Tricare briefing to navy medicine flag officers october 6 2009
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TRICARE Briefing to Navy Medicine Flag Officers October 6, 2009. RADM C.S. Hunter, MC, USN Deputy Director TRICARE Management Activity. TRICARE Overview. 9.5 million beneficiaries eligible to use TRICARE as a health plan

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Tricare briefing to navy medicine flag officers october 6 2009

TRICARE Briefing to Navy Medicine Flag OfficersOctober 6, 2009

RADM C.S. Hunter, MC, USN

Deputy Director

TRICARE Management Activity


Tricare overview
TRICARE Overview

9.5 million beneficiaries eligible to use TRICARE as a health plan

3.5 million TRICARE Prime enrollees (MTFs and clinics)949,711 enrollees at Navy Facilities

1.5 million TRICARE Prime enrollees (contractor networks)499,308 DON enrollees in the contractor networks

1.8 million TRICARE for Life

Others are TRICARE Standard or TRICARE Reserve Select

Purchased care managed through regional contracts (North, South, West)

Retail and mail order pharmacy managed separately via Express Scripts

MTFs – 63 hospitals & medical centers, and 414 health clinics

347,673 individual network providers

Selected volume indicators per week

2.48 million prescriptions

2,380 births

1.6 million outpatient visits


Tricare management activity near term priorities
TRICARE Management Activity Near-Term Priorities

  • New Domestic and Overseas TRICARE Contract Implementation

  • Support to Wounded Warriors and Families

  • Improving Access to Care

  • Defining/Refining Medical Home Model

  • Enhancing Health IT and Knowledge Management

  • Ensuring Cost-Effectiveness

  • Co-Locating Medical Headquarters under BRAC

Ready – Responsive – Reliable


T 3 managed care support contracts
“T-3” Managed Care Support Contracts

  • New Managed Care Support Contractors Selected

    • Awards announced on July 13, 2009

    • Awardees: Aetna, United Health, TriWest

    • Protests – Resolution Nov. 1?

    • Minimum 10-month transition period

    • Current contractors provide care in interim

  • Total $55 billion over five years, with annual option periods

  • No significant change in covered services

  • Improved focus on preventive health, case management, quality outcomes, coordination of care, and consistent communication


Tma deputy director s top 10 focus areas to ensure a smooth transition
TMA Deputy Director’s “Top 10” Focus Areas to Ensure a Smooth Transition

1. TRICARE Prime Availability – “Prime Service Areas”

2. Wounded Warrior Programs

3. Continuity of Care

4. National Guard/Reserve

5. Clinical Support Agreements and External Resource Sharing Agreements

6. Information Security

7. Claims Processing

8. Provider Relations

9. Health Information Exchange

10. Simultaneous Transition of Overseas Contract


TRICARE Overseas Contract

Global Coverage for All Beneficiaries

  • 3 TRICARE Overseas Regions: Latin America-Canada, Eurasia-Africa, Pacific

  • 432,061 beneficiaries living overseas

  • Patients receive primary care at MTFs, specialty care available in host nation

  • 6 current contracts covering enrollment, claims, medical care, dental care, and emergency care in remote areas (TGRO)

  • New contract assumes all functions, plus responsibility for host nation provider relations, and some MEDEVAC functions

  • Anticipated announcement of vendor: Fall 2010

  • Approximately a 10-month transition

  • Transition Risks

    • Coordination of 6 contracts transitioning out

    • One vendor for global coverage

    • Change in customary business practices in Pacific


Our ultimate goal

Experience of Care

Population Health

Readiness

Per Capita Cost

Our Ultimate Goal

  • Readiness

    • Pre- and Post-deployment

    • Family Health

    • Behavioral Health

    • Professional Competency/Currency

  • Quality OutcomesHealthy service members, families, and retirees

  • A Positive Patient ExperiencePatient- and Family-centered Care, Access, Satisfaction

  • CostResponsibly Managed


Follow-Up

Appointment

Relocation

PCSing

  • Call Back

  • Busy System

  • Dropped from Queue

  • MTF Doesn’t Return Call

  • No Apts on TOL

Provider Cap

TRICARE Service Center

Pharmacy

Enrolls to

Provider

Cap

LAB

PCM Provider

Enrollee

To

MCSC

Medical

Treatment

Facility

RAD

NA / LPN / RN

Bounce Out

Front Desk

TRICARE

On-Line

Referrals

Patient Appointment System

Training Service

30% Not Activated

Referrals

TRICARE Network

Seek Care

UCC

MCSC Prime

Enrollees

Access is Complex

  • Parking

  • MTF Age

  • Traffic / Drive Time

  • Hours of Operation


Military medical home

Team-Based

HealthcareDelivery

Population

Health

Access to Care

Patient

is the centerof theMedical Home

Patient-Centered Care

Advanced IT Systems

Refocused Medical Training

Decision Support Tools

Patient & Physician Feedback

Model adapted from the NNMC Medical Home

Military Medical Home

  • Medical Home Model Emphasizes:

    • Access

    • Continuity

    • Coordination of Care

    • Comprehensiveness

    • Preventive Care

    • Disease Management

  • Enhances Beneficiary’s Relationship with Provider

  • Includes Principles of:

    • Patient- and Family-Centered Care (Navy)

    • Enhanced Access (Army WTU)

    • Competency and Currency (AF FHI)

Medical Home Model


Navy shifting the model
Navy: Shifting the Model

Current

Approach

New

Approach


Navy population based business planning
Navy: Population Based Business Planning

Determine population to be managed

Set up patient- and family-centered primary care and optimize performance around:

Readiness

Accessto Care

Satisfaction

HEDIS

ERVisits

Continuity

Enrollment/Provider

  • Generate RVU and RWP “revenue” by keeping specialists and IP busy with both enrollee and space available workload (Standard/Extra or other people’s Prime)

  • Challenge – choosing the right measures of success

Production of RVUs and RWPs


Embrace emerging opportunities
Embrace Emerging Opportunities

  • How can we utilize T-3 in support of the MTF Medical Home?

  • How can we incentivize Medical Home style practices for the 1.5 million network enrollees?

  • How do we align business planning and financial incentives with Medical Home goals?

  • How do we synchronize efforts at the MTF-network interface?


Shaping t 3 implementation to support the medical home
Shaping T-3 Implementationto Support the Medical Home

  • Enhanced disease & case management

  • More emphasis on prevention

  • More access to data for managing a patient population

    • Health information exchange for claims and encounters

  • Opportunities for enhancements

    • Urgent care capability

    • Novel arrangements to encourage surge capability and maintain continuity of care

    • Innovative after-hours care

  • Enhancing bi-directional provider communication


Business planning at the mtf network interface
Business Planning at the MTF-Network Interface

  • Redefining reimbursement and workload

    • Enrollment accountability, partial capitation

  • Focus on improving health

    • Healthcare Effectiveness Data and Information Set (HEDIS)

  • Implementing best practices

    • Quality, Safety, Disease Management, embedded behavioral health

  • Blended team to anchor for continuity

    • Access, Utilization, Reducing no shows and ER visits

  • Care is rewarding to patient and healthcare teams

    • Satisfaction, Retention, Staff turnover

  • Synchronize direction and incentives for TRO/MTF/ Regional Commander


Partnering for Capacity Planning

NH Bremerton

  • Primary Care: Abundance of PCMs in this PSA

  • Specialty Care

    • There are no shortfalls

    • Behavioral Health Medicine Management wait currently 30-45 days (community standard); additional capacity with Tele-BH program

    • Only two endocrinologists in the area, one outside drive-time standard (by approx. 25 miles) to Gig Harbor

    • Targeting additional pediatric OT due to high demand; Harrison Hospital (seven miles away) and Holly Ridge (two miles away, children up to 3) available

    • Everett Naval Station reporting difficulty accessing OB/GYN; list of providers accepting new patients for maternity given to MTF at Sep 9 PSAEC meeting

    • Four urgent care centers located within 30-minute drive time of NHB


Partnering for Capacity Planning

NH Camp Pendleton

  • Primary Care: Abundance of PCMs in this PSA

  • Specialty Care

    • There is an abundance of specialty providers for this PSA; there are no access to care issues

    • There are six urgent care centers in the PSA


Partnering for Capacity Planning

NH Camp Lejeune

  • Primary Care

    • Current Excess PCM Capacity: 37,700 enrollees

    • Sufficient network PCM capacity

  • Specialty Care

    • Surgical Specialty providers insufficient in PSA

    • However, network providers are available in surrounding areas, particularly Wilmington


Partnering for Capacity Planning

NH Pensacola

  • Primary Care: Civilian network enrolled to 18% capacity

    • 120 PCMS contracted within 20 miles of Naval Hospital Pensacola

    • Network has ability to enroll 29,181 additional beneficiaries

    • PCM Overflow: Not utilized

  • Specialty Care: All specialty care available

  • Report includes 0038-NH Pensacola, 0260-NBHC NAS Pensacola, 0262-NBHC NATTC Pensacola & 0513-NBHC NTTC Pensacola


Partnering for Capacity Planning

NH Jacksonville

  • Primary Care: Civilian network enrolled to 20% capacity

    • 333 PCMS contracted within 20 miles of Naval Hospital Jacksonville

    • Network has ability to enroll 103,907 additional beneficiaries

    • PCM Overflow: Not utilized

  • Specialty Care: All specialty care available

  • Report includes 0039-NH Jacksonville & 0266-NBHC NAS Jacksonville


Next steps
Next Steps

  • Agree on common goals for MCSC enrolled and MTF enrolled

  • Select up to six sites to pilot new methodologies during FY10

    • Refine methods for measurement

    • Look at alternate reimbursement schemes and periodic performance review

  • Use this method to revise FY11 planning guidance


Health system design for the long term
Health System Design for the Long-Term

“T-4 Study Group”

  • Posing strategic questions:

    • Alternate delivery and finance models

    • Opportunity for federal partnerships

    • Individual choice and financial responsibility

    • Need for global coverage and products for diverse populations

    • Rapid adoption of best practices, knowledge management

    • Advances in science and technology, individualized medicine

    • Scope of benefit

  • Ensuring we maintain:

    • Patient- and family-centered care ethics

    • Robust direct care system for force projection

    • Coordination of care for individual and family readiness

    • Focus on health rather than health care

    • Stakeholder enfranchisement


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