Support to National Strategies Essential Tasks Objectives Status 3.1 Study and understand national security strategy documents becoming MHS thought leaders 3.1.1: Conduct annual analysis and periodic updates of relevant national security and strategy documents 3.1.2: Identify health requirements 3.2 Conduct systems research, and develop and sustain 3.1.3: Develop and conduct internal and external briefings Obtain authorities for this task and establish a center for military health doctrine support within CDHAM 3.2.2: Develop, coordinate and publish doctrine, IAW national 16

17 operational doctrine in national security support 3.3 Prepare and deploy immediate response teams when required security strategies 3.2.3: Take the MHS lead in executing the Education and Training Strategy developed for the Medical Stability Operations Working Group : Regularly test doctrine (exercises and simulations) 3.3.1: Develop proposal and obtain approval from ASD-HA for limited response capability, beginning with an expansion of CDHAM 3.3.2: Identify requirements 3.3.3: Recruit team members 3.4 Establish position within the whole of government: 3.5 Assign CDHAM as the Executive Agency for Mission Area : Train immediate response teams 3.4.1: Identify key stakeholder organizations 3.4.2: Obtain MHS imprimatur 3.4.3: Represent with best and brightest 3.4.4: Increase collaboration with PHS and other organizations that have health orientation 3.5.1: Redesignate CDHAM as the Center for Global Health Engagement (CGHE) 3.5.2: Expand CGHE s organization and charter to include national security analysis, doctrine development and whole of government representation : Align CGHE directly under the University Mission Enabling Tasks The University also has a set of enabling tasks that are important in facilitating the mission and associated mission areas. These tasks include: Enabling Tasks Objectives Status S.1 Maintain modern infrastructure S.1.1. Continue efforts to ensure the construction of Building F. S.1.2. Continue resourcing the ongoing long-range program to renovate existing laboratory space. S.1.3. Resource on-going liaison efforts with WRNMMC to ensure appropriate parking and shuttle services in support of multifaceted missions across the Bethesda campus. S.2 Align and Streamline Administrative Functions S.1.4. Sustain, rehabilitate and maintain existing facilities S.2.1. Build and implement regular evaluations and recommendations to improve support services and user satisfaction. S.2.2. Use the Office of Organizational Assessment to develop annual evaluations of services needed and the value and effectiveness of services offered. S.2.3. Develop models to evaluate the return-on-investment (ROI) of support services and evaluate cost recovery vs. central funding models as the best means of accounting for 17

18 S.3 Streamline the current IT review and support service process and improve efficiencies. S.4 Continue to improve and update administrative and financial systems, processes, and practices to ensure the effective, efficient and equitable use of resources. S.5 Assess the viability of the current Faculty compensation and benefit package(s) as it impacts future recruitment and retention of new and mid-level staff and faculty S.6 Identify ways to build a young and mid-range academic faculty for the University s future by working with the Deans in improving faculty recruitment and retention. S.7 Ensure a fulfilled and professional workforce support service activities. S.3.1. Empower the USU Automatic Information System Advisory Committee (AISAC) to access/validate IT requirements in support of USU's academic, research, and scholarship programs and activities. S.3.2. Task the USU Configuration/Change Control Board (CCB) to access/evaluate potential areas for improving IT efficiencies and CCB processing time with a University-wide focus. S.3.3. Organize a single functional academic & research computing subcommittee under the AISAC to address university-wide academic technology and research support needs. S.3.4. Continue to implement the IT security system modifications recommended during the DoD Information Assurance Certification and Accreditation Process (DIACAP) in order to remain compliant with DoD regulations and licensure. S.3.5. Ensure that USU IT systems comply with the directions contained in the MHS Strategic IT Plan S.4.1. Utilize recommendations from the current Middle States Self-Study and other accreditation program self-studies to identify and strengthen policies and processes across USU's administrative and financial support areas. S.5.1. Complete a Faculty benefits comparison of the USU s benefits package to those of comparable institutions. S.5.2. Continue to annually update a pay scale that adequately and competitively compensates the faculty S.5.3. Obtain X-Y-Z authority from USD-P&R S.6.1. Survey the faculty to identify incentives and obstacles to recruiting young and mid-range academic faculty. S.6.2. Research similar academic institutions to determine what recruitment tools they are using. S.6.3. Develop specific initiatives using a three-year time-line. S.6.4. Establish and enhance faculty mentoring program S.7.1. Develop and implement employee development plans across the USU's support employees. S.7.2. Resource the on-going promotion and the continuation of a diverse, innovative and interdependent community of uniformed and civilian students, faculty and staff responsive to the present and future needs of its internal and external communities. S.7.3. Continue to identify opportunities for understanding mutual and diverse values and concerns and to develop and reward innovative solutions addressing community issues. S.7.4. Continue to foster and reward a team-based, customer-focused environment that values the contributions of each member of our community to achieve a culture characterized by cooperation, integrity, trust, and collegiality. 18

19 Implementation The Strategic Framework will be implemented in accordance with the Roadmap in Annex A and the strategic plans of the schools, institutes and centers within the USU community. Overall management of the Framework s implementation and adaptation will be the responsibility of the newly established position of Vice President for Strategy and Plans. Conclusion USUHS is an asset of enormous value to DoD, the COCOMs, other national health institutions and the nation. Our contributions to national security are broad and deep, reflecting an innovative and disciplined pedagogical and research methodology that generates world-class uniformed services health professionals, ground-breaking research and invaluable contributions to our nation. Our Strategic Framework presents a vision- and mission-based program for the University over the next five years, harnessing our energies, commitment and talents to responding to new directions in our national security strategies. In an era of tight constraints on defense budgets, USU provides an enormous return on investment and a growing bang for the buck. We are proud of who we are; we know where we are going, and we look forward to what we will become. 19

20 Annex A: The Road Map To achieve the standards laid out above and accomplish the mission of the University, each Mission Area must have a specific set of intermediate programs, goals and objectives, along with specified action items, responsibilities, timelines and required resources. The Road Map consists of a coordinated set of Plans that support the implementation of each mission essential task and its supporting objectives. These Plans constitute the realworld implementation of the overarching Strategic Framework. Many Plan initiatives are embedded in School Strategic Plans (Annexes C,D and E) and will be referred to as such. There are several principles that should govern the USU Road Map. These include: Embedded Responsibility. plans must identify a specific individual within the University family as responsible for implementation. In order to institutionalize this responsibility, it is important that the President identify and empower an individual on his staff to work with each responsible individual to work through the implementation process. Resources. Many of the action plans require additional investment that lies outside of the current USU budget. We must take care that we do not agree to undertake such tasks without the commitment of required resources. Cost Effectiveness. In order to maximize the ROI of additional investments, we should rely on temporary personnel primarily consultants through HJF to support jump starting certain initiatives. These consultants then go away as USU institutionalizes functions and obtains funding through the DoD program and budget process. Extraordinary Effort in the Beginning. The Strategic Framework and, indeed, the entire planning process, will gain credibility and traction throughout the University only if we demonstrate that planning generates positive reinforcement and visionary change. Early Success. Every organization and institution has a healthy degree of skepticism when it comes to strategic planning. In order to begin to overcome this skepticism, it is vital that the Road Map demonstrate early accomplishments. This requires, in some instance, to pluck low hanging fruit even if such emphasis appears to be outside of an objectively progressive implementation sequence. Bottom-up Engagement. Many of the action plans depend upon the staff and faculty for their implementation. In the context of extraordinary effort, there must be direct, continuous and closely coordinated involvement of key faculty and staff. Top-down Advocacy. Most of the aspirational objectives in the Strategic Framework require aggressive and imaginative advocacy by the University s most 20

21 senior leaders as the University carefully positions itself for an expanded role in the MHS. In executing the Road Map, we should leverage the Board of Regents to support individual aspirational objectives. Strategic Communications. We must advance our vision, mission and essential tasks to external stakeholders, and ensure constant and responsive communications within the University family as we progress through initial implementation. Our Strategic Communications Plan is at Annex B. The Art of the Possible. The Strategic Framework and its Road Map are, of necessity, ambitious. As we go forward with the Road Map, we must recognize that we will not succeed in every effort, particularly those that are aspirational in nature. Accordingly, we must prioritize initiatives based on degree of control, resources required and external appetites. Mission Area 1: Training and Education Task 1.1: Continue the implementation of recruitment, development, and retention programs that will make learning, employment, and collaboration at USU attractive and rewarding to a diverse national and international community. USU s ability to accomplish our unique mission depends, inter alia, upon our people: students, faculty, staff and leaders at all levels who are competent, responsible and committed. Moreover, because of our mission focus on our men and women in uniform, their families and our retirees, we must recruit and retain those who understand the culture of the military and the other uniformed services, and our overarching responsibility to the security of the nation. Objective 1.1.1: Support efforts to increase matriculation from the Armed Services through the USU Enlisted to Medical School Program as one of USU s significant initiatives for student diversity. We seek a balance in our student body, particularly in the SOM. By providing an avenue for enlisted military personnel to enter the SOM, we help ensure that the SOM s student population is representative of the men and women in uniform that our graduates serve. The students in GSN and the PGDC are principally serving military officers, so we have already achieved this objective in those schools Appoint a coordinator Dean, SOM Integrate courses Dean, SOM Develop recruitment plan Coordinator Provide support Coordinator 1 consultant 1 Responsible agencies will be designated whenever possible by using the three-letter codes contained in the USU Organizational Chart. 21

22 Objective 1.1.2: Expand affiliations with targeted institutions by increasing the number of matriculations to reflect the diverse spectrum of USU's external communities. The Armed Forces have a demographic composition that is not representative of the nation at large, so USU must take consistent and sometimes extraordinary measures to ensure that our student population reflects the diversity in America s military population. This objective relates primarily to the SOM Identify/refine list of targeted institutions STA ADM Develop/refine affiliations plan STA ADM Implement affiliations plan STA ADM Identify/refine diversity goals PRS STA ADM Objective 1.1.3: Encourage and resource the on-going establishment and implementation of individual development plans for students and faculty. The military culture places great emphasis on individual and leader professional development. USU must ensure that we have the same emphasis, and we now need to reinforce our programs for individual development through effective, meaningful individual development plans Review progress on individual development plans Develop an authorization document to expand role of the Bde in uniformed students development plans Coordinate with service medical personnel systems Publish and chain teach process for individual development plans C/S USU STA C/S USU PMS (when appointed) Bde Cdr C/S USU PMS Bde Cdr Directors Chairs Develop uniform development standards for USU faculty offcampus Chairs 22

23 Objective 1.1.4: Continue to engage service academies and select civilian universities to increase awareness of USUHS and benefits of a career in uniformed health service. Graduates of the service academies and other service-oriented civilian universities often possess the qualities that we seek, not only in our SOM students but also in our health professional officer corps throughout a lifetime of service. At the same time, we must recognize and respect the primary mission of the service academies to train and educate line officers in each respective service Assess current program STA ADM Establish target metrics, in concert with service academies STA ADM Establish deferred entry program for service academy graduates C/S USU STA ADM Task 1.2. Graduate physicians, nurses and dentists who are professional uniformed services officers trained in inter-professional collaboration and meet all MHS requirements through innovative curricula and programs. This self-evident mission essential task contains important emphases that differentiate USU from other medical and health institutes of higher learning. USU graduates men and women who are primarily focused on a single customer and patient set: the Department of Defense, the Armed Forces, military families and communities, and retirees. This focus demands, in turn, that all aspects of USU s academic rigor be implemented against a backdrop of the profession of arms. At the same time, we must continue to support students from other uniformed services, such as the Public Health Service. Objective 1.2.1: Continue to support and enhance ongoing curricular reform in the SOM. The Uniformed Services University has embarked on a major revision of the entire SOM curriculum. The new curriculum will be fully integrated, incorporating the deliberate inter-twining of military & operational medicine, clinical medicine and key elements of the basic sciences throughout all four years of study. The new curriculum will ultimately become a model for the deployment of inter-disciplinary education and will enable SOM students to participate in meaningful patient interactions within the first few days of medical school. Students will also start their core clerkships (traditional clinical rotations) halfway through their 2nd year, nearly 6 months earlier than traditionally accomplished. Finally, students in the new curriculum will also have an opportunity to engage in a scholarly Capstone Project, which may have either a clinical, operational, international, or bench research type focus Complete the transition from a traditional Dean, SOM Director, OCR 23

24 (discipline-based) to a fully integrated (organsystem based) curriculum Create sustainable opportunities for students to be exposed to and participate in meaningful clinical care during the pre-clerkship phase Incorporate the "threading" of the basic sciences throughout the clerkship year, leveraging advanced technology and educational theory Implement a scholarly Capstone Project by each graduating student, with each Capstone Project to be accomplished under the auspices of a faculty mentor Continue to enhance, expand and integrate operational and military medicine throughout the entire curriculum Dean, SOM Director, OCR Dean, SOM Director, OCR Clinical supervisors Dean, SOM Director, OCR Faculty mentors Dean, SOM Director, OCR Department Chairs Objective 1.2.2: Continue synergies in graduate education between basic science and translational research laboratories and clinical educational activities at the WRNMMC and USU. The BRAC-driven consolidation of Walter Reed Army Medical Center and Bethesda National Naval Medical Center into the Walter Reed National Military Medical Center at Bethesda creates new opportunities for collaboration between basic science education and clinical experience. USU is working across a broad spectrum of disciplines to capitalize on its proximity to WRNMMC Assess current programs and analyze gaps Deans, SOM and GNS Develop plan Deans, SOM and GNS Assess GME needs Deans, SOM and GNS Develop clinical research support program Deans, SOM and GNS Objective 1.2.3: Serve as MHS thought leaders in the total military health education process. The MHS confronts a range of challenges in ensuring that its health professionals and its health facilities are afforded the opportunity to continue to grow throughout a lifetime 24

25 of service. USU, with its conceptual and pragmatic orientation to systems research, is the ideal locus for research and development of a modern, state-of-the-art military health education system Conduct analysis of MHS GME ( ) Explore civilian education consolidation Examine possible service obligations for graduate programs in SOM Develop recommendations on ensuring military orientation of all GME, SOM and GNS SVP Dean, SOM Dean, SOM Objective 1.2.4: Complete the transition of the Graduate School of Nursing (GSN) Master of Science Programs to Doctoral Programs. USU s GSN is now consolidating its groundbreaking work to create comprehensive DNP programs in a range of nursing disciplines. Such an undertaken is, perforce, difficult and time-consuming, and the success the GSN has enjoyed is the result of patience, vision and plain hard work. USU and the GSN now need to complete the work and institutionalize the program across the entire health education community See GNS Strategic Plan Dean, GNS for implementation Prepare AAR on process Dean, GNS Objective 1.2.5: Establish a certificate program in Health Informatics and a long-term goal of a Master degree. As USU continues its evolution as the central hub for MHS education and training, we must establish degree programs that reflect the current and future requirements of the DoD and the Armed Forces. In order for the MHS to serve its patient population most effectively in the years ahead, USU should create a certification program in Medical Informatics Establish a mission statement Dean, SOM, in collaboration with Deans, GNS and PGDC 25

26 Determine funding requirements Recruit students for the certificate program Establish an MOU with the National Library of Medicine Dean, SOM STA ADM Dean, SOM SVP Objective 1.2.6: Develop and implement a schedule for the assessment of all degree programs. In an era of pedagogical revolution, USU must continuously assess the entire range of degree programs resident in the SOM, GSN, and PGDC. Not only must we determine whether our methodologies are fully up to date, but we must also continuously improve our capabilities to provide health professionals to the DoD as conditions within our serviced population themselves change and evolve Collect and analyze gaps identified in Durning study Develop placement programs for graduate students Establish fellowship programs at the GSN SVP OSA Dean, GSN 1 Consultant Task 1.3. Maintain essential accreditations. Alone among all specialties in the Armed Forces, our health professionals must meet standards established by civilian organizations and institutions that are external to the Department of Defense. This requirement demands that USU and all three of its educational arms meet tough, rigorous accreditation standards in order for our graduates to meet certification requirements throughout their lifetimes of service. Moreover, the accreditation process helps USU to assess ourselves and to capitalize upon new ideas, innovations and streamlining procedures that are part of our engines of growth. Objective 1.3.1: Develop and maintain a centralized electronic database that houses current source documents to support compliance with accreditation and certification standards. Each accreditation visit should not require extraordinary efforts to capture necessary data, assessments and other relevant information. USU needs to establish and maintain a comprehensive and sophisticated data base that provides the foundation for each accreditation process Publish system for data base, data collection and availability OAC 26

27 Collect data OAC Prepare and conduct OAC briefings to Deans Objective 1.3.2: Develop an institutionalized system for lessons learned, both in preparation for, and after-action reviews of accreditation visits. USU is a learning institution, and we best achieve our mission by capturing input from a variety of sources, including experience in the field, cutting-edge systems research and regular accreditation reviews Develop and publish AAR data collection and analysis system Establish lessons learned link in USU intra-net Establish regular links to other institutions to share lessons learned OAC OAC OAC Task 1.4. Enhance quality of faculty and student scholarship. While our students are USU s raison d'être, our faculty are the principal agents by which our graduates are educated and trained to accomplish their professional tasks throughout a lifetime of service. Moreover, our faculty leads USU s basic, clinical and systems research, supporting USU s responsibilities to serve the MHS and the Uniformed Services across a broad spectrum of functions. USU has established and sustained a highly polished reputation for scholarship, but we must become increasingly proactive in enhancing our scholarship in preparation for the manifold challenges and opportunities that a radically changing world environment will create. Objective 1.4.1: Develop programs to encourage diversity, innovation and depth in faculty scholarship. USU has a broad and vital mission as the education, training and thought leaders in the MHS. Accordingly, our faculty already widely recognized for their scholarship must continue to push the envelope with innovative and cutting edge scholarship and research. Our faculty is accomplished in the scholarship of discovery, and we need to enhance our scholarship in other areas, including teaching, translation and integration Enhance scholarship of discovery Develop programs to enhance scholarship of teaching Develop programs to enhance scholarship of translation Develop programs to enhance scholarship of integration Deans Deans Deans Deans 27

28 Objective 1.4.2: Assure that all faculty members possess the knowledge, skills and abilities necessary to practice life-long learning, teaching and research. Faculty competence is one of the University s many strengths. That said, competence is both perishable and dynamic; what worked in the 20 th century may not be adequate in a new age. Sustaining and building competence in a changing world must be a partnership between the University and individual faculty members; each must provide essential functions in an institutionalized manner that supports individual development plans and recognizes the changes in the profession s external environments Focus scholarly attention on healthcare pedagogy Enhance publication in healthcare pedagogy Develop executable plans and guidelines Establish standards of success Establish appropriate recognition regimes Deans Deans Deans Deans USU President Objective 1.4.3: Expand work with affiliated clinical and research sites to encourage all aspects of scholarship among faculty members. The preponderance of USU s faculty is offcampus in the many MTFs through which our medical students rotate for their clerkships. Working with MTF commanders, we must ensure that these faculty members are accorded opportunities for faculty scholarship by exploiting the revolution in technology and information. Moreover, we encourage faculty members to become more conversant in other disciplines including those outside of the field of health in order to find linkages with research that could ultimately translate into major advances in health sciences Ensure that personnel evaluations include credit for inter-disciplinary studies Publish USU policy to ensure that personnel evaluations include credit for university-level contributions that go beyond schools and departments Develop and implement programs to increase offcampus faculty scholarship USU President Center/Institute Directors Brigade Cdr USU President Center/Institute Directors Bde Cdr MTF Cdrs Establish feed-back 28 Evaluations that reflect the full scope of individual contributions to USU s mission

29 mechanisms to assess off-campus faculty development MTF Cdrs Objective 1.4.4: Expand recognition and incentives to faculty members for collaborations which expand scholarly pursuits in supporting the needs of the MHS. USU faculty have a complex set of recognition expectations that include, but go beyond, monetary reward. Accordingly, we will greatly expand our program of professional recognition, regularize standards, and leverage the full range of incentives to fulfill the aspirations of faculty members that go beyond narrow limits and meet the needs of the MHS Republish awards program and greatly expand recognitions and awards at all leadership levels Republish guidelines and authorities for joint military awards, and substantially increase awards (e.g. DMSM) University President PMS Bde Cdr Department Chairs University President Bde Cdr Objective 1.4.5: Expand the use of the USU Web Sites to promote and maintain respectful interactions between students, alumni, staff, faculty, and USU's external communities through the timely sharing of information internally and externally. The USU web site like those of virtually all institutions today is one of the most powerful tools for communications. Accordingly, we will continuously upgrade and improve our website not focused on aesthetics but on currency and quality information Rewrite existing Website guidance, emphasizing focused responsibilities Review current website content and layout Aggressively obtain input from internal constituents (schools, centers, institutes, brigade) Assign web POCs and pagemasters Ensure each page is up to date USU C/S Webmaster USU C/S Webmaster Webmaster USU C/S (at all cabinet meetings) Centers Institutes Brigade Webmaster Review website quarterly USU Cabinet USU C/S No outdated material on the website - ever No outdated material on the website - ever 1 Consultant 29

30 Objective 1.4.6: Encourage and resource a wide variety of scholarly interests to insure that the University has the appropriate expertise to assist with the development of new programs as identified by the MHS and its external communities. The preponderance of basic and clinical research at USU is driven by investigators whose work supports either directly or indirectly - overall USU, DoD and national security objectives, including national and global health. Other research requirements are driven by DoD as new areas of investigation materialize. This is particularly true in systems research in which USU investigators both anticipate and respond to the need to harness the University s intellect in order to solve system problems in the MHS or in broader institutions Understand and publish guidelines on current and anticipated MHS research requirements Continue to train and educate faculty on writing winning proposals Develop overall plan that harnesses modern training technologies VPR VPR VPR Enhanced win rates Executable plan with faculty support Objective 1.4.7: Expand meaningful clinical scholarship in the patient care and GME programs shared by USU and WRNMMC and other MTFs. Translational and integration scholarship, particularly for the military health care provider, are vital in achieving synergy across research areas and in generating meaningful clinical results. Basic research must be translated into clinical relevance, and both basic and clinical research must be integrated across institutions and disciplines Develop guidelines Deans Develop measures of Deans performance Conduct quarterly reviews Deans Encourage publication on the scholarship of translation and integration Recognize and reward advances in translation and integration scholarship Expand participation in professional conferences in integration and translation scholarship Department Chairs USU President USU President Increased publication Transparent and predictable recognition system Increased travel and conference fees budgets 30

31 Objective 1.4.8: Employ clinicians to serve in the WRNMMC and other MTFs to provide patient care and GME mentorship in addition to traditional Undergraduate Medical Education (UME) duties at USU. Given the low staffing levels at WRNMMC and other MTFs, USU clinicians will be in increasingly high demand on the wards, and our clinicians must serve increasingly as mentors in the MHS GME Evaluate requirements for GME mentorship Develop and implement a program for expanding the use of USU clinical staff in MTFs MTF Cdrs MTF Cdrs Objective 1.4.9: Resource the involvement of basic science faculty in integrated teaching in GME programs based on changes in UME models in the SOM. If we are to succeed, the University must provide time, talent and treasure to this requirement. Faculty must actively seek teaching opportunities within the GME programs that are readily available. This is particularly advantageous for our basic science faculty largely civilians who would continue to benefit from exposure to uniformed service healthcare professionals at all levels Prepare/resurrect decision paper to obtain X-Y-Z authority from USD P&R (see S.5.3) Present decision brief to ASD (HA) on X-Y-Z authority Present decision brief to USD P&R on X-Y-Z authority Encourage, recognize and reward aggressive participation in GME programs SVP USU President USU President USU President Objective : Support the publication of the scholarship of integration in areas of military unique interests. Sustaining the University s outstanding reputation for scholarship requires on-going emphasis on publication. Moreover, it is even more important to advance faculty publication that focuses on integration scholarship, research and special areas of concern within the military. 31

32 Ensure that we have appropriate research to support multi-disciplinary integration Recognize and reward publication on scholarship of integration, emphasizing synergies, clinical results and costefficiencies Department Chairs VP Research USU President Department Chairs Publish guidelines USU President Objective : Support Fellowships in Translational Research through consultation and seminar support across the USU faculty. Translational research is crucial in demonstrating the efficacy of basic research and, more importantly, in addressing pressing requirements in clinical treatment of the military in a timely manner Organize system to ensure that we have basic research in need of translation Ensure that USU faculty are prepared to teach translational methodologies Recognize and reward faculty who support fellowships in translational research VPR HJF USU President Task 1.5. Expand the use of cutting edge educational methodologies and teaching technologies. The ongoing revolution in information technologies has impacted directly and significantly on education by dramatically expanding the array of teaching tools available, as well as by opening up opportunities for distributed and distance learning. The USU has already embarked on a number of initiatives to enhance and to build pedagogical methods that leverage the explosion in technology. These efforts must continue and expand in order for the University to thrive and grow in a new era. Moreover, we must focus on developing and rewarding good teaching. Objective Expand cost-effective, quality-ensured distributed education programs. While we build and expand on the use of distributed education programs, we must also ensure the quality of student use and faculty oversight. This requires a balance between rapid fielding of such technologies and a deliberate review of each. 32

33 Identify target audiences Deans Continue to develop pilot Deans distributed education courses Develop rigorous Deans measures of effectiveness Integrate distributed learning methodologies with traditional coursework Deans Objective Expand the development and use of simulations and simulators. One of the most powerful tools and technologies available for military education and training today is the array of simulations and simulators. Simulations the means by which we test system-wide competencies provide the opportunity for health students and research faculty to examine a wide range of health-related operations and activities. Simulators machines that replicate human anatomy and other specifics of health care give students a risk-free environment that is close to reality in order to hone their clinical skills. USU already has cutting edge simulations and simulators at the National Capital Area Medical Simulation Center recognized as a world leader in this vital training and educational methodology. We must continue to develop and employ state-of-the-art simulators, and we must work to integrate USU simulations with those of the services we support Develop program to ensure faculty are all thoroughly conversant with NCAMSC capabilities Develop pilot program(s) for enhanced use of simulations and simulators to support selected courses Establish liaison with nonmedical simulation centers to seek ways to collaborate on simulations development and use Expand simulations, beginning with CAVE, to integrate health issues with tactical problems and run test Warfighter exercise Develop needs- and results-based feedback mechanisms to improve simulations and simulators Develop and publish NCAMCS strategic plan NCAMSC Volunteer faculty NCAMSC NCAMSC NCAMSC NCAMSC 1 Consultant 33

34 Objective Complete the establishment and integration of a GSN Doctoral Distance Learning Program, and study it as a pilot DL program for lessons learned. As the University continues to develop and implement our GSN Doctoral Distance Learning Program, we must capture the lessons that we learn and apply them to our broader distance learning template. The GSN program gives the University a unique laboratory for determining how to best exploit technology while maintaining and enhancing quality education Implement IAW GSN Strategic Plan Publish lessons learned for use throughout the USU Develop distance learning guidelines and policies for the USU Dean, GSN Dean, GSN SVP Objective Leverage social networking to enhance student and faculty collaboration. A significant and growing percentage of our student and faculty populations are adept at the use of social networking to communicate, share ideas, and interact on a real-time basis. Within the parameters of DoD regulations, the University must evaluate the potential of expanded use of various social networks to regularize these ad hoc means of communication. The design of effective social networking systems is most usefully accomplished by an outside consultant Develop overall plan for using social networking Test plan with sampling of students Implement and adapt plan as required Director, IT, SOM, GNS Director, IT 1 Consultant Objective Identify programs that will improve the virtual integration of off-campus faculty at Military Treatment Facilities (MTFs). Given the size and importance of our off-site faculty, we must improve our ability to leverage technology in order to improve cross-faculty integration. Such technology gives us the chance to reduce the adverse impact of geographical separation and ensure that our curricula and our faculty are coordinated throughout the USU community Establish metrics of performance for off-site faculty Develop and publish standards and Deans USU President MTF Cdrs 34

35 expectations for off-site faculty Develop plan for maximizing use of stateof-the-art pedagogical technologies, including virtual classes Director, IT 1 Consultant Task 1.6. Expand and enhance education and training pertinent to military leadership, officership and professionalism with a focus on the Joint Force, to create a cadre of leadership in military medicine. The University s mission emphasizes our role in creating military healthcare professionals, officers and leaders. Military leadership and medical competence are not one and the same, and both must be developed throughout a career of service to the nation. We will focus our military leadership, officership and professionalism programs on all uniformed personnel assigned to the University: officer and enlisted, students, faculty and staff. In order to develop effective leadership skills, officership and clear professionalism in our students, faculty and staff will be selected for, and continue to develop, those skills in throughout their service at USU. The University, led by the Brigade, will provide individual military development plans and the educational and training tools to assist in this ongoing personal professional development. A balanced focus on both military leadership and medical basic skill set development is critical to accomplishing our mission and ensuring our recognized value to the Department of Defense. By continuous examination and implementation of effective leadership development tools across the spectrum of students, faculty and staff, we will strengthen our standing and credibility with the line Armed Forces. Moreover, we must capitalize on the expertise resident in our faculty to build long-term leader development effectiveness. Across the University, we have a vast array of talented, experienced faculty members who specialize in leadership, and we must harness their abilities in traces with military faculty and staff to create and sustain leader development programs. Objective Organize the military component of the overall USU mission in accordance with mandate and sound organizational principles. The demands of health education in all of the schools require that the military aspects of the University be structured for efficiency and effectiveness, and demonstrate to students and military faculty the principles of military organization Prepare organizational options for consideration by the USU President IAW DoD instruction , appoint a Professor of Military Working Group, including brigade and school representatives USU President Salary 35

36 Science for the University (initially, a retired flag line officer). Dual hat as Brigade Commander Redesignate MEM as Department of Military Science and Emergency Medicine. in SOM Assign military professional development responsibility to GSN senior leader Develop military leadership, officership and professionalism additions to student development plans Resurface the recommendation to promote to O-2 within the SOM USU President Dean, SOM Dean, GSN PMS with support from the GSN, SOM and Brigade. Dean, PGCD, in coordination with PMS President, USU PMS (when appointed) Board of Regents Brigade Commander Objective Educate all graduates in the fundamental tenets and values of military leadership, officership and professionalism, to include a focus how these apply to military health care. In meeting this objective, we must strike a thoughtful balance between contact hours devoted to medical studies/research with those devoted to uniformed services leadership, officership and professionalism activities. While our graduates must be prepared for increasing leadership responsibilities, they must always be highly competent medical practitioners Review current state of leadership, officership and professionalism education and development programs; identify opportunities for improvement and implementation of applicable recent knowledge Develop overarching recommendations for curricula and command programs Develop appropriately focused and robust opportunities for military training and experiences (e.g. airborne school) Brigade Commander, with support from the GSN and SOM. Dean, PGCD, in coordination with University Brigade Commander PMS (when appointed) Brigade Commander, with support from the GSN and SOM. Dean, PGCD, in coordination with University Brigade Commander PMS (when appointed) Brigade Commander Commandant GSN Commandant 1 consultant 36

37 Develop military leadership, officership and professionalism additions to student development plans SOM Chair, Department of Military & Emergency Medicine PMS (when appointed) Brigade Commander, with support from the GSN and SOM. Dean, PGCD, in coordination with University Brigade Commander Objective Establish the core foundation for all uniformed services graduates to be effective leaders and officers, particularly in their first follow-on assignment and subsequently throughout their careers. We will increasingly leverage line and alumni mentorship options in multiple fora, such as small group or squad mentoring and Field Training Exercise participation. This applies to all three schools Develop small group mentorship programs that leverage line officers, including those from NDU and AWC Increase line and alumni participation mentoring and FTX participation Prepare general subject matter for a Squad Military Dialog program With NDU and AWC, assess, refine the pilot and begin full implementation PMS (when appointed) Brigade Commander PMS (when appointed) Brigade Commander, with support from the GSN and SOM. Dean, PGCD, in coordination with University Brigade Commander President, Alumni Association PMS (when appointed) Brigade Commander PMS (when appointed) Brigade Commander 10% of students in SOM and GSN have mentors in pilot All students in SOM and GSN have line mentors 37

38 Objective Assure all educational programs focus on the life-long development of knowledge, skills and abilities that prepares graduates for a successful career in the service of the Nation Collaborate with other institutions, such as the VADM Stockdale Center for Ethical Leadership and War Colleges, on best practices for leadership and officer development Develop additional collaborative mechanisms between military and academic faculty and staff to synchronize leadership and officership education and development Create civilian faculty development program designed to improve knowledge of the military and interactions with/professional requirements of the military PMS (when appointed) Brigade Commander, with support from the GSN and SOM. Dean, PGCD, in coordination with University Brigade Commander PMS (when appointed) Brigade Commander, with support from the GSN and SOM. Dean, PGCD, in coordination with University Brigade Commander Dean GSN Dean SOM Brigade Commander 38 1 consultant Objective Select and train all uniformed faculty and staff to be effective role models and educators in uniformed services leadership, officership and professionalism. Prepare uniformed faculty and staff to serve as a resource to which graduates can return for leadership advice, guidance and mentoring. The most extensive and pervasive contact that students in the SOM and the GSN will have with uniformed officers will be with those assigned to the faculty and staff. Civilian faculty must also be part of the overall exposure of our uniformed students to the basics of officership. Accordingly, all faculty must be role models for professionalism: competent, responsible and committed, and must reflect the highest standards of personal and professional decorum Develop leadership education and training program for faculty and staff PMS (when appointed) Brigade Commander, with support from the 1 consultant (task within implementation contract)

39 Conduct quarterly Officer Professional Development symposia for military officers on the faculty and in the staff Continue and codify decentralized military faculty selection processes Ensure coordination with service SGs Use Council of O-6 s to represent perspectives across the campus and implement professionalism concepts Utilize Senior Enlisted Leaders to represent perspectives across the campus and implement professionalism concepts Ensure that officer rating schemes are in line with service requirements and selection board experiences GSN and SOM. Dean, PGCD, in coordination with University Brigade Commander PMS (when appointed) Brigade Commander, with support from the GSN and SOM. Dean, PGCD, in coordination with University Brigade Commander PMS (when appointed) Dean GSN Dean SOM Dean, PGDC Department Chairs Board of Regents PMS (when appointed) Brigade Commander Brigade Commander Brigade Commander Objective Prepare all graduates for their specific service cultures, courtesies and traditions. Assure all graduates appreciate the cultures, courtesies and traditions of other services and are ready to effectively operate in a joint environment. While the quality of USU graduates becomes increasingly manifest as they progress in ranks, it is important that all graduates SOM, GSN, PGDC continue to grow in the basics of the military culture Conduct quarterly military culture small Brigade Commander 39

40 group seminars Establish and maintain from the brigade commander section on the USU internal website that highlights developments in all the services (e.g. the change in Army Class A uniform) PMS (when assigned) Brigade Commander PMS (when assigned) Objective Assure all students, faculty and staff members have the tools to continually improve their self-knowledge and an individual professional self-development plan that allows them to grow and advance professionally and personally throughout their military careers. As the third pillar of the professional development institution, operational, self-development triad, self-development offers many opportunities to exploit both the ongoing revolution in information technologies and one-on-one mentorship with seasoned leaders Develop selfknowledge training (MBTI, MMPI reflections, personal vision statement, others) for students, faculty and staff Leverage social media as an important tool in self-development (Objective above) Establish baseline POI, including reading lists, mentoring opportunities and chat rooms to facilitate individual self-development PMS (when assigned) Brigade Commander, with support from the GSN and SOM. Dean, PGCD, in coordination with University Brigade Commander PMS (when assigned) Brigade Commander University IT personnel Brigade Commander PMS (when assigned) 1 Consultant Task 1.7. Conduct innovative, military-oriented research (basic and clinical). As the MHS leading academic institution, USU should be a hub for basic and clinical research throughout the military community. The University already has a widely recognized pedigree in research, and we must build on our established reputation, ensuring that in both investigator-generated 40

41 and institution-generated research, we have a clear linkage to real world military and global health requirements. Objective Expand collaboration with the Uniformed Services, WRNMMC, MTFs, other MHS components, and the National Institutes of Health (NIH). Research collaboration, particularly in an era of severe budget constraints, is essential in order to maintain and increase the momentum of USU research. However, the processes by which researchers collaborate is often episodic and generally dependent upon informal exchanges of information. We need to breathe rigor into our collaborative processes Quantify current collaboration Establish work group to develop target plan Implement targeted plan, based on both subject and institution VP, Research HJF VP Research HJF VP Research HJF Objective Increase the liaison between USU s Center for the Study of Traumatic Stress (CSTS), WRNMMC and other MTFs to ensure maximum participation and collaboration. USU, because of its unique focus on the Armed Forces, should serve as the central hub for research that is driven by military necessity. Traumatic Stress, TBI, rehabilitative medicine and tropical diseases are examples. Close collaboration among USU, WRNMMC and others is essential in order to ensure that USU is integrating research efforts and taking advantage of progress being made by other institutions Quantify current collaboration Develop targeted plan, based on both subject and institution Ensure maximum application of strategic communications plan to ensure external appreciation of USU value added in these key areas VPR HJF VPR Center director WRNMMC Strat Coms Consultant (See Annex B) Objective Increase liaison between USU s Consortium of Health and Military Performance (CHAMP) and appropriate WRNMMC personnel to ensure optimal collaboration and liaison. As WRNMMC continues its institutional integration process and consolidates 41

42 WRAMC and the NNMC, USU should take extraordinary efforts to bring WRNMMC personnel into various USU research activities Develop model for desired CHAMP collaboration Coordinate with CHAMP WRNMMC to develop modalities for cooperation Implement pilot program CHAMP for expanded cooperation Assess lessons learned CHAMP Develop TOR for expanded collaborative program and implement CHAMP Objective Collaborate USU s SOM research on obesity with the appropriate WRNMMC offices. While not an area that is unique or even prevalent in the Armed Forces, obesity is a medical crisis of national proportions, and USU has already established ourselves as a leader in basic and clinical research. We should build on this foundation, orienting our research on military families and retirees, and collaborate closely with WRNMMC in clinical research Develop model for desired SOM collaboration Coordinate with SOM WRNMMC to develop modalities for cooperation Implement pilot program SOM for expanded cooperation Assess lessons learned SOM Develop TOR for expanded collaborative program and implement SOM Objective Establish and sustain close liaison between USU academic programs conducting research on Wounded Warrior Care and Force Health Protection with relevant activities throughout WRNMMC and the MHS. With national attention justifiably focused on our wounded warriors, USU must move ahead aggressively with WW-related research, garnering new funding for programs that directly impact on our wounded warriors. To this end, close collaboration and, indeed, integration with WRNMMC are crucial in order to move forward quickly in this research field Develop model for desired collaboration SOM 42

43 Coordinate with SOM WRNMMC to develop modalities for cooperation Implement pilot program SOM for expanded cooperation Assess lessons learned SOM Develop TOR for expanded collaborative program and implement SOM Objective Increase collaboration between USU schools and faculty with appropriate WRNMMC activities to promote cooperation and sharing of simulated medical/operational training. USU s National Capital Area Medical Simulation Center is a resource of national significance and should be the focus for research, training and education throughout the MHS. Given the physical proximity of WRNMMC to the Center, we should develop particularly close collaboration, developing with WRNMMC integrated research and training opportunities Develop model for desired NCAMSC collaboration Coordinate with NCAMSC WRNMMC to develop modalities for cooperation Implement pilot program NCAMSC for expanded cooperation Assess lessons learned NCAMSC Develop TOR for expanded collaborative program and implement NCAMSC Task 1.8. Recruit and develop our military faculty. The unique composition of the USU faculty requires an equally unique approach to recruiting, development and retention. Of particular note is the USU military faculty who must not only be experienced and talented health professionals but also military role models for our uniformed student body. Objective Develop and implement a university-wide program for identifying and grooming potential junior military faculty early in their careers. Working closely with the uniformed services medical personnel management systems, USU should strive to identify potential faculty that can be developed into top quality junior faculty. Our current approach that is centered on department chairs is an effective foundation Publish department and school programs and policies for military faculty recruitment Department Chairs 43

44 Ensure close collaboration with uniformed services health personnel management systems Prepare recommendations for SGs on ensuring that assignment to USU is a career-enhancing duty Without losing the department-centric approach, achieve uniformity on overall USU recruitment program Publish overall USU policy and program USU C/S Department Chairs Board of Regents USU C/S USU C/S Department chairs USU President Department Chairs Integration of USU faculty recruitment with services personnel management Objective Develop and implement a university-wide program for identifying and grooming potential senior military faculty. Of even greater importance is the senior military faculty who must have the experience, teaching skills and professional image to serve as role models for students and junior faculty alike. They must also be able to work closely with civilian faculty. The actions and initiatives parallel those for junior military faculty, except that the Deans must take an active role Publish department and school programs and policies for military faculty recruitment Ensure close collaboration with uniformed services health personnel management systems Prepare recommendations for SGs on ensuring that assignment to USU is a career-enhancing duty Without losing the department-centric approach, achieve uniformity on overall USU recruitment program Publish overall USU policy and program Department Chairs USU C/S Department Chairs Board of Regents USU C/S USU C/S Department chairs USU President Department Chairs Integration of USU faculty recruitment with services personnel management Objective Develop and implement an officer professional development program, with specific measures of performance, for military faculty during assignments to USU. The 44

45 uniformed services place great emphasis on professional development during operational assignments, and USU must implement an OPD program that broadens and deepens military professionalism and officership in our uniformed faculty. This OPD program should be oriented on non-health care issues, such as national strategies, operational methodologies, international and domestic issues, and issues within the uniformed services themselves. This program should also be available to civilian faculty Assume overall responsibility for development of the OPD Prepare and coordinate proposed quarterly program, with subjects and SMEs Conduct quarterly OPD seminars PMS (when assigned) Brigade Commander PMS (when assigned) Brigade Commander Center/Institute directors PMS (when assigned) Brigade Commander Task 1.9. Ensure the continued, deliberate and requirements-based evolution of the University. All organizations, including USU, must continually assess their environments, the requirements they are designed to fulfill, and their internal organizations by which they must accomplish their missions. The University must have an organizational methodology that facilitates this admittedly difficult and sometimes daunting task. Objective Conduct a detailed analysis of evolving healthcare requirements that the University must fulfill in order to accomplish our mission throughout our 5-year planning period. Organizational reform must be based, in the first instance, on the evolving requirements that we must fulfill, principally in the future. While this is an important task at any point, it is particularly vital in a time of significant change in national strategies and of budget constraints Establish a review committee to analyze national strategies and USU s shifting environment (see Objective below) Conduct biannual reviews Review Committee 1 Consultant for initial review 45

46 Objective Conduct a study of USU organization in order to ensure that we are structured to achieve evolving healthcare requirements across the MHS. This is a challenging task, for it requires a dispassionate and de-personalized evaluation of how we are structured today and where we must go in the future. (See Appendix 1 to Annex A for an organizational approach) Evaluate current and planned USU organization to measure effectiveness against requirements Develop comprehensive and integrated plan for reorganization (if required) In this context, examine in particular the requirement for a separate School of Public Health and a Graduate School Develop strategic communications plan 2 Consultants Objective Implement reorganization plans and associated initiatives as required. Should it be determined that organizational reform is required, it must implemented such that minimal disruption occurs. Several key principles should guide this effort: Maximize transparency. Reorganization is perhaps the most disruptive events in any institution s life. Transparency helps ensure that those most affected understand the reasons for the change, the effects it will have on them as individuals, and the timelines and milestones. Minimize the number of reorganizations. While it may be necessary to phase in reorganization initiatives, they should be done in the context of a single reorganization plan. Treat everyone with dignity and respect. This must be more than words; personnel systems must provide for reassignment of people affected, and the University must be immediately responsive to the volume of issues that will be raised Upon approval of the reorganization plan (if required), implement strategic communications plan Establish feedback mechanisms to respond to questions and issues. University president 46

47 Mission Area 2: Thought Leadership for the MHS Mission Area 2 consists of many aspirational tasks, objectives and action plans. The aspirational nature of this mission area requires us to position ourselves through concept development, pilot programs and convincing senior DoD leaders uniform and civilian that USU is the appropriate locus for many MHS functions that are currently being executed in an ad hoc fashion. In positioning ourselves for these new responsibilities, the University is well served to use pilot programs whenever possible. Pilot programs: Minimize the perception of risk to external stakeholders. Harness and galvanize the passions for experimentation within the University. Allow for setbacks. Underscore USU as a learning organization. Involve the entire range of external stakeholders. Task 2.1. Serve as formal MHS policy analysis and planning center. Universities, particularly USU, are ideal hubs for policy research, analysis and support to the MHS policy development process. Accordingly, USU should become the center for thought on policy, strategies and processes. Objective Develop proposal for ASD HA, with sample structure of analytical team and methodology. In any positional initiative, it is important that we demonstrate to the ASD HA that the University can solve many of his policy analysis functions without detracting from his existing structure within the DoD Establish electronic library of all MHS-related laws, executive orders, regulations and policies Collect data on current policy analysis, research and development functions within the MHS Coordinate closely with the DASD for Clinical and Program Policy Develop USH solution, including CMHPA composition, mission, function, structure, methodology and products Prepare briefing and presentation to the ASD HA and the USD P&R Obtain ASD s authorization to develop details. PRS PRS 1 Consultant 47

48 Objective Obtain formal tasking from ASD HA. Presentations, briefings and concept papers will open the door for discussion, but subsequent actions must be taken in order to obtain the formal tasking from DoD Based on ASD s initial approval, develop detailed proposal, including budget, using Six Imperatives model Locate near-term funding VFA HJF Develop POM issue VFA papers Present formal proposal PRS to the ASD HA and the USD P&R Modify as required Obtain formal charter from ASD HA PRS Objective Establish the Center for Military Health Planning and Policy Analysis. The establishment of a new Center for Military Health Policy Analysis will require more than simply a charter from DoD. A variety of subordinate actions must be undertaken and completed before the Center can begin to fulfill its potential Recruit, vet and hire required Center personnel, including its director Identify and prepare office space Establish liaison with key organizations in the policy process, including within the office of the ASD HA Establish review and analytical methodologies Organize policy documents and prioritize according to urgency of review HR HR Center for Medical Health Planning and Policy Analysis (CMHPPA) Center for Medical Health Planning and Policy Analysis (CMHPPA) Center for Medical Health Planning and Policy Analysis (CMHPPA) 3 Full time personnel growth as required and authorized 48

49 Implement disciplined review and analysis system, including means for recommending changes Prepare policy summary and analysis document for the President, USU Center for Medical Health Planning and Policy Analysis (CMHPPA) Center for Medical Health Planning and Policy Analysis (CMHPPA) Task 2.2. Serve as interoperability coordinator between MHS and other health systems, particularly the VA. There are a host of health organizations that have programs that impact on military health issues, particularly in providing care for our wounded warriors, active duty personnel, families and retirees. As technology allows us to span heretofore unassailable gaps between institutions, USU needs to reach out and establish modalities and terms of reference for expanded collaboration. USU already has an established MOU with the VA on research. Objective Enhance collaboration with VA on specific areas of mutual interest. As we look ahead to a life-time of care for our wounded warriors, many of whom have wounds and injuries that are unique to the 21 st century battlefields, the MHS and the VA must coordinate far better. As the thought leader for the MHS, it falls to the USU to collaborate more closely and more systemically in research, education and training Develop set of near-term collaborative proposals, based on continuum of healthcare Convene high-level meeting to discuss these proposals, as well as more general cooperation Use existing MOU to short-circuit normal interagency collaboration requirements Implement pilot collaborative engagements Based on analysis of pilot engagements, expand collaboration Develop program to serve as VA s educational and research support arm. Board of Regents PRS VFA USU C/S Joint USU-VA working group 49

50 Objective Develop and recommend a pilot program to ASD HA on USU methodology for coordinating specific health areas that span the MHS. The MHS, of necessity a complex system, has a host of activities going on at a wide array of institutions, hospitals, clinics, research centers and aid stations. Many of these organizations are involved in different aspects of health issues common throughout the military community. USU, as the thought leader for the MHS, should develop and implement a program of limited focus to demonstrate our value added as a coordinator of health issues throughout the MHS Identify desired health issue areas on which USU can take the lead Develop pilot program Prepare briefing and decision paper for ASD (HA), with resource requirements VFA Present recommendation PRS to ASD (HA) Implement Objective Develop and recommend a pilot program to ASD HA on USU methodology for coordinating specific health areas outside DoD. Applying the model developed for Objective 2.2.2, USU should take the lead in coordinating military-specific health issues across entire health community Identify desired health issue areas on which USU can take the lead Develop pilot program, in coordination with non- DoD health organizations (e.g. VA) Prepare briefing and decision paper for ASD (HA), with resource requirements Present recommendation to ASD (HA) Present pilot program to non-dod partner organization(s) VFA PRS PRS Implement Task 2.3. Develop, update and supervise implementation of the MHS Strategic Plan. The MHS Strategic Plan has not been updated in three years due largely to the near-term focus of 50

51 our health care system on the military community. USU, as the MHS thought leader, is the logical organization in which to vest responsibility for reviewing, developing and updating the MHS Strategic Plan on an annual basis. Moreover, strategies and policies are inextricably interwoven, so if the University assumes policy analysis responsibilities, we ought to have strategic planning responsibilities as well. To accomplish this task, certain legislation will need to be proposed, and ASD HA s full support is essential. Objective Develop a proposal for USU to serve as the hub for the MHS Strategic Plan. In order to be vested with this responsibility, we will need to present a persuasive case to the ASD HA, demonstrating not only our unparalled capabilities to meld vision with pragmatism, but also our ability to relieve the ASD of this responsibility. In our proposal, we must demonstrate that our approach will provide the MHS with an actionable, vision-based set of measures to be taken that will steer the system into new relevance in the years ahead. In order to move ahead, we will need to collaborate and coordinate fully with ASD HA s policy and planning structure Research the methodologies currently being used within the ASD (HA) Refine and document USU s planning methodology (ends-waysmeans) Prepare and present briefing to ASD (HA), in conjunction with establishment of CMHPPA Obtain approval by the ASD (HA), even if he does not approve the immediate establishment of the CMHPPA OAC Center for Medical Health Planning and Policy Analysis (CMHPPA) OAC USU President OAC USU President 1 Consultant Objective Undertake the task of producing the MHS Strategic Plan. If we are successful with the ASD HA, we must generate near-term results that demonstrate our value added in the planning function Establish MHS-wide planning group, collaborating closely with the ASD s Office of Strategy Management OAC Center for Medical Health Planning and Policy 51

52 and the DASD for Clinical and Program Policy Based on extant plans, missions and pronouncements, develop MHS vision and mission statements and obtain approval of the ASD HA (ends) Provide IPRs to the ASD HA, in context of weekly updates Develop and vet draft road map (ways) Develop and vet resource requirements (means) Brief plan for approval PRS Analysis (CMHPPA) OAC Center for Medical Health Planning and Policy Analysis (CMHPPA) USU President OAC VP for External Affairs OAC Center for Medical Health Planning and Policy Analysis (CMHPPA) VFA Center for Medical Health Planning and Policy Analysis (CMHPPA) 1 Consultant (until CMHPPA is established) 2 Consultants (until CMHPPA is established) 1 Consultant (until CMHPPA is established Task 2.4. Develop and apply MHS-wide measures of performance and success. As an offshoot of systems research, USU is ideally suited to serve as the developer of measures of performance and success. USU has the intellectual resources, and we have no vested interest in the application of these measures. In order to gather responsibility to USU, we must carefully coordinate with existing offices within the ASD HA community. Objective Develop proposal for USU to serve as the hub for developing and integrating MHS measures of performance and success Integrate competencies of HPRC, CHAMP and CDHAM to develop a comprehensive offering in MHS measures of performance Identify specific areas in which USU can operate effectively as an integrator of MHS measures of performance, soliciting views from staff and faculty Prepare decision briefing for consideration by ASD Dean, SOM Dean, SOM Dean, GSN Dean, SOM 52

53 (HA), including resource implications and ROI Coordinate with other MHS stakeholders and refine briefing accordingly Dean, GSN VFA Objective Undertake a pilot program as proof of principle in selected areas requiring standards of performance and success Based on Objective 2.4.1, develop a pilot program to demonstrate value of USU in measuring standards of performance and success Brief ASD (HA) on pilot program Upon approval, implement pilot program Coordinate with MHS stakeholders to assess results and value added Modify program and brief ASD (HA) for approval Dean, SOM Dean, GSN VFA PRS Dean, SOM Dean, GSN VFA Implement program CHAMP CDHAM Task 2.5. Serve as the center for rehabilitation medicine. Perhaps no area in military medicine resonates with the American people more than rehabilitating our wounded warriors. Moreover, because the survival rate of WIAs is so high, rehabilitation is a crucial element in the overall MHS. Objective Continue to lead in research basic, clinical and systems on rehabilitation medicine. The melding of technology and need has unprecedented potential for treating our wounded warriors, and USU is an ideal center of the rehabilitative hub. Research across all three integrated methodologies needs to be enhanced and focused, and the role of the University reinforced throughout the entire MHS community, as well as with medical and research centers external to DoD. All initiatives must be carefully coordinated with other institutions also involved in rehabilitation medicine Assess the full range of USU research in Dean, SOM Dean, GSN 53

54 rehabilitation medicine Collaborate with VA to determine trends and directions Identify specific areas in which USU should have overall MHS lead Develop an integrated research program Obtain ASD (HA) imprimatur to lead MHS research in rehabilitation medicine CNRM CNRM Dean, SOM CNRM VPR PRS Task 2.6. Conduct MHS research (systems), including human capital. Across the spectrum of military health research, relatively little is done at the systems level. Yet, as we peel back the military health responsibilities under the various national-level strategy documents, it is evident that DoD needs to be expert at understanding, developing and refining health systems within the military and around the world. Objective Increase clinical research at the WRNMMC through the USU faculty's collaborative network of civilian and uniformed partners in support of relevant military and federal medical concerns and the MHS initiatives on military medical readiness, public health, disaster and humanitarian response, traumatic stress, and human performance. These focal areas, already articulated within MHS strategies, should be augmented with systems research into partner nation health capacity building, COCOM engagement plans, and the entire policyimplementation-feedback-results process Catalog all current relevant research efforts across the centers and schools at USU Identify key non-usu stakeholders in these areas of research and establish dialogs and establish a single POC within USU Prepare MOUs with appropriate institutions VPR Dean, SOM Dean, GSN NCDMHP CHAMP HPRC CDHAM CSTS VPR VFA USU POC Implement MOUs USU POC NCDMHP CHAMP HPRC CDHAM 54

55 Assess progress and modify programs accordingly CSTS NCDMHP CHAMP HPRC CDHAM CSTS Objective Identify research navigators across all clinical departments to facilitate connections and the expansion of WRNMMC's research portfolio/funding sources within the framework of USU faculty interest and expertise. USU research basic, clinical and systems supports the overall mission of our military. In order to ensure that USU has the requisite resources to build our research and contribute to our nation s security, we need to establish single points of contact throughout our schools in order to focus University efforts and obtain necessary funding Identify research areas that cross organizational lines and require research navigators Develop USU-wide framework and guidelines for research navigators Coordinate with WRNMMC departments Implement pilot program of selected research navigators Assess pilot programs and make adjustments as required Roll out expanded and comprehensive research navigator programs Establish incentive programs for successful research navigators Dean, SOM Dean, GSN Dean, PGDC VPR VPR VPR VPR VPR PRS VPR C/S Task 2.7. Serve as the MHS Center for Lessons Learned. All learning institutions require rigorous mechanisms for determining lessons learned from field and clinical operations that then form vital input into adaptations of curricula, new areas of emphasis and possibly new programs. The University must establish, sustain and use a focused capacity for soliciting lessons learned, assessing their applicability and then making the adjustments necessary to keep us at the cutting edge of relevance. Objective Establish a small Center for Health Lessons Learned (CHLL) structure within USU. Gathering and analyzing experiential data from field and clinical operations and then 55

56 creating readily accessible lessons learned demand a dedicated, full time organization. Methodologies for lessons learned are reasonably refined, particularly in the Uniformed Services and should be used for the CHLL template Visit Centers for Lessons VP External Affairs Learned at military educational institutions, such as CAC Design the structure, VP External Affairs mission and processes for the CHLL Brief ASD HA obtain approval University President Establish the CHLL University Ensure integration of lessons learned into doctrine, training, leader development and operational guidance throughout the joint force President Director, CHLL Objective Collaborate with uniformed services CLLs to demonstrate value in specific health operations. As the CHLL is established, it is vital for the new center to establish close relations with the services centers in order to mesh our lessons learned with the line. Moreover, services centers for lessons learned provide invaluable health input as an inescapable component of operations Establish regular liaison with services centers for lessons learned Develop web-enabled lessons learned and exchange with services systems Establish web site on which health lessons learned are posted Host annual Health Lessons Learned conference, with service centers as attendees Translate health lessons learned into languages and formats useful to the services CHLL CHLL CHLL CHLL CHLL 56

57 Objective Study health engagement activities to determine relative effectiveness of achieving strategic objectives and cost-effectiveness Finalize measures of CDHAM (CGHE) performance work Develop pilot program for CDHAM (CGHE) one COCOM Conduct pilot program CDHAM (CGHE) Expand pilot to other CDHAM (CGHE) COCOMs Finalize and administer program CDHAM (CGHE) Objective Develop a standardized framework for MHS to collect data from health engagements, and analysis of the data that will lead to information for senior decision makers so that resource allocation is based on effectiveness of engagements to meet strategic security objectives Assess programs at other lessons learned institutions Develop USU framework for rapidly accessing input data and converting data to useful, doctrine-driven lessons learned Establish regular mechanisms for conveying lessons learned to key stakeholders, both within MHS and throughout DoD Inform MHS doctrine developers CHLL CHLL CHLL CHLL Mission Area 3: Support to National Strategies Like Mission Area 2, much of this mission area is aspirational in nature. Therefore, we must focus considerable energy on innovative thinking and persuasive presentations, while we minimize initial additive costs. Because of its established reputation, expertise and penetration of COCOMs, CDHAM should take the lead for the University. Task 3.1. Study and understand national security strategy documents becoming MHS thought leaders in recognizing health implications. The shift in our national security strategy 57

58 and the resulting DoD documents underscore either explicitly or by implication the importance of health initiatives, yet there is often little focused attention on this crucial component. USU should undertake the responsibility on behalf of the MHS to glean these requirements from various strategies and act upon them. Objective 3.1.1: Conduct annual analysis and periodic updates. National-level strategy documents are issued sporadically; some like the QDR respond to Congressional mandates, while others depend upon changes in the administration and senior leadership in DoD. Regardless of when they are issued, USU needs to analyze each document for health relevance Establish and maintain a library of relevant national level strategies, including those that are issued by non-dod departments and agencies (e.g. the QDDR) Analyze each document for health relevance Prepare summary paper for University President Director, CDHAM OCA CDHAM CDHAM Brief ASD HA PRS Disseminate findings CDHAM throughout MHS Prepare Plans for CDHAM the MHS Brief ASD HA and MHS CDHAM agencies Respond to requests for CDHAM analyses from agencies in the MHS Prepare quarterly updates for USU faculty through voluntary presentations and use of the USU intranet. CDHAM Task 3.2. Conduct systems research, and develop and sustain joint operational doctrine in national security support. Each service has its own doctrine arm, but joint doctrine in health support remains elusive. USU should be the central hub for the development, testing and promulgation of joint military health doctrine. In order to accomplish this task, close collaboration with the service Surgeons General is essential. Objective Obtain authorities for this task and establish a center for military health doctrine support within CDHAM. While USU is the logical repository of joint health doctrine, the services guard their own doctrine development structures carefully. Therefore, we must move forward convincingly, collaboratively and cooperatively. 58

59 Visit service health doctrine centers Assess degree of jointness in doctrine and the resources needed to establish a doctrine function at USU Determine where and how USU will execute the doctrine function Prepare summary paper for University President and coordinate with service health doctrine centers CDHAM OCA CDHAM OCA CDHAM CDHAM Brief ASD HA PRS Based on guidance, prepare a decision paper for ASD HA and the JCS, and obtain decision If directed to proceed, prepare TOR for the doctrine function Brief service health doctrine centers and establish collaborative mechanisms CDHAM CDHAM CDHAM Objective 3.2.2: Develop, coordinate and publish doctrine, IAW national security strategies. The development of Joint Health Doctrine is a challenging undertaking, requiring a rigorous system that harnesses both imagination and discipline. Doctrine provides a framework in which health leaders make system, organization and individual decisions, so its development requires extensive input from its ultimate practitioners Visit service doctrine centers to analyze doctrine development methodologies Develop and coordinate USU doctrine development methodology Prepare summary paper for University President Develop draft baseline Joint Health Doctrine Director, CDHAM CDHAM CDHAM CDHAM Test draft baseline CDHAM 59

60 doctrine and refine as required Coordinate draft baseline doctrine with service health doctrine centers Convene doctrine joint workshop Publish Joint Health Doctrine NCAMSC CDHAM Director, CDHAM University President Objective Take the MHS lead in executing the Education and Training Strategy developed for the Medical Stability Operations Working Group Translate Medical Stability Operations into Global Health Engagement terms Refine education and training strategy, ensuring jointness Collaborate with service SGs and TRADOC equilvalents Establish standards and training system CDHAM CDHAM CDHAM CDHAM Objective 3.2.4: Regularly test doctrine (exercises and simulations). Published doctrine must be trained to and tested by the ultimate users the services, both line units and health providers. Extensive and imaginative use must be made of the suite of simulations available at the NCAMSC and at a range of tactical and operational simulation centers throughout the joint forces Work with NCAMSC to develop and employ simulations that will test doctrine Introduce more rigorous health components of operational simulations (e.g. BCTP Warfighter) Provide doctrine SMEs to service, COCOM and unit simulation-drive exercises Establish and implement a regular doctrine review, based on exercises and operations in the field. CDHAM CDHAM NCAMSC CDHAM CDHAM Task 3.3. Prepare and deploy immediate response teams when required. This is perhaps the most aspirational task of all, for it requires the University to expand its operational role in 60

61 executing military health-related near-term tasks. However, in selected cases, the University is the ideal institution to undertake such tasks and, through CDHAM, has done so in nearly 70 countries. Specific support requirements may include, inter alia: Humanitarian relief surge missions. Military health capacity building in partner nations. COCOM engagement planning and, in selected cases, execution Emergency health support capacity building in post-conflict environments. Objective 3.3.1: Develop proposal and obtain approval from ASD-HA for expanding USU s response capability, beginning with an expansion of CDHAM. In order to gain approval, this function must garner strong support from the JCS, the COCOM commanders and, if possible, departments and agencies outside of DoD, such as the Department of State and the NSC Educate and work with the Faculty to develop concepts and to forge consensus Establish modalities within the USU on how to manage this operational function Develop informal white paper on selected functional support Brief JCS and at least one COCOM on white paper CDHAM CDHAM CDHAM CDHAM Refine white paper CDHAM Prepare formal proposal for ASD HA and USD P&R. Coordinate with JCS Obtain approval for pilot function (Partner nation capacity building) CDHAM PRS 1 Consultant 1 Consultant Objective 3.3.2: Identify requirements. Beginning with the pilot function, we must identify specific requirements that we must fulfill if we are to expand our operational support to the COCOMS and other organizations focused on health engagement Examine AARs from previous operations, measured against CDHAM 1 Consultant 61

62 evolving Joint Health Doctrine and capacity building methodologies Determine personnel requirements Determine training requirements Determine organizational requirements Determine unique logistics requirements Prepare requirements document CDHAM CDHAM CDHAM CDHAM CDHAM Objective 3.3.3: Recruit team members. Executing the pilot program function of partner military health system development, the personnel requirements are more predictable than they are under other emergency functions. That said, we must develop an overall database recruiting system that can be applied to all operational functions, again building on the methodology already in place in both CDHAM and the HJF Identify volunteers with the competencies and the interest to serve in pilot program teams Examine S/CRS and private sector methodologies for expanding a pool of volunteers for emergency missions Prepare decision briefing for the University CDHAM CDHAM CDHAM President Exercise call up CDHAM 1 Consultant Objective 3.3.4: Train immediate response teams. Individual team members will be recruited based on their skills and experience. But they must be trained to function as a team against an operational methodology with which they may not be familiar. Training requirements must be balanced against ongoing professional responsibilities Develop training program for pilot capacity building team(s), leveraging simulations for maximum efficiency CDHAM NCAMSC 1 Consultant Examine RC CDHAM 1 Consultant 62

63 methodologies for training emergency teams with only limited training time Train teams CDHAM NCAMSC Assess training CDHAM NCAMSC 1 Consultant 1 Consultant Task 3.4. Represent the MHS position within the whole of government. The implications of the several national-level strategies are that the USG must function across multiple disciplines, departments and agencies in an integrated fashion. While this has proven to be an almost unmanageable task, certain areas resonate throughout the government. One of these is healthcare, public health and health management systems the essence of the MHS. USU, as MHS thought leader, concept developers and policy analysts, is a natural representative of the health component of DoD in the interagency, whole of government planning and operational system. To act as the representative of the MHS is a low-cost, potentially high payoff function for the University Objective 3.4.1: Identify key stakeholder organizations. Whole of Government primarily applies to the implementation of our national security strategies. Accordingly, the principal stakeholders are those within the national security community, including the NSC, DoD, DoS, USAID, the intelligence community, and a host of US NGOs Examine the QDR and QDDR, as well as USAID planning documents to identify the key organizations and individuals who have responsibilities for Whole of Government planning and execution Establish informal contact with key individuals, including selected Congressional staffers CDHAM CDHAM 1 Consultant 1 Consultant Objective 3.4.2: Obtain MHS imprimatur. This should be a fairly simple task, since few organizations are anxious to participate in the Whole of Government process Prepare overview briefing on Whole of Government processes, actors and issues Present decision briefing to ASD HA CDHAM PRS 63 1 Consultant 1 Consultant

64 If approved, develop and promulgate TOR CDHAM 1 Consultant Objective 3.4.3: Represent with best and brightest. Representing the MHS in Whole of Government arenas will showcase the University, accentuating our systems research and analytical skills, as well as our operational orientation. Accordingly, we must be represented by men and women who are thoughtful, analytical and personable. Task 3.5. Assign CDHAM as the Executive Agency for Mission Area 3. The bold nature of Mission Area 3 requires that USU concentrate responsibility in one organization. Given CDHAM s experience and penetration into the functions within MA 3, it is appropriate that we build on CDHAM as the lead for what we are called upon to do. In so doing, the CDHAM organization should be framed along the following lines: Objective Redesignate CDHAM as the Center for Global Health Engagement (CGHE). Global Health Engagement is becoming the term of art within the DoD for the work that CDHAM already does and for the overall work envisioned under MA 3. Changing the name supports not only broader recognition but an understanding within the University that we are serious about the expanded role of USU in national strategies Review implications of and authorities for - changing the name Present decision briefing to level of authority required Implement change, with appropriate documentation CDHAM PRS Objective Expand CGHE s organization and charter to include national security analysis, doctrine development and whole of government representation. 64

65 Prepare modified TDA document Prepare job descriptions for each position Examine means for funding new position, including use of HJF Take hiring actions, building augmented staff gradually CGHE CGHE CGHE HJF CGHE 2013: : TBD Objective Realign CGHE directly under the University. Because of the increased importance of CGHE and the need to integrate activities across the entire University, including all three schools, and other centers and institutes, CGHE must be a direct report to the University Redesignate Director as Vice President Publish decision and rationale University President University President Δ salary Enabling Tasks Enabling tasks are those which are important in order to facilitate the fulfillment of the Mission Essential Tasks outlined above. Task S.1. Maintain Modern Infrastructure. It is self-evident that a modern infrastructure, including facilities, equipment, and management technologies, is vital to fulfilling our overall mission. Modern infrastructure attracts quality faculty and students, facilitates learning, is essential to effective research, and presents a positive image to external stakeholders. Objective S.1.1: Continue efforts to ensure the construction of Building F. S S Manage Building F so that it is built on time, on budget Conduct reviews of progress for staff and faculty VFA VFA 65

66 Objective S.1.2: Continue to define and resource the ongoing long-range program to renovate existing laboratory space. S S S Review Facilities Master Plan Adjust and adapt laboratory renovation plans, based on new technologies Ensure laboratory renovation plans are part of school strategic plans VFA SOM, GNS Objective S.1.3. Resource ongoing liaison efforts with WRNMMC to ensure appropriate parking and shuttle services in support of multifaceted missions across the Bethesda Campus. S S S Use the SF to ensure that Bethesda facility management staff is aware of the totality of USU s mission Ensure that parking and shuttle requirements are empirically based Publish parking and shuttle system and limitations with in-coming students and faculty VFA VFA VFA Objective S.1.4. Sustain, rehabilitate and maintain existing facilities. This is both a leadership and a budgetary requirement. S S S Establish responsible agency for all areas within the Bethesda Campus (e.g. SOM, Building A ) Develop and present policy requiring senior leaders of each responsible agency to walk the halls on a weekly basis. (See Annex B) Receive reports on the State of the University during cabinet meetings VFA PRS PRS Cabinet 66

67 Task S.2. Align and Streamline Administrative Functions. All institutions confront this challenge on a daily basis. In an era of constrained resources, however, USU must pay particular attention to ensuring that our administrative functions are organized for success and structured for efficiencies. Objective S.2.1. Build and implement regular evaluations and recommendations to improve support services and user satisfaction. In order to meet this objective, it is imperative that the end-users provide virtually all the input. S S S Refine and implement a semi-annual questionnaire for the staff, faculty and students to assess various services. Create an action plan to address changes that need to be made. Provide response to all those who submitted ideas. VFA VFA VFA S Provide input to AOC FVA 1 Consultant Objective S.2.2. Use the Office of Organizational Assessment to develop annual evaluations of services needed and the value and effectiveness of services offered. Using input from the surveys and questionnaires in Objective S.2.1., USU needs to collate, analyze and integrate recommendations on both current and new services. S S S S S Prepare annual report for USU President and cabinet Assess trends in service evaluations Evaluate new services used in other institutions or newly marketed Establish Services Evaluation Committee Develop and implement feedback mechanism for entire USU community OAC OAC OAC OAC Cabinet OAC Objective S.2.3. Develop models to evaluate the ROI of support services and evaluate cost recovery vs. central funding models to determine optimal means for accounting for support service activities. 67

68 S S S Develop models and brief to USU President and cabinet Apply models to recommendations developed in Objectives S.2.1 and S.2.2, as well as from other sources Demonstrate efficacy of models in pilot programs OAC OAC VFA OAC VFA Task S.3. Streamline the current IT review and support service process and improve efficiencies. This is perhaps the most self-evident requirement for all 21 st century educational institutions. While it is never possible to satisfy all demands placed on USU s IT system, we periodically require a comprehensive review and update. Such a review is best accomplished by an outside consultant. In addition, great care must be taken to include the USU end-users (staff and faculty) in the development of IT recommendations and initiatives, and the conduct of reviews. Objective S.3.1. Empower the USU Automatic Information System Advisory Committee (AISAC) to access and validate IT requirements in support of USU s academic, research and scholarship programs and activities. S S S S Develop AISAC review plan Ensure input from endusers Develop/refine IT Master Plan, including hardware/software update schedule Establish on-line site for end-user comments CIO CIO CIO CIO 1 Consultant Objective S.3.2. Task the USU Configuration/Change Control Board (CCB) to access and evaluate potential areas for improving IT efficiencies and CCB processing time across the University. S S S Coordinate CCB evaluations with AISAC Master Plan Establish and refine CCB operational methodology Establish pilot process program to demonstrate efficacy of refined methodology to end-users throughout USU CIO CIO CIO 1 Consultant 68

69 Objective S.3.3. Organize a single functional academic and research computing subcommittee under the AISAC to address university-wide academic technology and research support needs. S S S S Develop draft membership and responsibilities document Circulate draft throughout staff and faculty for input Publish and implement subcommittee charter Demonstrate immediate and responsive success CIO CIO CIO 1 Consultant (same as S.3.2) Objective S.3.4. Continue to implement the IT security system modifications recommended during the DoD Information Assurance Certification and Accreditation Process (DIACAP) in order to remain compliant with DoD regulations and licensure. While USU must remain compliant, we must also ensure that our IT systems facilitate collaboration and communications. This will require us to carefully analyze second- and third-order effects of the mandates of the DIACAP and seek exemptions wherever possible. S S S Publish DIACAP requirements in language that USU end-users can understand, including rationale Seek input from AISAC and CCB on impact Develop requests for exemptions as appropriate CIO CIO University President CIO 1 Consultant (same as S.3.2) Objective S.3.5. Ensure that USU IT systems comply with the directions contained in the MHS Strategic IT Plan. The MHS Strategic IT Plan, published in 2011, provides the framework in which all subordinate IT systems must operate. S Develop and publish a CIO synopsis of the MHS IT Plan that is relevant to USU end-users S Identify actions needed CIO within the USU IT system to comply with the MHS Plan S Request exemptions as 69

70 S required Establish regular review of USU IT initiatives in order to ensure compliance CIO CIO AISAC Task S.4. Continue to improve and update administrative and financial systems, processes and practices to ensure effective, efficient and equitable use of resources. The complexity of the DoD PPBS, coupled with the wide array of funding sources that support USU research and personnel, makes it difficult for the USU community to understand the entire financial system. However, we must take aggressive measures to maximize: Transparency Simplicity and understanding Responsiveness Communications Objective S.4.1. Use recommendations from the current Middle States Self-Study and other accreditation program self-studies to identify and strengthen policies and processes across USU s administrative and financial support areas. S S S S Develop summary of recommendations Seek input from staff and faculty Develop integrated and comprehensive plan for improvements Conduct chain teaching to educate the USU community on DoD and USU funding processes OAC OAC OAC Cabinet Task S.5. Assess the viability of the current compensation and benefits packages as they impact future recruitment and retention of new and mid-level staff and faculty. This task is a key enabler in the Mission Essential Tasks 1.1 and 1.4. USU has made considerable progress in ensuring that compensation packages for faculty are competitive with other institutions, but more remains to be done. Objective S.5.1. Complete a faculty benefits comparison of USU s benefits package with those of comparable institutions. S Develop the comparison methodology, normalizing model for unique aspects of USU VFA 1 Consultant 70

71 S S S Analyze trends and projections for the future in benefits Develop phased recommendations Publish decisions and methodology VFA VFA VFA Objective S.5.2. Continue to annually update a pay scale that adequately and competitively compensates the faculty. S S S Develop pay scale update methodology that reflects the dynamics of the marketplace Seek exceptions, when required, from USG pay freezes Inform faculty of measures taken, progress made and projections. VFA PRS PRS Objective S.5.3. Obtain X-Y-Z authority from USD (P&R). Such authority, long sought by the University, would enable the USU to structure compensation packages based on a wider range of performance parameters. S S S S Update past request, justifications and submissions Develop new approach, based on expanded roles and missions of USU Present recommendations to ASD (HA) and USD (P&R) Brief key members of Congress, if approved by OSD VFA VFA PRS VFA Task S.6. Identify ways to build a young and mid-range academic faculty for the University s future by working with the Deans in improving faculty recruitment and retention. This task helps enable Mission Essential Tasks 1.4, 1.7 and 1.8. Objective S.6.1. Survey the faculty to identify incentives and obstacles to recruiting young and mid-range academic faculty. 71

72 S Develop survey tool S Present compelling methodology to faculty S Analyze survey results and present findings to faculty Chairs Objective S.6.2. Research similar academic institutions to determine what recruiting tools they use. While USU is unique in its institutional culture, requirements and mission, there are lessons we can learn from other academic institutions. S Develop the right questions to ask S Identify institutions to be queried S Analyze results Objective S.6.3. Develop specific initiatives using a three-year time-line. S S S S Develop proposed initiatives, including costs Vet proposed initiatives with faculty Analyze results, make adjustments as required, prioritize with PRS Implement prioritized initiatives VFA Objective S.6.4. Establish and enhance faculty mentoring program. USU has an experienced faculty who can form the nucleus of a robust and rigorous mentoring program. To be successful, however, mentoring must be a volunteer task. S Establish parameters, including time requirements, for mentorship program S Establish pilot programs start small. 72

73 S S Assess results, modify program as required Roll out expanded program Task S.7. Ensure a fulfilled and professional workforce. Perhaps the most important of the enabling tasks, USU must continuously foster a collegial, informed, challenged and professionally fulfilled workforce staff and faculty. Objective S.7.1. Develop and implement employee development plans across the USU s support employees. A complement to objective 1.1.3, every employee in USU, regardless of current position or responsibility, is entitled to know how he or she can reach full potential in the USU community. S S S S Canvass a sample of employees from each major occupational group to assess developmental interests Develop pilot development plans for representatives from each occupational group. Assess pilot programs, modify and publish development plan framework Require development plans for subordinates as part of evaluations of each supervisor SASP SASP SASP PRS Cabinet Directors Chiefs Each supervisor Objective S.7.2. Resource the on-going promotion and the continuation of a diverse, innovative and interdependent community of uniformed and civilian students, faculty and staff responsive to the present and future needs of its internal and external stakeholders. This objective helps enable Mission Essential Task 1.1. Diversity is an important means to the end of trained, educated and ready uniformed services healthcare providers, researchers and operations specialists who support a unique population. S S Refine diversity goals and objectives, oriented on USU s unique customer populations Measure the effectiveness of each measure currently SASP SASP 73

74 S S S being taken Examine measures taken in other institutions Identify menu of measures, with identified costs and ROI Prioritize and resource selected measures SASP STA ADM STA ADM PRS VFA Objective S.7.3. Continue to identify opportunities for understanding mutual and diverse values and concerns and to develop and reward innovative solutions addressing community issues. S Develop and implement a USU-wide incentive programs for contributions to the well-being of the University S Publicize contributions PAO President, Alumni Association Objective S.7.4. Continue to foster and reward a team-based customer-focused environment that values the contributions of each member of our community to achieve a culture characterized by cooperation, integrity, trust, and collegiality. This objective enables every other task, objective and action item contained in this Framework, and is the basis for a healthy, productive USU community. S S S S S S Communicate and listen up and down Insist on loyalty up and down Review and enhance fora for communications Reenergize Faculty Senate Expand brown bag lunches to faculty Develop and implement state of the community surveys, address concerns, and reinforce strengths All leaders All leaders C/S PRS PRS Cabinet Mary Dix S Seek all opportunities to All leaders 74

75 walk the halls, interacting with community members in their every day tasks. Conclusion The USU Strategic Framework Roadmap lays out a highly ambitious set of actions that implement the vision, mission and guidance contained in the Framework itself. Roadmap action plans must now be prioritized, timelines established and initiatives resourced. Moreover, the entire Roadmap cannot be implemented all at once; initiatives should be phased over the entire 5-year Strategic Framework planning period. The Roadmap breathes life into the Strategic Framework and provides the entire University community with specific initiatives that will guide us into a bright future. 75

76 Appendix 1 to Annex A An Organizational Approach The University should adopt a five-year reorganization plan that more effectively matches structure to function, reduces the span of control for the University President by establishing an Executive Vice President and empowers the University Chief of Staff to coordinate and integrate the staff. Such an organization could look as follows. 76

77 Annex B Strategic Communications USU is sometimes described as the best kept secret in the DoD. In times of budgetary pressures and with our growing importance within the national security community, we must break out of our old paradigm and aggressively tell our story, both inside and outside of the University. And we must begin by recognizing that successful strategic communications depends upon both speaking and listening, particularly when addressing internal audiences. Our Framework The University will grow and prosper based, in part, on our ability to convey our valueadded to our intermediate customers and end-users, particularly those responsible for the allocation of the treasure of the American people. Moreover, our success in fostering a USU community that is professionally challenged, satisfied and happy depends upon what we say and how we say it. Accordingly, we must develop, enhance and execute a comprehensive Strategic Communications program that conveys our message to a wide array of audiences. The baseline Strat Coms methodology includes the classic steps of: Crafting our messages tailored to each specific audience. Understanding our audiences and their own priorities and environments. Deciding on the appropriate media to convey our messages. Executing our opportunities, ensuring that we speak with one voice. Assessing our success. 1. Crafting our messages. Our basic messages are crafted with three essential inputs: The USU Strategic Framework and associated plans. The policy, operational and budgetary environments in which we are enmeshed. Current issues good news and bad. 2. Understanding our audiences. Our audiences are many and varied but align into three major clusters. External Audiences policy, budget, recruiting pool Crossover Audiences the MHS and all its components Internal Audiences the several schools, institutes and organizations within the USU, the staff and our faculty. 77