Translating Strategy into Action to Manage the Business

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Presentation transcript:

Translating Strategy into Action to Manage the Business MHS Business Planning Translating Strategy into Action to Manage the Business Medical Expense and Performance Reporting System Conference

Objectives Objective 1: Discuss purpose, importance and evolution of business planning Objective 2: Present overview of Tri-Service Business Planning Process Objective 3: Demonstrate MEPRS role in MTF business planning UNCLASSIFIED 11 November 2018

Why Business Planning? To forecast health care needs and purchased care requirements Coordinate care in multi-market regions Place accountability for care at MTF Quantify deviations from plan Base budgets on outputs, not inputs Justify budget Todd UNCLASSIFIED 11 November 2018

Policy & Guidance Business Planning Framework Management Initiative Decision TRICARE Governance Plan Defense Health Performance Plan Quadrennial Defense Review Military Health System Strategy Service Strategy Map Service Guidance MHS Guidance Sherry UNCLASSIFIED 11 November 2018

Where We Started FY2003 First business planning data call. TRICARE Governance Plan published. FY2004 Service-unique approaches to business planning. Basic Prospective Payment System template. FY2005 Leadership mandates Tri-Service approach to tool. Tri-Service Business Planning Tool developed and used. UNCLASSIFIED 11 November 2018

Mission Develop and apply structured, coherent processes and information infrastructure to enable effective decision-making to achieve MHS organizational strategies, goals and objectives. UNCLASSIFIED 11 November 2018

MTF Business Planning Model Unique Users Private Sector Direct Care Total Gov’t Paid Inpatient Outpatient Price Per RWP Price Per RVU Cost Per RWP Cost Per RVU MCSC Enrollment Enrollment Readiness Market Share Total Cost TRICARE Std/Extra Space Available Performance Improvement UNCLASSIFIED 11 November 2018

Aligning Continuous Performance Improvement with MHS Strategic Goals thru Critical Initiatives Access to Care Referral Management Provider Productivity Pharmacy Management Evidence-Based Health Care Labor Reporting Documented Value of Care Contingency Planning \ Value of Readiness Sherry Logistics Management Venture Capital \ BCA Facility Management UNCLASSIFIED 11 November 2018

MTF Business Plans Planning Process SECTION 7 Assess Financial Impact SECTION 5 Coordinate Healthcare Delivery Plan SECTION 8 Submit Plan/ OSD(HA) Template SECTION 9 SECTION 1 Analyze Market SECTION 6 Develop Action Plans SECTION 3 Evaluate Performance SECTION 2 Understand Demand SECTION 4 Determine Capacity Monitor Plan Performance UNCLASSIFIED 11 November 2018

Prospective Payment System Concept of Operations Business Planning Business Case Analysis Reconciliation Sherry UNCLASSIFIED 11 November 2018

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Example Labor Reporting Critical Initiative Action Plan UNCLASSIFIED 11 November 2018

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Are you capturing FTEs to MEPRS FCC GDA*? UNCLASSIFIED 11 November 2018

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Making MEPRS Matter Information KNOWLEDGE DECISION MAKING Educate Commander and Clinicians on how MEPRS data are used Explain effects of un- timely and inaccurate data Recruit a Provider Champion to help spread the message Provide Commander and Clinicians on- going feedback Compute Performance Contract, Instrument Panel, and other Metrics by Department, Service, external Peer Groups Look for variation and conduct root cause analysis Work with Commander, Clinicians, and Provider Champion to integrate findings in the decision making process of the organization, to include: Staffing Budgeting Resourcing Training Areas for Improvement UNCLASSIFIED 11 November 2018

What gets measured matters. Making MEPRS Matter What gets measured matters. Measures are a strong force in shaping the culture of an organization. Feedback is key to making change and improving data. UNCLASSIFIED 11 November 2018