capt forrest faison deputy chief, bumed, medical operations m3

1. CAPT Forrest Faison Deputy Chief, BUMED, Medical Operations (M3/5)

3. IA Sourcing Timeline

4. Projected AC Capacity(Hard Hit Communities)

5. This chart was created from information retrieved from EMPARTS shows the number of BSO-18 medical personnel that has supported Joint, USMC, and USN missions. As you can see, there has been a stead increase in Joint and USMC missions. We are half way into CY2009 and it looks as if we will be at the same level or exceed those for the previous year.This chart was created from information retrieved from EMPARTS shows the number of BSO-18 medical personnel that has supported Joint, USMC, and USN missions. As you can see, there has been a stead increase in Joint and USMC missions. We are half way into CY2009 and it looks as if we will be at the same level or exceed those for the previous year.

6. Deployment Process NAVMED East, West, Support Command, National Capital AreaNAVMED East, West, Support Command, National Capital Area

7. Who Gets Tasked ?The assessment process�. Basically % deployed vs. current on board. Group specialty together Subtract non-eligibles Time on-board Status PRDs EAOS LIMDU Legal Dwell GME, SHCEs (CO�s) Sort by region, begin analysis Review all previously assigned missions (HSAPs, EMF Kuwait, etc.) Assess region recent taskings (did they take a big hit recently) Consult with specialty leaders for advice/recommendation

8.  Many Chefs in the KitchenMultiple moving parts�. COCOM requirements: Allowable substitutions Evolving ROE: USFF, BUPERS process USMC approval process can be lengthy USFF Comms Common Operational Picture among all players: Future events Potential new missions Changes to rotations Rotation length in theater: depends on who you work for IA BOG 180 days + Training + RSOI USMC BOG 210 days + Training Leadership Position BOG 365 + Training + RSOI (AC only) Primary and embedded alternates must be fully identified Set by CFFC and BUPERS Security clearance not �pending� All fields accurate and filled out Answer all requirements: Clearances, EAOS, Eligibility Due dates are not suggestions 60 day notification policy: VCNO interest item

9. Where I Need Your Help Accuracy of EMPARTS is critical. Senior leader decision tool Used for CNO and JCS briefs How often do you verify EMPARTS accuracy? Does EMPARTS reflect reality? Timeliness of nominations Delays = delayed notification of alternates. Not right! By Name Assignment at R-75. Regional Commander endorsement required to change Culture of readiness Readiness screening immediately upon notification Keep command apprised

10. Keys to Success�.

11. Back Up Slides

12. How an RFF is Filled Requirement Validation Process � Background SecDef, through the course of memoranda (2002-03) �Better process to provide forces to the Combatant Commanders � that may be a single force provider � or something else� Stress importance of �one location where the coordination and assessment will take place and that will provide advice to CJCS and me (SECDEF), so that we can then give guidance and direction to the services� �Single point of contact is JFCOM� JS developed Global Force Management process (June 2004) Provide global visibility of forces, capabilities and readiness Means to assess risk of changes in force provision Requirement Validation Process - Guidance SecDef Implementation Memo (25 JUN 04) �..the Chairman of the Joint Chiefs of Staff responsible for developing policy and guidance in support of this effort and Commander, USFJCOM designated as the Primary Joint Force Provider.� Combatant Commanders will report and make available to JFCOM and his assigned Service Components, force commitment, readiness, availability, �for assigned and attached forces..� �Secretaries of Military Departments exercising authority over forces not assigned to combatant commanders will make available to JFCOM and his assigned Service components�� �The Chief, NG Bureau will provide required information on Army and Air NG to the Secretaries of the Army and Air Force; JFCOM, and his respective Service Components�� Unified Command Plan language approved by POTUS and SecDef (March 2005): �Identifying and recommending sourcing solutions from all forces and capabilities (except designated forces sourced by USSOCOM, USSTRATCOM and USTRANSCOM) to the Chairman of the Joints Chiefs of Staff. Supervising implementation of sourcing decisions��Requirement Validation Process � Background SecDef, through the course of memoranda (2002-03) �Better process to provide forces to the Combatant Commanders � that may be a single force provider � or something else� Stress importance of �one location where the coordination and assessment will take place and that will provide advice to CJCS and me (SECDEF), so that we can then give guidance and direction to the services� �Single point of contact is JFCOM� JS developed Global Force Management process (June 2004) Provide global visibility of forces, capabilities and readiness Means to assess risk of changes in force provision Requirement Validation Process - Guidance SecDef Implementation Memo (25 JUN 04) �..the Chairman of the Joint Chiefs of Staff responsible for developing policy and guidance in support of this effort and Commander, USFJCOM designated as the Primary Joint Force Provider.� Combatant Commanders will report and make available to JFCOM and his assigned Service Components, force commitment, readiness, availability, �for assigned and attached forces..� �Secretaries of Military Departments exercising authority over forces not assigned to combatant commanders will make available to JFCOM and his assigned Service components�� �The Chief, NG Bureau will provide required information on Army and Air NG to the Secretaries of the Army and Air Force; JFCOM, and his respective Service Components�� Unified Command Plan language approved by POTUS and SecDef (March 2005): �Identifying and recommending sourcing solutions from all forces and capabilities (except designated forces sourced by USSOCOM, USSTRATCOM and USTRANSCOM) to the Chairman of the Joints Chiefs of Staff. Supervising implementation of sourcing decisions��

13. Responsibility, Accountability, Reliability

14. Responsibility, Accountability, Reliability

15. Responsibility, Accountability, Reliability