1. 1 FY2005 MMIG Strategic Plan Session Mr. Eric Meadows TMA – OCFO/MEPRS

2. 2 Overview Framework MHS Strategic Plan Linkage MMIG Charter/Goals/Objectives MHS Environmental Scan Successes—What we’ve done Unfinished Business—Work in progress FY2006 Draft MMIG Strategic Objectives

3. 3 Framework for Strategic Planning—Boss’s Orders The MAIN THING is to keep the MAIN THING the MAIN THING –Conceptualization Phase – Review the Goals/Plan- Are we doing the Right Things –Implementation Phase – Refine / Re-prioritize Objectives/Tasks – Are we doing it the Right Way Framing Principle: –While effectiveness of “operational” medicine is primary… efficient delivery of healthcare is critical…

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5. 5 Framework (Con’td) The Planning Pyramid VISION MISSION VALUES CONSTITUENTS GOALS OBJECTIVES (SHORT & LONG-TERM)/STRATEGIES CRITICALTASKS/ACTION PLANS ASSUMPTIONS ENVIRONMENTAL SCAN STRENGTHS, WEAKNESSES, THREATS & OPPORTUNITIES SWOT ANALYSIS HA/TMA MMIG

6. 6 Expected Outcomes Tri-Service consensus and support of the plan Action Plan Worksheet –Objectives (Priority Order) –Tasks (Priority Order) Resource Requirements Target Completion Responsibility Timeline Quarterly Progress Review (QPR) Assess progress Make adjustments/changes

7. 7 MHS Strategic Plan MHS Mission –To enhance DoD and our Nation’s security by providing health support for the full range of military operations and sustaining the health of all those entrusted to our care MHS Vision –A world-class health system that supports the military mission by fostering, protecting, sustaining and restoring health

8. 8 MHS Strategic Plan (Cont’d)

9. 9 MMIG Strategic Plan Tri-Service Integration Systems Data Policy MMIG Strategic Plan TMA

10. 10 MMIG Charter Initially Chartered in 1999 –Responsible for developing, implementing, and managing MEPRS policies, procedures and business practices, and for integrating the collection, processing and reporting of standard workload, financial, and labor data in the Expense Assignment System (EAS) Membership –Empowered by the RMSC –2 voting members per Service: MMIG Chairman / TMA/RM representative

11. 11 MMIG Goals –1. Develop, implement and oversee, DoD MEPRS policies, business practices and procedures, related to the integration of MEPRS functional requirements with other MHS initiatives –2. Resolve MHS issues related to policies, business practices, and functional requirements of MEPRS operations and ensure they are reflected in DoD 6010.13, MEPRS Manual –3. Increase overall program awareness, skills knowledge and leadership involvement throughout the MHS through the development of MEPRS education and training –4. Coordinate, integrate and deploy MHS Automated Information Systems to support all aspects of MEPRS financial, workload, and labor hour/cost reporting

12. 12 MHS Strategic Plan Linkage to MMIG Goals

13. 13 MMIG Objectives (Linkage to Goals and Status)

14. 14 Environmental Scan MHS Environment has changed –New players at all levels –Shift toward COTS IT solutions Major Organizational Changes –TRICARE Regional Offices (TROs) –Realignment of functions at HQs TMA and the Services Base Realignment and Closure (BRAC) MHS direction –VA/DoD Resource Sharing –Industry-Based Workload Alignment (IBWA) –MTF Business Plans –Prospective Payment System –Workload Accounting Post CHCS Re-look and re-establish commitment to the MMIG’s direction, priorities and coordinate subsequent actions

15. 15 MEPRS Strategic Opportunities Authorized under DoD 6000.12, Health Services Operations and Readiness; mandated for use by all Service Components Championed by highly respected MHS Charted Workgroup (MMIG) to identify, resolve and implement fixes to broken processes and issues An essential data component required to support 4 of 8 Critical MHS Initiatives on which MTF focus business planning Equips the People of the organization with data, information and tools for modeling innovations, supporting Growth and Learning Recognized as a principle stakeholder, providing input on “Workload Accounting in a Post CHCS Environment” Functional proponent for articulating DMHRSi LCA “Major Concerns” to the Senior TMA Leadership

16. 16 MEPRS Strategic Challenges Increased focus on the reliability, validity and usefulness of data supporting MHS measurements and control of cost Increased demand for reduction of errors and parallel demands to reduce cost Data may not be flexible / granular enough to meet varied MHS costing needs (e.g. BMMP (SFIS) ABC, Marginal costing etc) Successful deployment and implementation of evolving Automated Information systems (DMHRSi LCA; CHCS I/II migration; EASi et. al) IM/IT Portfolio and POM Cycle Funding Management Structural Integrity of the MMIG including SMEs for Budgeting and a Financial Sub-workgroup.

17. 17 FY03/04 MMIG Successes DMHRSi LCA Module Configuration Implementation of CHCS Task Order WAM/Ancillary/APV Recommendations MEWACS Improvements/Six Sigma MADI Expansion ADM Extract Deployment Sustainment Funding of MMIG Approved SCRs MEPRS.Info (Web Portal) MEPRS Conference

18. 18 MMIG Unfinished Business VA/DoD External Partnership/Resource Sharing Development of DRG / APG Costing Industry-Based Workload Alignment (IBWA) DMHRSi deployment / EASi Workload Acctg in Post CHCS Environment Update of DoD 6010.13 (MEPRS Manual) Standardization of Financial data (BSL, PEC, SEEC) MTF Evaluation and Efficiency Issues Technical / Functional education and training FY06 – 11 POM Requirements

19. 19 Some of the Keys to Transforming the Business Model and “seeing through the fog” Standard Application of MEPRS across all Services Standard triservice business processes for the collection of labor expenses Full transparency of performance data, including MEPRS labor cost allocation Why? –Because we need to know where we are investing our most valuable assets –Because we want each MTF commander to have the tools to maximize effectiveness and return on investment

20. 20 FY2006 Draft MMIG Strat Plan

21. 21 Summary “The only constant in our business is that everything is changing. We have to take advantage of change and not let it take advantage of us. We have to be ahead of the game.” Michael Dell, Dell Computer Corporation