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Market Observations, Lessons, and Recommendations for the Defense Health Agency.
Military Medicine ( IF 1.2 ) Pub Date : 2020-05-23 , DOI: 10.1093/milmed/usaa107
Richard G Malish 1
Affiliation  

The 2017 National Defense Authorization Act put the Military Health System (MHS) on a course to its biggest change in its history. Seeking cost-savings, quality improvement, and an enhanced patient experience, the legislation, beginning in October 2019, consolidated all military hospitals under the control of a single newly formed headquarters; the Defense Health Agency (DHA). There are many traps for the DHA to avoid as it matures. Arguably, the biggest would be to fail to discover the causes of the inadequacy of the previous system—the behavioral and economic fundamentals that undermined its ideals. If the DHA does not focus on the substrate underlying high MHS costs, marginal patient satisfaction, and variable quality, it will weaken its opportunity for groundbreaking change by targeting the symptoms rather than the cancer. This article seeks to stimulate such discovery. It does so by tracing the theory, planning, and mission execution of the DHA’s Central Texas Market (CTM) as it pursues its own reform and modernization.

中文翻译:

国防卫生局的市场观察,教训和建议。

2017年《国防授权法》使军事卫生系统(MHS)迎来了其历史上最大的变化。为了节省成本,提高质量并增强患者体验,该法律于2019年10月开始,将所有军医院合并为一个新组建的总部; 国防健康局(DHA)。随着DHA的成熟,有许多陷阱可以避免。可以说,最大的挑战是无法发现先前系统不足的原因-破坏其理想的行为和经济基础。如果DHA不专注于高MHS成本,边际患者满意度和可变质量的基础,它将通过针对症状而非癌症来削弱其突破性变革的机会。本文旨在激发这种发现。它通过追踪DHA自己的改革和现代化过程中DHA中央德克萨斯市场(CTM)的理论,计划和任务执行来做到这一点。
更新日期:2020-05-23
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