LEADERSHIP IN DATA QUALITY AND MEPRS

Mr. Joe MarshallDeputy Chief for Resource Management/Comptroller

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

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 (Don’t make it personal)– Report to the Chain of Command

• Everything is not always good

• Professional Response/Reports– It’s about the programs (NOT Us vs. Them)

FOR OFFICIAL USE ONLY

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

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

Questions?

FOR OFFICIAL USE ONLY