The SG spoke to the Senate Appropriations Committee today. You can see his opening remarks here:
His full written comments can be seen here:
FALLS CHURCH, Va. (NNS) — The U.S. Navy’s top doctor announced new strategic priorities for Navy Medicine, Nov. 15.
Vice Adm. Forrest Faison, Navy surgeon general and chief, Bureau of Medicine and Surgery (BUMED), presented the new mission, vision, principles and priorities for Navy Medicine, with rapid change being the driving force.
“The world in which we operate is constantly changing,” said Faison. “Our success depends on how well we adapt to those changes and continue to honor the trust placed in our hands every day to care for America’s sons and daughters.”
The Navy Medicine mission is keeping the Navy and Marine Corps family ready, healthy and on the job.
“My vision for the Navy and Marine Corps family is to have the best readiness and health in the world and that we provide the best care our nation can offer, whenever and wherever needed,” Faison said.
Faison’s strategy introduces new principles to guide Navy Medicine personnel as they work to accomplish the new mission and vision.
“Each principle requires active engagement of everyone in Navy Medicine, from the most junior Corpsmen, to our most senior flag officers,” said Faison.
The strategy commits Navy Medicine to the following principles: honor the trust to care for America’s sons and daughters, honor the uniform we wear and honor the privilege of leadership.
“The tradition of caring, compassion, hope and resolve is a Navy Medicine hallmark that our team will continue to carry on,” said Faison. Readiness, health and partnerships are the new Navy Medicine priorities.
“These three pillars are the foundation to the changes to come within the enterprise,” Faison said.
Readiness: We save lives wherever our forces operate – at and from the sea. The skills and capabilities of our medical teams are vital to operation. Navy Medicine will ensure that its people are trained and prepared to save lives at sea, above the sea, below the sea and ashore.
Health: We will provide the best care our nation can offer to Sailors, Marines, and their families to keep them healthy, ready and on the job. Convenience, experience of care and technology drive the health care decisions of many patients today. Navy Medicine’s main focus is on providing patients with the best possible care and in ways acceptable to them.
Partnerships: We will expand and strengthen our partnerships to maximize readiness and health. Collaboration is critical in meeting the needs of the patient. Navy Medicine will strengthen its partnerships through incorporation of research, principles and practices of its operational colleagues.
“American families across the globe trust us with the health and well-being of their loved ones. This strategy is our guide as we chart the course ahead to better serve our Navy and Marine Corps team,” said Faison.
Navy Medicine is a global health care network of 63,000 personnel that provide health care support to the U.S. Navy, Marine Corps, their families and veterans in high operational tempo environments, at expeditionary medical facilities, medical treatment facilities, hospitals, clinics, hospital ships and research units around the world.
For more news from Navy Medicine, visit www.navy.mil/local/mednews/.
Here is a message from the Navy Surgeon General announcing this new techology initiative. The application can be found here – Digital Vanguard Application Package.
From: Faison, C Forrest (Forrest) VADM USN BUMED FCH VA (US)
Sent: Tuesday, September 20, 2016 3:28 PM
Subject: DIGITAL VANGUARD
As you all well know, the technology landscape is rapidly advancing and fundamentally changing expectations and behaviors in all industries to include healthcare. As the military population rapidly adopts new innovations into their lives, there will be an expectation that their healthcare providers leverage these technologies in the delivery of care and as a means to improve health. Navy Medicine must look to enhance innovation and accelerate our velocity of learning if we are going to maximize health and readiness of a young and tech savvy population.
We need a sustained infusion of new ideas, experiences, and approaches from outside of the Military Health System and healthcare to meet our mission and build tomorrow’s leaders. To address this need, Navy Medicine is
establishing a “Digital Vanguard” of 75-100 junior enlisted and officer staff who will participate in various events to increase their situational awareness of emerging technology and how other industries are leveraging it and share their discoveries with the rest of our Enterprise. The expectation is that this cohort will serve as a distributed network of forward thinkers advising Navy Medicine leadership on how to capitalize on opportunities that new technologies can bring to improve health and readiness. I want to be sure you are aware and ask for your support as the group will be distributed throughout the enterprise and their participation will require a long term commitment across multiple commands. Expected participation is 10 hours a quarter as well as some TAD for training and education.
The BUMED Digital Health Office will liaison with you/your staffs and the Corps Chiefs to identify members for the group from across the various Corps. All applicants must have a command and Corps Chief endorsement. Costs for travel, lodging and fees associated with events will be funded centrally by the BUMED Digital Health Office. Travel logistic coordination will also be managed by the Digital Health Office to minimize any additional burden on our Commands. Applications are expected to be released in late September with final membership decisions completed by the end of November 2016.
My thanks in advance for your support in this endeavor.
C. Forrest Faison III, M.D.
VADM MC USN
Surgeon General, U.S. Navy
Chief, Bureau of Medicine and Surgery
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.