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"The Navy has conducted irregular warfare for centuries. Oneof the beauties of how the Navy operates is that we are highlyflexible and adaptable in our force packaging, and we havecontinued to be so in the global war on terror."Rear Adm. Wendi B. CarpenterCommander NWDCwas the same as the civilian fluid, and it wasn’t. The commandingofficer of my base called me and told me, 'This is what we foundin the investigation, and I am concerned that maybe we don’tknow all the facts or don’t understand things that we should, sotag, you’re it. Figure it out, and come up with some better trainingand insight for me.'I became, for lack of a better word, the Navy’s guru on deicing.It was eye-opening for me, and I had flown fixed-wing largeaircraft for years and used deicing fluid. The Navy’s publicationswere not as correct as they should have been. It could be catastrophicor misleading in some instances where you had no marginof error.We took the lessons that we learned and instead of eatingsomebody up for making a mistake, we looked at how wecould learn from the lesson. How do we apply it to our doctrine,procedures and manuals, change what we are doing, and thenproduce a training program to change the behavior of everybodyand make sure the education reaches down to the levelsit needs to?That is the exciting thing about being at this command. Thereis great opportunity to learn from the lessons and make it betterso that we can help our shipmates and help other people,whether it is military or civilian, to have better impact, be saferon their jobs, and just have a better life.CHIPS: I understand that the Navy Lessons Learned Program wouldlike to reach not only U.S. military and civilian employees, but alsocontractors, joint and combined operations and allies.Rear Adm. Carpenter: We routinely operate with each other, andsometimes, our doctrine is different. But under NATO TTPs, whenwe work together, we develop similar tactics, techniques andprocedures, and we train together so that obviously helps us.We share a lot of information in many international forums,not just my command but also many in the Navy, and theybring those back to us. NATO is in many of our exercises andexperiments.For instance, I was involved in an experiment in the spring,and my counterpart at the staff CJOS COE, [Royal Navy], CommodoreBob Mansergh, was working with me on the experiment.We told everybody up-front that we were interchangeablebecause of our schedules. I couldn’t be there every singleminute like I wanted to be, and he couldn’t either, but the twoof us would probably equal one person being there most of thetime.We also thought we could bring the added benefit of thedifferent perspectives of how we operate. Each nation has itsown particular set of rules of engagement. We have to makesure, particularly at the command level, and for command andcontrol, that the rules of engagement are worked out ahead oftime.We know that because we have operated in coalitions forsuch a long time. Our senior commanders are active in makingsure that they figure out ahead of time what a country can andcannot do. They might help plan an operation but not executean operation, or they might not be willing to help plan an operationbecause of their rules of engagement or the direction theyare heading politically.We have good ongoing relationships. I just gave a brief at theArmy War College three weeks ago, and we had a number ofcoalition allies in there that were not predominately NATO, butthey were predominately Army officers.Of course, we have those kinds of battlefield lessons learnedgoing on all the time at the joint level and by people who are inthe field capturing lessons learned.Joint Forces Command sends teams out to do those kinds ofthings as well. They incorporate the lessons learned into jointand coalition doctrine, and get it out to us.The Navy Warfare Development Command plays in that some,but probably the vast majority of it is going on in theater. We willtake in post-deployment briefs from Navy groups that come in.CHIPS: Is there anything else you would like to talk about?Rear Adm. Carpenter: I am a bit unusual [in command] becauseI am a Reserve officer. The Navy doesn’t normally ask us to dosomething for three years, but I had previous association withthe CNO, since I worked for him when he was 2nd Fleet Commander.They asked if I was willing to come on full-time activeduty for two to three years to take this command.I have been pretty much full time since about 2000 but neverimagined such an amazing opportunity would be put into mylap. I am thrilled.I genuinely can’t think of another place that I would ratherbe because there is such tremendous opportunity for this command.It’s a tough process to go through the BRAC (Base Realignmentand Closure) with the people in Newport and to make thetransition — while not missing a beat — and still take on such animportant mission on behalf of our Navy and nation.The whole command has done tremendous work in the past,but I think that this is the pivotal time because of the move, becauseof the CNO missions, because of the kinds of integrationsthat there are, and because of the people that are in the seniorpositions in the Navy. We are poised at NWDC to have an evenbigger impact than we have in years past.I am excited to get up and come to work every day. It is morethan an honor; it is humbling to think about the capability andthe capacity of the people that belong to this organization. Tohave been chosen to help guide them to the next level is a tremendoushonor and opportunity.Thirty-one years after I came into the Navy, I am excited to stillbe a part and doing what I do. It’s fun, I love the people, I love thechallenge, and I leave at the end of the day feeling that I madean impact on our security and on the lives of my shipmates.10 CHIPS www.chips.navy.mil Dedicated to Sharing Information - Technology - Experience
Interview with Rear Admiral Gregory A. TimberlakeCommand Surgeon, U.S. Joint Forces CommandMedical Advisor, Allied Command TransformationDeputy Command Surgeon, U.S. Fleet Forces CommandRear Adm. Timberlake is currently on leave of absence from the University of Mississippi MedicalCenter, Jackson, Miss., where he is a Professor of Surgery, Physiology and Biophysics and wasthe Director of Trauma Services and Head of the Section of Trauma and Surgical Critical Care.Very active in developing and providing trauma care both in this country and internationally,Dr. Timberlake served 10 years on the American College of Surgeons Committee on Trauma andits Subcommittee on Advanced Trauma Life Support. He is one of the coauthors of the last threerevisions of the course and textbook Advanced Trauma Life Support for Physicians.Rear Adm. Gregory A. TimberlakeRear Adm. Timberlake is a Fellow of the American College of Surgeons, the American Associationfor the Surgery of Trauma and numerous other prestigious medical organizations. Additionally, he authored or coauthoredmore than 40 peer-reviewed manuscripts and several books and monographs on the care of the sick and injured.CHIPS talked with Rear Adm. Timberlake in July about the changing dynamics of military medicine and technology advances incaring for combat injuries.Rear Adm. Timberlake: The ‘Long War’ has changed the waymilitary medicine operates. Over the last several years, we haveall come to the realization that the current medical model is notappropriate for the realities military medicine faces. For example,U.S. Central Command may not have a need for 1,000-bedfleet hospitals or 500-bed combat support hospitals (CSHs) asit might have in previous campaign plans. It needs somethingmodular that can adapt to current warfighter needs.Currently, a modular approach to theater hospitalization capability(Role 3 capability–NATO), such as we have in Bagram[Afghanistan], Balad or Baghdad in Iraq has proven effective.This modularization brings the required flexibility needed byour surgeons (and the associated surgical equipment) forwardto the battle area where it is needed. The Army calls this capabilityforward surgical teams (FSTs). The Navy and Marine Corpscall it the forward resuscitative surgical system (FRSS).Additionally, military medicine is becoming more joint. Ifone service is out of a required capability, then we work withthe other services to fill the gap. Last year, we had over 170 requestsfor forces, and we were able to fill all of them through theuse of this joint integration. The request for medical capabilitieshelped to sustain our efforts in Iraq and Afghanistan, as well asthe significant footprint we currently maintain in Kuwait.Additionally, we met requirements in the Horn of Africa, andmore recently, humanitarian assistance (HA) missions that areongoing in SOUTHCOM (U.S. Southern Command) and PACOM(U.S. Pacific Command). To accomplish our HA missions we haveutilized not only the traditional hospital ships, USNS Comfort andMercy, but also traditional Navy gray hulls, like USS Kearsarge.We worked with Special Operations Command because theirorganic medical support teams needed augmentation. We puttogether packages, working with the services, that included thepeople, training and equipment, so SOCOM requirements weremet.One of the capabilities that has helped meet these enduringand ‘new’ mission requirements has been ongoing feedbackand the joint operational lessons learned process conductedthrough the Joint Center for Operational Analysis, here at USJF-COM. The JCOA identified many of these medical issues andsparked new ways of doing business to improve support to thejoint force.A half a year or so before I came here, the Deputy Secretaryof Defense (DEPSECDEF) tasked us to improve joint warfightingthrough Joint Force Health Protection (JFHP) transformation. Wewere to come up with a way to identify the gaps and seams thatthe joint force needed to fix in the medical community lookingout to 2015-2025.It has been an exciting journey. First, we started with thepremise that we were doing pretty good today. The joint medicalcommunity right now is providing our warfighters with thelowest died-of-wounds and disease non-battle injury rate wehave ever seen. We are doing very well, but you can always striveto do better.We put together a number of teams from my office that includedmembership from the Office of the Assistant Secretaryof Defense for Health Affairs, the Joint Staff Surgeon’s Office, theservices and the combatant commands (COCOM). We focusedon the operational-expeditionary side of delivering health servicesupport to the joint force.We looked at the medical support people need, from the timethey deploy, to the time they return, whether they are injured ornot. This initiative includes preventive medicine. You deploy ahealthy, fit force. How do you keep them healthy? If they get sickor wounded, you need to make sure you can treat them. How doyou make sure that you have the appropriate medical commandand control?I am proud to say that the JFHP concept of operations, mandatedby DEPSECDEF, and developed in partnership with HealthAffairs and the Joint Staff, was approved in August 2007 by theJoint Requirements Oversight Council, whose members includethe vice chiefs of each military service.The CONOPS provides a unifying vision that directs joint capabilities-basedanalysis and six joint capabilities documents.The six functional areas are: Joint Casualty Management; JointMedical Logistics and Infrastructure Support; Joint MedicalCommand and Control (which will be added to the Joint Commandand Control Joint Capabilities Document as an annex);Joint Patient Movement; Joint Health Surveillance, IntelligenceCHIPS October – December 2008 11
Page 2 and 3: CHIPS October - December 2008Volume
Page 4 and 5: Editor’s NotebookThis issue we fe
Page 6 and 7: Talking with Rear Admiral Wendi B.
Page 8 and 9: in less of a production role and mo
Page 12 and 13: and Preventive Medicine; and Joint
Page 14 and 15: We are also working on patient trac
Page 16 and 17: Empowering the Information Systems
Page 18 and 19: "The good thing about the ENMS syst
Page 20 and 21: “We Will Never Forget”Pentagon
Page 22 and 23: SSC Atlantic Commissioned in Charle
Page 24 and 25: SSC Pacific’s Josh CaplanReceives
Page 26 and 27: Welcome to SSC Atlantic’s New Orl
Page 28 and 29: SSC Atlantic sites partner to provi
Page 30 and 31: Presenting SSC Pacific: A new name
Page 32 and 33: constraints associated with smaller
Page 34 and 35: End-to-End Systems Engineering LabS
Page 36 and 37: SSC Norfolk Workforce Excellence Co
Page 38 and 39: DON DIACAP TransitionTransitioning
Page 40 and 41: CAST requirements include the abili
Page 42 and 43: Success Stories from Naval Surface
Page 44 and 45: SWE Takes Action in Supportof Surfa
Page 46 and 47: of ownership of the process stalled
Page 48 and 49: Data as a ServiceThe new paradigm f
Page 50 and 51: encouraging the reuse of informatio
Page 52 and 53: Operationalizing Military Support t
Page 54 and 55: DoD ESI Celebrates its 10th Anniver
Page 56 and 57: and conditions pre-negotiated with
Page 58 and 59: Navy Ship-to-Shore via Wireless Con
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Navy Warfare Training SystemBy U.S.
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