BUMED just released the information for those interested in XO/CO/OIC/Chief Medical Officer. Here are all the documents.
One of the most important documents viewed during promotion boards is your Performance Summary Report or PSR. It is the document that summarizes all of your FITREPs for the board, and it can be difficult to interpret. I created a screencast that will show you how to read your PSR. Here are the PPT slides and the screencast:
The FY17 O4 promotion board just concluded. As usual, the promotion opportunity for LCDR was 100%. This means that the board COULD select every eligible officer for promotion if they wanted to. They never do, but they could. If you read the convening order, you’ll see that Medical Corps is the only community that has a 100% promotion opportunity:
Here is an interesting read from Military Times that discusses discount rates and what some experts consider a “flaw” in the new retirement system:
The Uniformed Services University of the Health Sciences (USUHS) has some new degrees for anyone looking for a medical education degree. If you are on active duty you have to be local to attend. They are, however, working on a pathway for active duty to apply and PCS there to do the degree if accepted, similar to how they do the Naval War College. The info is contained in these PDF files:
Contact your Detailer or Specialty Leader if interested:
Position: BUMED Futures and Innovation Lead
Directorate: BUMED Executive Directorate
Classification: 05/06, GS 14/15
Reports To: Deputy Director, for the Executive Director (TED)
Report Date: JUNE/JULY 2016
The position of Lead, Futures and Innovation is held by a senior medical department officer (O-5- O6) or civilian equivalent. The incumbent works for the BUMED Executive Directorate (TED) and is an advisor to all officers, enlisted and civilian personnel. S/He offers the Navy Medicine enterprise with strategic planning resources and technical advice on all issues. Specifically, s/he empowers members of the TED cell and Navy Medicine Leaders with the critical skills of strategic foresight and futures thinking for the new era of complexity and change in Military Medicine. The incumbent works closely with the BUMED Chief Medical Officer, Digital Health Office, and Chief Digital Officer to help support innovation, process improvement, and patient safety and quality initiatives. Additionally, s/he is responsible to assist in the oversight and efficient program management of activities related to the successful implementation of the new DoD Healthcare Management Systems Modernization (DHMSM) initiative.
DESIRED CRITERIA FOR THE POSITION
- Senior medical department officer (O-5 and above, Medical Corps, Nurse Corps, Medical Service Corps, Dental Corps) or civilian equivalent.
- Superb leadership and management skills.
- Facilitative counseling and team-building skills.
- An advanced degree in a related field (health care, business or computer science, MBA, MPA, MPH, MD or PhD) or equivalent experience.
- Knowledge of technology and information systems planning to support business goals in a health care setting.
- Understanding of the MHS health information technology strategy and operational plans.
- Training and experience with management models such as high reliability organization, transitional leadership, etc.
The Navy Surgeon General just released his Commander’s Guidance for Navy Medicine:
As you will read, Readiness, Value, and Jointness have been replaced by Readiness, Health, and Partnerships. In addition, there is a focus on value-based care. A good article on value-based care from the Harvard Business Review can be found at this link. I’ve pasted the executive summary below:
In health care, the days of business as usual are over. Around the world, every health care system is struggling with rising costs and uneven quality, despite the hard work of well- intentioned, well-trained clinicians. Health care leaders and policy makers have tried countless incremental fixes—attacking fraud, reducing errors, enforcing practice guidelines, making patients better “consumers,” implementing electronic medical records—but none have had much impact.
It’s time for a fundamentally new strategy. At its core is maximizing value for patients: that is, achieving the best outcomes at the lowest cost. We must move away from a supply- driven health care system organized around what physicians do and toward a patient-centered system organized around what patients need. We must shift the focus from the volume and profitability of services provided—physician visits, hospitalizations, procedures, and tests—to the patient outcomes achieved. And we must replace today’s fragmented system, in which every local provider offers a full range of services, with a system in which services for particular medical conditions are concentrated in health-delivery organizations and in the right locations to deliver high-value care.
The strategy for moving to a high-value health care delivery system comprises six interdependent components: organizing around patients’ medical conditions rather than physicians’ medical specialties, measuring costs and outcomes for each patient, developing bundled prices for the full care cycle, integrating care across separate facilities, expanding geographic reach, and building an enabling IT platform.
The transformation to value-based health care is well under way. Some organizations, such as the Cleveland Clinic and Germany’s Schön Klinik, have undertaken large-scale changes involving multiple components of the value agenda. The result has been striking improvements in outcomes and efficiency, and growth in market share.