Client Goal

• Accurately predict demand for health care services

CACI Solutions

• Demand, utilization, expenditure analyses
• Ten-year projections
• Actuarial models, report writer

Results

• Policy decisions based on sound research data
• Capacity Assessment model scaled to support thousands of sub-models

Client Goal

In October 1996 Congress changed the face of veteran health care when it passed the Veterans Health Care Eligibility Reform Act. This legislation cleared the way for the Department of Veterans Affairs to advance veteran health care. It created the Uniform Benefits Package, a comprehensive health care plan that assigned each veteran to one of seven priority groups. The priority group to which a veteran belongs determines his or her level of health care benefits.

Since the inception of Eligibility Reform the Veterans Health Administration (VHA) has conducted an annual analysis to predict demand for VA health care services. These extensive analyses are instrumental in helping the VA project enrollment utilization and expenditure. This is especially important for determining whether VA can continue serving all seven priority groups based on annual congressional appropriations.

In essence, the VHA is tasked with meeting the demands of a changing veteran market while maximizing overall efficiency. With the potential to negatively impact thousands of veterans, such decision making must be based on accurate, robust information. The VHA utilizes CACI Strategic Communications for that information under the Capacity Assessment Program.

CACI Solutions

Working in partnership with the VHA the CACI Strategic Communications team annually performs health care demand, utilization and expenditure analyses, providing VHA with projections for the next 10 fiscal years. CACI also provides preferred facility-based actuarial projection models and a report writer so that the VHA staff can produce customized models.

Results

The resulting projections, databases, modeling and supporting documentation assist the VHA in budget development and are used by the Under Secretary for Health to provide decision support on a range of policies.

The nature and complexity of the business problem required that we develop a flexible solution that could accept new and improved information at any time. The model developed during this program builds upon itself from year to year. Currently there are thousands of underlying models rolled into the greater model. Despite this size and complexity, we have the ability to make adjustments and add new factors at the VHA's request.

• Case Study Menu