1. 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

2. 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

3. 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

4. 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

5. 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

6. 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

7. 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

8. 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

9. 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

10. Prospective Payment System
Concept of Operations
Business Planning
Business Case Analysis
Reconciliation
Sherry
UNCLASSIFIED
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20. Example Labor Reporting Critical Initiative Action Plan
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23. Are you capturing FTEs to MEPRS
FCC GDA*?
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33. 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

34. 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