CDC 4a071 2009 Version

The appropriate access-to-care standard for wellness and health promotion appointments is 28 days. This means that individuals should be able to schedule and receive these types of appointments within a maximum of 28 days. This standard ensures that individuals have timely access to preventive care and health promotion services, allowing them to maintain and improve their overall wellness.

The Next Available Appointment Report provides a preview of the availability of appointments by appointment type and by provider within a clinic on a given date and time. This report allows clinics to see which providers have open appointments and what types of appointments are available, helping them efficiently schedule and manage their workload.

The COTR is responsible for verifying the contractor's records regarding licensure, certification, and education. This is to ensure that these records remain current. Any changes or updates to these records will be posted on the COR database. The COR database serves as a centralized system for storing and managing contractor information. It allows for easy access and retrieval of contractor records and helps in maintaining accurate and up-to-date information.

Last minute obligations are not a key to successful close-out because they can lead to rushed and incomplete work, increasing the likelihood of errors or omissions. Successful close-out requires careful planning and coordination throughout the project, as well as constant review of management reports to ensure that all tasks are completed on time and according to the project plan. Pre-planning and close coordination with base agencies are essential for a smooth and successful close-out process.

The Long View strategy aims to achieve the highest state of readiness for the AFMS while minimizing risks. By focusing on the lowest overall cost, the strategy ensures efficient allocation of resources, reducing unnecessary expenses and maximizing cost-effectiveness. This approach considers both financial and environmental costs, ensuring that the AFMS achieves its objectives in the most economical and sustainable way. By prioritizing the lowest overall cost, the strategy also indirectly contributes to saving lives by optimizing the use of resources and enhancing the AFMS's capabilities.

Using the OA model for booking appointments offers several benefits such as timely access to care, increased provider schedule flexibility, and enhanced patient trust. However, the increase in patient no-show and cancellation rates is not a benefit of using the OA model. In fact, the OA model aims to improve appointment scheduling efficiency and reduce no-shows by implementing reminder systems and optimizing the booking process.

The correct answer is Planning. In the PPBES (Planning, Programming, Budgeting, and Execution System) process, the phase of determining objectives and specifying time-phased military force requirements to accomplish a mission is known as planning. This phase involves setting goals, identifying resources needed, and developing strategies to achieve the mission. It is the initial step in the PPBES process and lays the foundation for the subsequent phases of programming, budgeting, and execution.

As a COTR (Contracting Officer's Technical Representative), it is important to adhere to guidelines set forth by the contracting officer. These guidelines can be in the form of written documents, such as contracts or regulations, as well as oral instructions provided by the contracting officer. By staying within these guidelines, the COTR ensures that the contract is executed properly and in compliance with the agreed-upon terms. Therefore, the statement that guidelines can be both written and oral is true.

Before a provider is permitted to practice in the MTF (Medical Treatment Facility), they must be granted privileges by the MTF/CC (MTF Commander). The MTF/CC is responsible for overseeing and managing the operations of the facility, including granting privileges to providers based on their qualifications, experience, and credentials. This ensures that only qualified and competent providers are allowed to practice within the MTF, ensuring the safety and quality of patient care.

The RMO must check with the Unit deployment manager to ensure that no impact is made on the unit's deployment requirements. The Unit deployment manager is responsible for overseeing and coordinating the deployment of personnel and resources for the unit. By consulting with the Unit deployment manager, the RMO can ensure that any actions or decisions made in relation to the ACR will not disrupt or interfere with the unit's deployment plans and obligations.

MAPPG stands for Military Assistance Program Planning Guidance. It serves as both a planning and programming guidance document to build the POM (Program Objective Memorandum). The POM is a document that outlines the Department of Defense's planned resource allocations and program priorities over a specific period of time. The MAPPG provides guidance and direction for the development of the POM, ensuring that it aligns with the overall strategic goals and objectives of the military assistance program.

The Long View strategy looks at the AFMS from a strategic viewpoint of ten years and beyond. This means that the strategy takes into consideration the long-term goals and objectives of the AFMS, and plans accordingly for a period of at least ten years. This approach allows for a more comprehensive and forward-thinking approach to decision-making and resource allocation, ensuring that the AFMS is well-prepared for the future and able to adapt to any potential challenges or changes that may arise.

The decision process is used to determine the type of manpower to use when validating different aspects of an organization. This includes short-term goals, comptroller issues, and most importantly, manpower requirements. Manpower requirements refer to the specific number and type of personnel needed to fulfill certain tasks or responsibilities within an organization. By considering manpower requirements during the decision-making process, an organization can ensure that it has the right personnel with the necessary skills and qualifications to successfully achieve its goals.

The TOC (Theater Operations Center) generates the CHCS (Composite Health Care System) access to care summary report weekly.

AIM stands for the Automated Information Management (AIM) tool. It was developed to ease the burden of analyzing data from many reports available in the CHCS (Composite Health Care System). The AIM tool helps in consolidating and organizing data from various reports, making it easier for users to analyze and interpret the information. It streamlines the process of data analysis and allows for more efficient decision-making based on the insights gained from the data.

The supplement services provided at MTF refer to the additional services offered within the organization itself. This indicates that the resource sharing is happening internally, within the organization. Therefore, the correct answer is Internal.

The DOD (Department of Defense) policy states that the DOD and the VA (Department of Veterans Affairs) will enter direct care sharing agreements. This means that both departments will collaborate and establish agreements to share resources and provide direct care services to eligible individuals. This policy aims to improve access to healthcare services for military personnel and veterans by leveraging the capabilities and resources of both organizations.

The PPBES (Planning, Programming, Budgeting, and Execution System) is the military budget process that aims to provide the combatant commanders with the optimal combination of forces, equipment, and support while adhering to fiscal constraints. This process involves planning, programming, budgeting, and executing the military budget to ensure that resources are allocated effectively and efficiently. By using the PPBES, the military can prioritize and allocate resources in a way that supports the overall objectives and requirements of the combatant commanders.

Fallout dollars are primarily used to purchase equipment. This suggests that fallout dollars are a form of currency or credit specifically designated for acquiring equipment. It implies that these dollars cannot be used for other purposes such as buying non-medical supplies, settling travel obligations, or covering first priority level expenses. The focus is on acquiring equipment, indicating that fallout dollars are intended for this specific purpose.

The contractor is required to provide the MTF commander with a complete cost analysis within 30 calendar days of a written request. This allows the MTF commander to have a comprehensive understanding of the costs involved in the project or task at hand. It ensures transparency and accountability in the contractor's financial reporting and decision-making process. Providing the cost analysis within this timeframe allows for timely decision-making and effective planning.

MAJCOM (Major Command) is responsible for providing active duty military authorization. They are the highest level of command within the United States Air Force and are responsible for organizing, training, and equipping the forces under their command. MAJCOMs have the authority to issue orders and directives to their subordinate units, including authorizing active duty military personnel. Therefore, MAJCOM is the correct answer for this question.

The P2R2 access metric is updated by the MTF point of contact on a monthly basis. This means that the metric is reviewed and revised every month to ensure accurate and up-to-date information. This regular update frequency allows for timely monitoring and assessment of the access metric, enabling any necessary adjustments or improvements to be made on a monthly basis.

The MTF (Medical Treatment Facility) uses the TAT (Turnaround Time) to evaluate scheduling adequacy and sufficiency of their schedules and templates in support of Tricare Prime access standards. The TAT is a measure of the time it takes for a patient to receive care, and by evaluating the scheduling adequacy and sufficiency, the MTF can ensure that they are meeting the standards set for Tricare Prime access. The other options, MAJCOM (Major Command), USAF (United States Air Force), and DOD (Department of Defense), do not directly evaluate scheduling adequacy and sufficiency of MTF's schedules and templates.

The Air Force Medical Logistics Office is responsible for preparing and providing guidance for the Defense Working Capital Fund (DWCF), Medical-Dental Stock Division. This office is specifically dedicated to managing medical logistics within the Air Force, ensuring that medical and dental supplies are properly stocked and distributed. They play a crucial role in supporting medical operations and ensuring that healthcare providers have the necessary resources to deliver quality care.

MAJCOM, or Major Command, is responsible for providing active military authorizations. They are higher-level commands that oversee specific areas of responsibility and have the authority to authorize military operations. MAJCOMs are responsible for organizing, training, and equipping forces under their command, and they play a crucial role in the overall military structure and decision-making process.

The correct answer is HQ USAF/XP. This is because the Air Reserve Force authorizations need to be identified to the HQ USAF/XP, which is responsible for the management and execution of personnel programs and policies for the Air Force. This ensures that the Reserve Force authorizations are properly accounted for and allocated within the organization.

The TRO (TRICARE Regional Office) is responsible for various tasks related to the administration of TRICARE, a healthcare program for military personnel and their families. These responsibilities include addressing enrollment issues, approving MOUs (Memorandum of Understanding) with contractors, and monitoring customer satisfaction outcomes. However, establishing TRICARE provider networks is not a responsibility of the TRO. This task is typically handled by the Defense Health Agency (DHA) or other entities within the TRICARE program.

The most important snapshot of financial activity that the RMO has and serves as their checkbook is the OBL (Obligation status report). This report provides a detailed overview of the obligations and commitments made by the organization, including information on the amount, purpose, and status of each obligation. It allows the RMO to track and monitor their financial transactions and ensure that they are in line with their budget and financial goals.

AF Form 616, Fund Cite Authorization (FCA), is used to issue funds to other Air Force units when it is impractical to route each request for funds through the Accounting and Financial Office. This form allows for the authorization of funds to be transferred directly to the requesting unit without going through the usual accounting and financial processes. It streamlines the funding process and allows for quicker allocation of funds when necessary.

The AFMS will use 9 panels to identify and champion necessary changes. This suggests that the AFMS believes that 9 panels are sufficient to address and implement the required changes effectively. The use of panels implies that there will be a collaborative and diverse approach to identifying and championing these changes, involving multiple stakeholders and perspectives. This indicates that the AFMS values inclusivity and collective decision-making in the change process.

The COTR, or Contracting Officer's Technical Representative, is responsible for ensuring that the MCS contractor performs the technical aspects of the contract. The COTR acts as the liaison between the contractor and the government, monitoring the contractor's performance, providing technical guidance, and ensuring that all contract requirements are met. They play a crucial role in overseeing the technical aspects of the contract and ensuring that the contractor fulfills their obligations.

The Execution phase of the PPBES (Planning, Programming, Budgeting, and Execution System) provides the opportunity to assess current and previous resource allocations and determine whether the department achieved its planned performance goals. This phase involves the implementation of the budget and the execution of planned programs and activities. By evaluating the outcomes and results of the executed plans, the department can determine if its resource allocations were effective and if the desired performance goals were met.

The AF Form 406, Miscellaneous Obligation/Reimbursement Document (MORD), is used to establish unfilled customer orders between the ordering and performing activities in the accounting records. This form is specifically designed for recording and tracking obligations and reimbursements within the Air Force. It serves as a documentation tool to ensure proper financial management and accountability for customer orders that have not yet been fulfilled.

The RA, or Resource Advisor, develops the spend plan. The Resource Advisor is responsible for managing the financial resources of the organization and creating a plan for how those resources will be allocated and spent. They work closely with the MTF commander, NCOIC, RMO, and CCM to gather information and ensure that the spend plan aligns with the organization's goals and priorities.

The COTR, or Contracting Officer's Technical Representative, is responsible for preparing minutes for all meetings with the contractor or contractor personnel. This includes documenting important discussions, decisions, and action items that occur during these meetings. The minutes serve as a formal record of the meeting and ensure that all parties involved have a clear understanding of what was discussed and agreed upon.

The purpose of COTR contracts is to advise the MTF commander on contract matters, evaluate managed care support contractor performance, and resolve contract problems. Ensuring adequacy standards of care is not a purpose of COTR contracts.

CCM meetings must be conducted quarterly, which means every three months. This frequency allows for regular communication, updates, and decision-making among the members. Holding meetings on a quarterly basis ensures that important matters are addressed in a timely manner without overwhelming participants with excessive meetings. It strikes a balance between maintaining regular contact and allowing sufficient time for preparation and implementation of decisions.

AFMS and MTFs improve biometric data quality by providing Biometric Data Quality Services. These services ensure that the biometric data collected is accurate, reliable, and of high quality. Through the use of standardized procedures and protocols, AFMS and MTFs can verify the identity of individuals more effectively, reducing the chances of errors or false identifications. This ultimately enhances the overall security and efficiency of biometric systems used by the military.

The contractor is required to submit the finalized plan to the TRO no later than 60 days prior to the start of each new health care delivery option period. This allows sufficient time for the TRO to review and approve the plan before the new period begins. It ensures that all necessary preparations and arrangements can be made in a timely manner.

The MTF summary tool is a one-page summary that contains all the necessary information to perform an RCA-CCA-BCA within a product line. This tool is specifically designed to provide a concise overview of the MTF, allowing for efficient analysis and decision-making. The AFMOA, DHP, and POM are not mentioned as tools that serve this purpose, making the MTF summary tool the correct answer.

MCS contractors and TRO receive overall guidance from TMA.

MTF commanders, resource management personnel, and flight commanders must review and manage the funding structure mandated by the TMA, known as BAG. This funding structure includes program elements, OBAD, and EEIC. By reviewing and managing the BAG funding structure, these individuals ensure that the appropriate allocation and utilization of resources are in line with the TMA mandates.

A cost center management guide is not a responsibility of the CCM. The other options, such as developing section budgets, justifying financial and manpower resource requirements, and monitoring expenditure of section funds, are all responsibilities that fall under the role of the CCM. However, a cost center management guide is typically developed by management or finance teams to provide guidelines and procedures for managing cost centers effectively.

The MTF summary tool is not used to formulate the initial baseline manpower requirements for the MAPPG. The other options, DCT, IAT, and MRT, are all tools that can be used for this purpose.

The purpose of the CHCS ATC Summary Report is to calculate the time between the appointment request and when the patient is seen. This report helps in monitoring and analyzing the efficiency of the appointment scheduling process by providing data on the time taken for patients to be seen after requesting an appointment. It allows healthcare facilities to identify any delays or bottlenecks in the system and make improvements accordingly.

The MCS contractor will submit a revised resource sharing plan to the TRO annually. This suggests that the contractor is required to review and update their resource sharing plan once every year. It is likely that this requirement is in place to ensure that the contractor's resources are allocated efficiently and effectively, and that any changes or updates to the plan can be addressed on an annual basis.

ACR stands for Authorization Change Request. It is a tool that a unit can use to request a change to manning levels. This tool allows the unit to formally submit a request for additional personnel or a change in the number of personnel assigned to a specific unit. The ACR process helps in ensuring that the unit has the appropriate manpower to effectively carry out its mission and responsibilities.

The contractor shall have an independent certified public accounting firm perform audit procedures for each resource-sharing agreement to validate that resource-sharing activity is correctly reported under contract provisions. This means that it is the responsibility of the contractor to hire an external accounting firm to conduct audits and ensure that the resource-sharing activities are being accurately reported according to the terms of the contract.

MAJCOM stands for Major Command and refers to the highest level of command in the United States Air Force. They are responsible for organizing, training, and equipping forces to carry out missions. In the given question, MAJCOM is the correct answer because they have the authority to approve the interim use of civilians until military resources can be planned and made available. This means that MAJCOM has the power to authorize the temporary deployment or utilization of civilian personnel in military operations until the necessary military resources are ready.

The only way to request changes to an organization's UDM is through an ACR (Authorized Change Request). This means that any changes or modifications to the UDM must be approved and processed through an official ACR process. The ACR ensures that any changes made to the UDM are properly documented, reviewed, and approved by the relevant authorities before implementation.