Strategic Planning at BUMED

Give us a glimpse into a “day in the life” of the UCS team at the Navy Bureau of Medicine and Surgery.

A typical day for me consists of helping my team of subject matter experts and analysts facilitate and coordinate change management, project management, and process improvement strategies to support Military Health System (MHS) governance reform. On a daily basis, the Government looks to our team to support the Navy Bureau of Medicine and Surgery (BUMED) in managing their relationships with the Army, Air Force, and Defense Health Agency (DHA) by instituting standard governance oversight processes that manage and mitigate potential risks to Navy Medicine’s operational requirements.

What’s it like to work on a UCS team?

The work environment is very challenging and fast-paced. Our team embraces this  type of environment – we constantly adapt and collaborate so we can provide the strategic advice and direction BUMED needs to navigate the complexities and uncertainties of MHS governance. In fact, we’re commonly referred to as “the Dream Team” because of how well we perform.

How has your team’s work tangibly helped our client? 

When the DHA was established in March 2012, our team recommended conducting a four-phase Risk Analysis Model that determined the impact of DHA’s formation on Navy Medicine strategic priorities. Specifically, our assessment questions evaluated the potential risk to BUMED’s goals of readiness, jointness, and value against the risk elements of people, resources, authority, and politics.

Through this process, we identified 75 risks and made 21 recommendations for the Navy’s military treatment facilities and operational forces. As the risks we identified began to unfold, our assessment helped Navy Medicine to prepare proactive mitigation strategies and adapt to environmental changes without compromising their overarching mission.