QMVIG Coaching Engagement

About Program

Quality Measurement and Value-Based Incentives Group (QMVIG) consist of 5 divisions serving the centers for Medicare and Medicaid services (CMS). Each of these divisions work collaboratively to better facilitate measures, reports, and overall healthcare for all individuals. The 5 divisions within QMVIG are  Division of Chronic and Post Acute Care (DCPAC), Division of Quality Measurement (DQM), Division of Electronic and Clinician Quality (DECQ), Division of Program and Measurement Support (DPMS) and Division of Value-Based Incentives and Quality Reporting. Each of these division work collaboratively structured by QMVIG's front office to better facilitate measures and reports. 

Key People

Background

QMVIG wants to enhance its capabilities to create a new culture within their organization. This new culture will involve the utilization of new tools, as well as virtual domain that assists with data archiving, project management, meeting support, and easier accessibility to exchanging pertinent information. The three main tools used to produce this vertical domain will be Confluence, Jira, and Slack. This will catapult QMVIG's mission to transform itself into a digitally forward, user-friendly organization. The pain points that the QMVIG program currently faces includes:

• QMVIG faces the challenge of siloed knowledge repositories as well as gaps in knowledge transfer and information curation that can occur over time. As a result, QMVIG requires a fresh solution to knowledge management that is centralized, transparent, and accessible to the QMVIG community of Divisions
• DPMS currently uses SharePoint to house documents for both internal and external review, as well as a repository for these documents. The organization of this site is not effective for DPMS's current projects
• Some divisions need support to manage and track all action items for QMVIG, related to cross component work, such as measure alignment and the MIPS/SSP/APMs strategy work. This will be critical support as CCSQ rolls out the National Quality Strategy in April to ensure alignment across QMVIG programs to meet the strategy goal
• QMVIG needs support to track upcoming timelines in a comprehensive manner across quality, policy, scoring, etc. 
• Advice/guidance on how best to document and maintain staff assignments and roles
• The QMVIG program needs support for MVP to coordinate the multiple facets (monitoring progress of: policy, MVP development, implementation, etc) of the framework, to ensure milestones are met, and tracking to overall MVP OKRs and metrics
• Some divisions in QMVIG lack the ability to set up alerts, reminders when workflow milestones are met or missed and set up reports and dashboards to monitor progress of documents as they matriculate through the workflow

Discovery

This phase lasted 3 to 4 months where the QMVIG team applied different discovery technique to learn more about the QMVIG program. The following discovery where done by the QMVIG support team:

• Ceremony observation: The QMVIG support team attended all necessary meetings organized by the each division to understand the purpose and value
• Interviewed all the QMVIG division leaders and key staff members. Also the support team created a stakeholder mapping to identify key people and roles to understand the flow of value through each divisions and program
• The QMVIG support team did an analysis of all approved CCSQ tools with all the currently used QMVIG tools. This tool analysis document was submitted to the QMVIG Front Office for review and also to approve the tools recommended by the QMVIG support team

Recommended Approach

Randolph Anagho, LACE coach and the QMVIG support team will work together to support the QMVIG program.

Risks

The only risk noted so far is the reluctant to culture change which is;

• The OMVIG program is reluctant to embrace new tools recommended due to the complexity of using these tools. An example is they will prefer Confluence rather than Jira if they both provide the same functionality

To manage the risk,

• The QMVIG support team did a detail tool analysis on all the tools QMVIG currently uses versus what is approved by CCSQ with recommendations. This analysis helped them know the different functionality of each tool and also if it captures all their needs. 

The QMVIG support team plans to:

• Develop, organize and deliver trainings on processes using these tools and also refer them to the necessary tools trainings within CCSQ
• The QMVIG support team will send our a survey to QMVIG after tools are implemented to evaluate where coaching is required.

Timeframe

Discovery will take place over 3 to 4 months period to gather all the information needed for training and coaching