1. LEADERSHIP IN DATA QUALITY AND MEPRS Mr. Joe Marshall Deputy Chief for Resource Management/Comptroller

2. Context: Discuss leadership opportunities for DQMC and MEPRS Managers Purpose: Provide leadership discussion and techniques to help prepare MEPRS and DQ Managers to handle situations within the business day Outcome: Improved understanding and execution of responsibilities and reporting requirements FOR OFFICIAL USE ONLY 2

3. Leadership Policy Compliance – Follow guidance and procedures in higher authority references DODM 6010-13 MEPRS Manual Navy Medicine MEPRS Processing Policy – Example: Reference policy requirements regarding activation/deactivation of work centers Minimum monthly workload (10 admission/30 visits) Assigned staff Funding Square footage Teamwork – Use root cause analysis – Cooperation (Dont make it personal) – Report to the Chain of Command Everything is not always good Professional Response/Reports – Its about the programs (NOT Us vs. Them) FOR OFFICIAL USE ONLY

4. Cost vs. Benefits Issue: MHS funding is derived from cost per care, +70% of the cost is attributed to labor. Cost per visit is inflated when timecard submissions are over-stated. Cost: Validation of time and attendance labor reporting. Benefit: Labor, workload and expenses recorded to the proper functional cost center ensures accurate cost. Issue: Accurate Other Health Insurance data increases the ability to optimize reimbursement. Cost: Updating and validation of Other Health Insurance information by clinic personnel. Benefit: Maximize Third Party Collection revenues. FOR OFFICIAL USE ONLY

5. Best Practices Implementation of PETR-A and R2DQ in MEPRS Processing has resulted in a 90% improvement of EAS transmissions and a tremendous decrease in overall Navy MEWACs outliers. NHC Quantico DDFM 2569 Validation Process and E- OHI Discovery – Partnering with NMC Portsmouth NH Bremerton: DDFM 2596 success = 53% of the FY12 Collection Goal FOR OFFICIAL USE ONLY

6. Questions? FOR OFFICIAL USE ONLY