Reverse Industry Day Slide Deck 4 Jun 24 - FINAL.pptx

UNCLASSIFIED/CUI

4 - 6 June 2024

DHA

Global Nurse Advice Line (GNAL) Reverse Industry Day

Improving Health and Building Readiness. Anytime, Anywhere — Always

Reverse Industry Day Objectives Why are we here?

Stage of the Acquisition Future Notification Opportunities

VIP Speaker:

Ms. Regina Julian, Deputy Assistant Director for Health Care Operations

Accelerating Care Transformation (ACT) Overview and Implementation Update June 4, 2024

Moving to a New Model of Delivering Health and Care We are empowering patients to take charge of their own health, with resources to efficiently connect them to the right care at the right time through the right modality.

Over the next 5 months our 5 Venture Sites will be implementing changes to drive toward our future state model

The output of the Accelerating Care Transformation (ACT) venture will be an initial playbook for transforming our model of care at additional MTFs including the initial rollout of My Military Health

The Digital Front Door (DFD) venture is building the infrastructure and tools to enable our care transformation

The Military Health System (MHS) is transforming our culture and healthcare delivery model, focusing on the continuum of health, and putting patients at the center of care

Future State Venture Site Value Data

Activities

Outputs

Outcomes

DRAFT. ALL ASSESSMENTS ARE ILLUSTRATIVE PENDING REFINEMENT

Maintaining Readiness Medically ready force % Active Duty medically deployable3 Active Duty service member time savings3

Ready medical force Care volume in readiness-relevant specialties (JKSA)2

Gaining Value

Record close out: # / % of encounters closed Turnover: Clinical roles (annualized) Workforce availability vs. staffing requirements Financial Total expenditure (direct care + purchased care) per enrollee Total direct care spend per enrollee Purchased care spend per enrollee

Quality and safety Antidepressant medication management (Continuous) Patient-reported outcomes (Major Depression & PSTD) Patient experience1 Average time from initial care request to care request met3,4 Average patient satisfaction with care (JOES)4 Culture and employee experience Safety and well-being survey Burnout Chaos Administrative burden Patient Safety Culture

Improving Availability of Care # of encounters Prime purchased care leakage Primary care Prime purchased care leakage4 Behavioral health Prime purchased care leakage4 UCC / ED Prime purchased care leakage4

# in-person appointments available3,4, booked, and completed4 Primary care Behavioral health # virtual appointments available3,4, booked, and completed4 Primary care Behavioral health # self-serve actions3 (e.g., Rx refill, automated care chats) % of UCC/ED encounters preventable Access

# of Enrollees at MTF # of Non-Enrollees Seeking Care at MTF3

Success is increasing within 6 months Success is increasing in the long run Success is maintaining Success is decreasing in the long term

Black = metrics available today Blue = metrics to be developed

The ConOps provides the purpose, scope, goals and components of the future state care model. It is an important first step in defining the initiative’s intent and what is needed to achieve it.

Future State Planning

The Functional Requirements provide a greater level of detail of the processes and supporting mechanisms that need to be inc place for DHA to achieve the intended objectives of the future state.

Functional Requirements The Future State Care Model Roadmap provides a strategic plan that outlines tasks that to be achieved with their associated timeline. It informs the project management plan used to manage execution.

Roadmap

DHA is developing three documents that are key to future state execution:

Concept of Operations

My Military Health Program Overview The “My Military Health” (MMH) platform is a new solution and part of DHA’s Accelerating Care Transformation Venture. The goal is to reduce burdens on care teams, improve beneficiary mental health and wellness while maintain costs and optimizing the effective utilization of DHA's clinical resources across the global enterprise

The solution’s initial toolset includes Amwell’s SilverCloud, Automated Care Programs (now Care Companion), and Converge (now Virtual Visits) platforms to make the care delivery processes more efficient by using advanced, evidenced based, commercially available capabilities, balancing in-person, virtual, and automated care

One seamless, digital hybrid care platform

My Military Health Program Overview : SilverCloud

On-demand access with SilverCloud® by Amwell Digital Behavioral Health Behavioral health support Improve access to existing resources Ease of accessibility Meeting Service Members and beneficiaries where they stand

Clinically validated digital behavioral health programs Self-guided & coached cognitive behavioral health programs.

Evidence-based & clinically validated.

Mild-to-moderate symptoms.

93% user satisfaction rate.

12 months of maintained improvement.

My Military Health Program Overview: Care Companion Automated Care Programs Common use cases:

Chronic care management Post-acute & oncology support ED discharge Pre- and post-procedure communications Prevention, wellness, & patient education Digital reminders Care screening & escalation

My Military Health Program Overview: Virtual Visits

My Military Health Program Overview: Virtual Visits

Concept to Action

Sprint Set 1 Sprint Set 2 Sprint Set 3 Sprint 4:

Dynamic Profile Initial Development

Sprint 1: Engagement with System (1st Contact)

Sprint 2:

Activating Nurse Driven Protocols

Sprint 3:

Enhanced virtual care in preparation for My Military Health

Sprint 5:

Behavioral Health Entry and Care Path

Playbook and Model Development - 2024 Q1

Q2

Q3

5/15 Start Playbook (Blowing out the Roadmap for Enterprise Scale) Draft of Playbook Section 1 (Path to Implementation) Draft of Playbook Section 2 (Pre-Implementation Prep Work)

5/15 Draft of Playbook Section 3 (Launching into Implementation) Draft of Playbook Section 4 (Implementation)

7/15-8/15 Draft of Playbook Section 5 (Post - Implementation) Implementation of My Military Health Virtual Visits Technologies Consolidate Sprint Set 3 Findings

8/15 – 9/01 Incorporate edits and revisions from DHA and Implementation of My Military Health Virtual Visit technologies Solidify Business Model

9/01 Draft Playbook Delivered

Q4

2/1 – 2/16 Finalize and deliver draft CONOPS

3/15 Develop Implementation plans for all Venture Sites Deliver Draft Future State Roadmap

4/5 Implementation Check-In Deliver Guiding Documents (working versions of CONOPS, Requirements, & Roadmap) to DHA with incorporated edits and revisions Begin Playbook design and collaboration

5/01-5/31 Draft of Playbook Section 1 (Path to Implementation) Draft of Playbook Section 2 (Pre-Implementation Prep Work) Draft Business Model Design Consolidate Sprint Set 1 findings

6/15-7/15 Draft of Playbook Section 3 (Launching into Implementation) Draft of Playbook Section 4 (Implementation) Consolidate Sprint Set 2 findings

DRAFT: Subject to Review and Revision

2/19 – 2/23 Design implementation framework for Venture Sites Draft Care Model Requirements

10/01-12/31 Continue observing outcomes and iterative redesign of playbook

Bookmark These Key Resources Find communication resources to support the rollout of My Military Health at Accelerating Care Transformation Find SilverCloud demo libraries, recorded information sessions, and downloadable guides at Adoption Central

The team is also working to provide additional resources. I know a huge part of this venture is the implementation of My Military Health. We’re building out communications, training, and change management tools, as you can see here, that will help aid in that rollout. I know we are learning from the SilverCloud implementation and our teams are striving to better prepare and communicate with all of you for the next phases of platform rollout – converge and the automated care programs. As we go through these next two days, I encourage you all to come talk to me and CAPT Lin about any HQ support you believe might be needed to make this venture a success. I think it’s time to dive into workflows now but I thank you for being here and look forward to the discussions….(hand off to Matt and LTC Hightower)

BACK UP

What is the Accelerator?

According to Kotter, a well functioning dual operating system is guided by several principles:

Many people driving important change from many different positions, not just a few dozen appointees

A “get-to” rather than “have-to” mindset held by the change agents

Action that is not just head driven but is also heart driven

Significantly more leadership, not just more management

Inseparable partnership between the hierarchy side and network side

“This structure is dynamic: Ventures and sub-ventures coalesce and disband as needed. Although a typical hierarchy tends not to change much from year to year, this type of network typically morphs all the time and with ease. Since it contains no bureaucratic layers, command-and-control prohibitions, and Six Sigma processes, the network permits a level of individualism, creativity, and innovation that even the least bureaucratic hierarchy, run by the most talented executives, simply cannot provide. Populated with a diagonal slice of employees from all across the organization and up and down its ranks, the network liberates information from silos and hierarchical layers and enables it to flow with far greater freedom and at accelerated speed.”

“The hierarchy part of the dual operating system differs from almost every other hierarchy today in one very important way. Much of the work ordinarily assigned to it that demands innovation, agility, difficult change, and big strategic initiatives executed quickly—challenges dumped on work streams, tiger teams, or strategy departments—has been shifted over to the network part. That leaves the hierarchy less encumbered and better able to perform what it is designed for: doing today’s job well, making incremental changes to further improve efficiency, and handling those strategic initiatives that help a company deal with predictable adjustments, such as routine IT upgrades.”

”In a truly reliable, efficient, agile, and fast enterprise, the network meshes with the more traditional structure; it is not some sort of “super task force” that reports to some level in the hierarchy. It is seamlessly connected to and coordinated with the hierarchy in a number of ways, chiefly through the people who populate both systems.”

Accelerator in Action Oversee continuous refinement and delivery of solutions. Remove barriers to solution delivery discovered at “Start-up” sites through the creation and revision of enterprise policy (clinical, administrative, IT, etc.) while planning for enterprise scale and spread.

Solution Management Move planned projects from concept to reality. Leverage Enabler and Acquisition products to execute proof-of-concept ventures at “Start-up” sites, monitor outcomes, identify and report barriers to systemic change.

Implementation Develop and execute acquisition strategies for procurement of resources, services, and technologies critical to the success of DHA ventures.

Acquisition Offer essential support and resources to facilitate successful execution of DHA Ventures. Includes planning, coordination, change management strategies, and performance management tools.

Enabler Provide strategic leadership and governance. Includes setting direction, allocating resources, monitoring progress, and ensuring alignment with organizational goals and objectives.

Executive Oversight Create an environment and infrastructure that promotes innovation, leading to the continuous incubation and development of new products and services.

DHA Innovation Cell Roles and Responsibilities New Ventures Stakeholder Engagement and Communication Managing relationships with all stakeholders (internal and external) and ensuring clear, consistent, and effective communication about the Venture’s progress, challenges and successes.

Digital Front Door Accelerating Care Transformation

The Accelerator framework consists of 5 Core Functions designed to help push forward innovative, mission-critical solutions, with the goal of achieving maximum growth and success in a short period of time, to support modernization of the MHS

The Implementation team begins “Start-up” site engagements while Solution Management removes barriers to help implement ventures.

Enabler team scopes a solution and Acquisition executes necessary contracts and begins planning for technology deployments.

A Process for All Ventures Scoping Sprint Phase 1 Diagnostics, Design, Implementation Phase 2 Scale and Spread Prep Phase 3 Solution Management identifies change management and knowledge management best practices to standardize ventures as enterprise solutions. This includes handing off the solution to the appropriate owners in the traditional hierarchy.

Discovery Phase 0 The DHA Innovation Cell receives, scans for, incubates, and promotes innovative ideas for leadership and Executive Oversight to consider for Accelerator Ventures and Innovation Projects. Acquisition develops acquisition strategy and determines cost estimates.

Sustainment Phase 4 Enterprise-wide adoption of the venture as the new DHA solution.

Improving Hea lth and Building Readiness. Anytime, Anywhere — Always

Five Venture Sites

Naval Medical Center Portsmouth, VA Naval Hospital Jacksonville, FL Martin Army Community Hospital, Ft Moore, GA 96th Medical Group, Eglin AFB, FL 88th Medical Group, Wright-Patterson AFB, OH

Reference: Sample Automated Care Programs Sample Automated Care Programs Diabetes Care Joint Replacement Mammography or Txt “diabetes” to 77877 This is an automated program to engage patients with diabetes to support their care and management. Device Integration, Scheduling integration and Content integration.

or Txt “Hip” or “CJR” to 77877 Post Op follow up to ensure compliance and to help identify any post Op complications. Scheduling workflow, Nurse follow up workflow, Pt Education Or Txt “mammogram” to 77877 Closing gaps in care and conveniently providing a workflow to schedule a screening or gather data to inform other programs. Pt Education and Scheduling workflows Post ER or Txt “ER” to 77877 This us an automated program which serves to reduce ED Readmissions by engaging with patients to ensure compliance with discharge instructions. Scheduling integration and feedback loops to support Quality Assurance

Sample Automated Care Programs Pregnancy Care Asthma or Txt “pregnancy” to 77877 This is an automated program to engage patients at 10 weeks into their pregnancy. Compliance with prenatal care, wellness check, device integration, analytics and intervention.

Or Txt “asthma” to 77877 Demonstrates chronic care management, compliance. Pt Education and outreach / intervention

Reference: Sample Automated Care Programs

Births – 105,000 30K Direct Care 75K Private Sector Care

In-Patient Admission – 875K 173K Direct Care In-Patient Admissions 337K Private Sector Care In-patient Admissions

363K TFL

Out-Patient Encounters – 98 Million 35.8M Direct Care 34.7M Private Sector Care

26.9M TFL

ER Encounters – 3,470,600 973K – Direct Care 1.43M – Private Sector Care

1.06 TFL

Problem Statement: There is a pressing issue around staffing challenges which is exacerbated by a model of care which is demanding on clinical resources and neglects actions individuals can take to manage their own wellness. These factors along with limited access to care prevents our service members and their families from getting the care needed in a timely and convenient manner. Recognizing these issues, there is a need to disrupt the current model of care; introducing a solution that patients can engage with anytime, anywhere, and work to advance their own outcomes without having to engage with the system at large.

Goal: Improve overall access to wellness resources, reduce barriers to seeking help, and improve timely support

Projected Value Statement: By delivering SilverCloud, which provides self-paced, digital coaching wellness programs, active service members, retirees and their families will be able to engage in virtual care on their own time, resulting in enhanced patient convenience, satisfaction and engagement while improving wellness outcomes.

Value Alignment : SilverCloud Metrics:

Number of Enrollments Activation Rate (% of users who were invited that completed enrollment) Average Number of Logins per user Average total time spent in SilverCloud per user Patient Satisfaction (% of users who agree or strongly agree that they found the modules within SilverCloud interesting, helpful, relevant or helping them make progress toward their goals) Clinically significant improvement: % of patients who completed two or more of the Patient Health Questionnaire-9 (PHQ-9) questionnaire that see a three+ point improvement Response: a decrease of at least 50% on the PHQ-9 scale Remission: the latest PHQ-9 score is five or less; the initial score having been above five.

Clinically significant improvement: % of patients who completed two or more of the Generalized Anxiety Disorder-7 (GAD-7) questionnaire that see a three+ point improvement Response: a decrease of at least 50% on the GAD-7 scale Remission: the latest GAD-7 score is five or less; the initial score having been above five.

Highlighting indicates which metrics map to components of the value statement https://www.silvercloudhealth.com/uk/digital-mental-health-and-wellbeing-programmes

Wellbeing, Mental Health, Chronic Conditions, Substance Use, Family, Digital Tools

Problem Statement: There is a pressing issue around staffing challenges exacerbated by a model of care which is demanding on clinical resources and neglects actions individuals can take to manage complex conditions. These factors along with limited access to care prevents our service members and their families from getting the care needed in a timely and convenient manner. Recognizing these issues, there is a need to disrupt the current model of care; introducing a solution that patients can engage with anytime, anywhere, that allows them to access their information seamlessly, work to advance their own outcomes and inform the care they receive in person.

Goal: Improve overall access to care resources for specific complex conditions, reduce barriers to seeking help, improve information sharing and enhance timely support

Projected Value Statement: By delivering the Care Companion, we provide chat-based check-ins, patient treatment monitoring, and virtual escalation capabilities. Our active service members, retirees and their families will be prompted to engage with their health information on their own time, heightening convenience, improving treatment adherence, enhancing care coordination, and advancing outcomes.

Value Alignment: Care Companion Metrics:

Number of Enrollments Activation Rate (% of users who were invited that accept terms and conditions) % of users who complete 1 or more chats % of users who opt out Average Chats per Activated User Patient Satisfaction (% of users who respond Yes to "Did you find today's chat helpful?" Options for response are No, Somewhat and Yes) Outreach Burden (Reduction in inbound calls) Medication Adherence Appointment Attendance % of patients completing post partum depression screening % Attendance at follow up appointments % reduction in HgbA1C Weekly Hypo/Hyperglycemic Event Reduction Blood Pressure Reduction terms highlighted in green require data to be shared by DHA or DHA to perform the analysis

Should we add reduction of burden on the healthcare team? How do we measure treatment compliance?

Problem Statement: There is a pressing issue around staffing challenges which is exacerbated by a model of care which is demanding on clinical resources and limits where patients can seek care. These factors along with limited access to care prevents our service members and their families from getting the care needed in a timely and convenient manner. Recognizing these issues, there is a need to disrupt the current model of care; introducing a solution that patients can engage with anytime, anywhere, and gain access to our expert clinical teams virtually.

Goal: Improve overall access to care, reduce barriers to seeking help, and improve timely support

Projected Value Statement: By delivering Virtual Visits, which provides virtual scheduled and on-demand appointments, retirees and their families will be able to engage in virtual care on their own time, resulting in enhanced patient convenience, satisfaction and engagement, decreasing leakage to the private sector, increasing staff satisfaction and autonomy.

Value Alignment: Virtual Visits Metrics:

Virtual Visit volumes by Month (Completed visit totals by month) Active Providers Overall Visit Success (the number of visits with 2+ participants, an overlap duration of 20+ seconds, and audio track divided by the number of overall visits) Patient Thumbs Up/Down Rating Provider Thumbs Up/Down Rating Primary care Prime purchased care leakage Behavioral health Prime purchased care leakage UCC / ED Prime purchased care leakage

Break 15-minute break

POC: Danielle Sumrall

LDC/DISTRO

CUI Category:

Controlled by:

UNCLASSIFIED/CUI

Julie Pruitt

GNAL Overview

The Nurse Advice Line (NAL) has been available since 2014 but was for CONUS MTFs only In 2018, the NAL was expanded to serve patients in every country that has an MTF creating the Global Nurse Advice Line (GNAL) The NAL provides services 24 hours a day, 7 days a week 365 days a year Services would include self and home care advice, civilian network provider locator support for emergency/urgent care referrals, and military treatment facility appointing services Average Monthly Call volume FY23 was 51k Top 3 Dispositions are Network Urgent Care (22%) Self-Care (21%) MTF Urgent Care/ED Background

DHA: An Integrated Health System Health Care Delivery System “Medical Force Training Platform and Health Care Provider”

Health Benefits Administrator “Employer Benefits Provider”

3.17M <65 Retirees & Family Members 2.34M >65 Retirees & Family Members 1.41M Active Duty 1.64M AD Family Members 0.43M Guard/ Reserve 0.64M Guard/Reserve Family Members 9.6M Eligible Beneficiaries TRICARE Suite “Payer”

Civilian Network Care Contracts Two medical regions/contractors in US Health Net (West) & Humana (East) One international medical benefits contractor International SOS One pharmacy benefit contractor Express Scripts One dental program contractor United Concordia Combat Support Agency “Partner”

TRICARE Benefit Plan Options TRICARE Prime TRICARE Select TRICARE for Life TRICARE Reserve Select TRICARE Retired Reserve US Family Health Plan TRICARE Young Adult Active Duty Dental

TRICARE Dental

FEDVIP

TRICARE Overseas Program TRICARE Pharmacy Program TRICARE Dental Program

*These beneficiaries are only eligible if they are traveling or physically in the United States or in countries with an established MTF.

The chart below show the MHS beneficiaries, by TRICARE Health Plans which are eligible for Global NAL Services.

Eligible Beneficiaries

Top 10 Utilized Nurse Triage Guidelines May 2024

May 2024

Advise callers on the most clinically appropriate level of care Capture MTF-enrolled beneficiaries in the direct care system to reduce purchased care costs Reduce unnecessary ED and UC utilization Enhance access to care, especially after hours and when beneficiaries are traveling Improve the patient’s continuous healthcare relationship with his or her MTF or civilian healthcare team and Primary Care Manager (PCM) Maximize patient satisfaction by facilitating streamlined access to UC and a consistent patient experience The GNAL Program is designed to support and augment, but not replace, the MTF’s appointing, PCMH, and UC services GNAL Goals

Primary care appointing Medical advice and triage Crisis call support Warm transfer to primary care ED and UCC Provider Locator support Private Sector Care urgent care referral submission MTF Access to NAL call information and reports Follow business rules established by MTFs Re-direct services back to military ED/UCC Dynamic and real-time leadership metrics Answers to general medical questions

GNAL Services

Prescription authorization / refills, pharmacy locator services, referrals for other services (specialty care), revision to enrollment information, taking messages to pass on to providers Benefits and claims information, including billing related issues Orders for ancillary service tests or test results Book appointments without first completing nurse triage process Follow up appointments to include post ER treatment or surgical procedure Retroactive urgent care referrals for network urgent care visits that were not initiated by NAL A triage assessment when the patient is not present

GNAL Not in Scope

Quality Assurance MTF Management Profile Management Reporting Access by Child or Parent DMIS ID PII/PHI Access Site Coordinator Clinical eMSM/Market/DHN User Clinical Service User Clinical Military Health System User Same as Clinical MTF/Multi MTF User Push Notifications User Accounts Access by child or parent DMIS ID PII/PHI Access Note: Site Coordinator can only be at Parent DMIS ID level

No PII/PHI Access

GNAL User Roles

The Global Nurse Advice Line is an effective and reliable resource for our beneficiaries Patient Satisfaction is and has remained high Calls come in around the same time a patient would call to schedule an appointment The GNAL relieves a significant burden from the primary care clinics MTF and GNAL collaboration enhances patient experience and outcomes

Conclusion

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POC: Danielle Sumrall

LDC/DISTRO

CUI Category:

Controlled by:

UNCLASSIFIED/CUI

Julie Pruitt

MHS GENESIS

Background 2009- 2011 Plans Begin for a new Electronic Health Record To expedite Department of Defense and Department of Veterans Affairs interoperability efforts, Congress mandated in the FY2008 NDAA that the DOD and VA establish a joint interagency program office to act as a single point of accountability in the development of the electronic health record. As work progressed, it became increasingly clear that the architecture of the Armed Forces Health Longitudinal Technology Application wouldn't provide a suitable platform for a joint EHR. Plans begin for a new EHR. In March 2011, the DOD and VA recommitted to the joint common EHR platform known as the integrated EHR (iEHR).

2013 Seamless Transfer of Information Across Departments On Feb. 5, 2013, the Secretary of Defense, Leon Panetta, and Secretary of Veterans Affairs, Eric Shinseki, announced changes in their approach to increasing interoperability between the Departments. Joint actions were identified to accelerate seamless transfer of information across the Departments and replace systems by using a "core" set of applications from existing electronic health record technology. The DOD announces that it is reviewing available commercial and governmental options and the VA decided to use VistA as its core.

2015 EHR Rebranded as MHS GENESIS The Department of Defense awards Cerner, Leidos, Henry Schein and Accenture the electronic health record contract, and the EHR is branded as MHS GENESIS.

Technology Joint Longitudinal Viewer (JLV) An app for view-only data from DoD and VA encounters Supports care for dual-users (joint DoD-VA patients)

MHS GENESIS

A modern health record Supports DoD and US Coast Guard healthcare delivery MHS GENESIS Patient Portal A secure online platform supporting patients in between care visits Enables e-visits, secure communications, health record visibility and more MHS Video Connect A web-based solution for accessible care Empowers beneficiaries to meet with military health providers live on any internet-connected device Operational medicine tools A suite of capabilities for support outside brick-and-mortar facilities Key systems include MHS GENESIS Theater and Medical Common Operating Picture (MedCOP) Medical device connectivity Ways to integrate state-of-the-art medical devices

DHA personnel are supported by a wide range of technological tools and capabilities. Not all these capabilities are owned and/or managed by DHA HI, but they are all available to DHA personnel.

JLV was developed to help DOD and VA “exchange” patient information before MHS GENESIS implementation. For example, JLV allows VA benefits administrators to view records of service injuries documented in AHLTA, Essentris, and other legacy health systems. You cannot edit data in JLV, but can import some data from it to enhance a patient’s documented health history. JLV is still accessible through a link in MHS GENESIS. JLV can also offer MHS providers access to legacy health data that may not have been migrated into the MHS GENESIS record.

MHS GENESIS is the cornerstone of our new electronic health record system. We will finish deploying the new system by the end of 2023. The US Coast Guard deployed the same system in 2020-2021 to all their ashore facilities. The National Oceanic and Atmospheric Administration (NOAA) is now looking to adopt the system as well.

MHS GENESIS is backed by robust data. It enables digital data exchange with private sector providers. It also pulls data from legacy systems such as AHLTA and Essentris.

MHS Video Connect A web-based solution for accessible care Empowers beneficiaries to meet with military health providers through live video on any internet-connected computer, tablet, or mobile device

Operational medicine tools equip DHA personnel to treat battle and non-battle injuries and illnesses. Operational medicine covers care provided anywhere outside a fixed facility – in theater, enroute in an aircraft or ambulance, pre-flight checks at an airfield, etc. A pared down version of MHS GENESIS is available to personnel in locations where bandwidth is sufficient.

MedCOP enables combatant commanders and other senior leaders to rapidly respond to emerging medical needs anywhere across the globe. The software identifies resources that can be mobilized or made available including things like PPE stores, bed availability, and more. MedCOP is deploying across all COCOMs and is expanding to include health surveillance data that evolved out of contact tracing capabilities piloted during COVID. This tool is available to unique groups like TRANSCOM, but DHHQ also hosts a portal. In recent years, MedCOP expanded further to line side battle operations support. It is a tool that can also assist commanders in emergency response activities here at home.

State-of-the-art medical devices

Joint Health Information Exchange The joint Health Information Exchange Initiative (joint HIE) securely connects health and benefit information systems from the Department of Defense (DOD), Department of Veterans Affairs (VA) and other federal and private sector partners.

The joint HIE is a secure network that shares health information. For decades, the Military Health System (MHS) has operated its own HIE that has shared our health information electronically between providers at military treatment facilities (MTFs), VA facilities, and other federal and private sector partners. With the joint HIE, all health providers—whether at an MTF or from the TRICARE network—can securely access beneficiary records and health information electronically.

Live Walk-Through Test Patients

Questions Please use this QR code for questions.

Lunch Break Vendor discussions begin at 1300

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