The QIO Program in a New Brand World: The CMS Perspective

1. The QIO Program in a New Brand World: The CMS Perspective Kelly M. Anderson Centers for Medicare & Medicaid Services (CMS) 2009 American Health Quality Assn. Annual Meeting February 25, 2009 We have been talking in general terms about �branding� for long time, much longer than my short tenure in this position. This morning, I�ll talk with you a bit about a few issues related to branding. First, I�ll share some details about precisely what we mean by �branding� when it comes from the mouths of us here at CMS. I think it�s important for us to begin with a common understanding of the scope of our intentions. I�d also like to share with you some of our thoughts on where we stand in the philosophical or conceptual idea of �THE BRAND,� which is where the title of today�s talk comes from�the �new brand world.� Next, I�d like to share where we think some opportunities and challenges may present themselves when it comes to approaching the QIO Program from the �new brand perspective.� Then, I�d like to talk about discussions we�re having within CMS about things we can do today�QIOSC or no, branding plan or no�to at least get the QIO awareness train rolling from a national perspective with a CMS stamp. There are two prongs of that�some short-term plans we�re making to promote the Program towards beneficiaries and plans we�re making to promote to our �other� stakeholders. Lastly, I�d like to end today�s talk with a discussion of immediate and longer-term next steps. To make sure we�re all on the same page, I�ll share CMS� thoughts on what our role will be versus the local-level QIO, as well as a QIO support contractor. I�ll also share some of our ideas for moving ahead, and invite feedback from you on your ideas for progression. We have been talking in general terms about �branding� for long time, much longer than my short tenure in this position. This morning, I�ll talk with you a bit about a few issues related to branding. First, I�ll share some details about precisely what we mean by �branding� when it comes from the mouths of us here at CMS. I think it�s important for us to begin with a common understanding of the scope of our intentions. I�d also like to share with you some of our thoughts on where we stand in the philosophical or conceptual idea of �THE BRAND,� which is where the title of today�s talk comes from�the �new brand world.� Next, I�d like to share where we think some opportunities and challenges may present themselves when it comes to approaching the QIO Program from the �new brand perspective.� Then, I�d like to talk about discussions we�re having within CMS about things we can do today�QIOSC or no, branding plan or no�to at least get the QIO awareness train rolling from a national perspective with a CMS stamp. There are two prongs of that�some short-term plans we�re making to promote the Program towards beneficiaries and plans we�re making to promote to our �other� stakeholders. Lastly, I�d like to end today�s talk with a discussion of immediate and longer-term next steps. To make sure we�re all on the same page, I�ll share CMS� thoughts on what our role will be versus the local-level QIO, as well as a QIO support contractor. I�ll also share some of our ideas for moving ahead, and invite feedback from you on your ideas for progression.

2. 2 What Do We Want? Primary (the cake): The QIO Program�and the 53 contractors that comprise it�will be recognized as the �go-to� resources in their states/jurisdictions for real-world, workable solutions to many of the issues at the forefront of the health care reform movement. Secondary (the icing): CMS�as an active purchaser of health, rather than a passive payer�works to ensure that all beneficiaries can consistently access high-value, high-quality care, and should be at the table for efforts that support these principles. The corporate organizations that comprise the QIO Program are valued partners at the local level to achieve health care quality improvement, and should be at the table for efforts that support these principles. Some of you have asked us whether �branding� is a CMS priority or a QIO priority, whether it will focus on the Program as an abstract entity or the individual organizations delivering QIO services locally, and frankly, whether this is all just a PR exercise. We see our primary goal as the QIO Program in its global state�the sum of the efforts that CMS, all 53 QIO contractors, and those with whom we work undertake to improve quality under the banner of section 1154 of the Social Security Act. As I�ll discuss later, we are not here to do PR for the Program, for CMS, or for you as a corporate entity. We are not going under the scalpel of Dr. 90210 for an �image enhancement procedure� because we think we get a bum rap in the press. We are the Federal government, after all. As our primary goal statement says, our branding effort is really a programmatic effort�to position us as health care reformers. More on that later. A logical outgrowth of these efforts is going to be that we end up promoting our own self-interests: we know that CMS and you as a corporate entity will reap the benefits of some �good PR.� But I can�t stress enough that this isn�t really our task at hand. Some of you have asked us whether �branding� is a CMS priority or a QIO priority, whether it will focus on the Program as an abstract entity or the individual organizations delivering QIO services locally, and frankly, whether this is all just a PR exercise. We see our primary goal as the QIO Program in its global state�the sum of the efforts that CMS, all 53 QIO contractors, and those with whom we work undertake to improve quality under the banner of section 1154 of the Social Security Act. As I�ll discuss later, we are not here to do PR for the Program, for CMS, or for you as a corporate entity. We are not going under the scalpel of Dr. 90210 for an �image enhancement procedure� because we think we get a bum rap in the press. We are the Federal government, after all. As our primary goal statement says, our branding effort is really a programmatic effort�to position us as health care reformers. More on that later. A logical outgrowth of these efforts is going to be that we end up promoting our own self-interests: we know that CMS and you as a corporate entity will reap the benefits of some �good PR.� But I can�t stress enough that this isn�t really our task at hand.

3. 3 The Imperative for Brand Boosting The IOM report: CMS has failed to communicate �clear goals and strategic priorities of the QIO Program� by �improving coordination and communication within the Program.� The QIO Program has not captured the interests of key stakeholders�e.g., consumer engagement. In the real world, this means: QIOs introduce providers to the QIO Program locally. Expensive, duplicative, and inhibits the �QI� in QIO. Beneficiaries are unaware of the QIO�s ability to help them resolve complaints or concerns. National-level partnerships from CMS could be better realized. This requires QIOs to attempt to forge coalitions with local-level partners, which is duplicative and expensive. I debated whether to really even add this slide for this audience. You all know about the imperative for improving the health of our brand. Much of what I put into the real-world implications of the IOM findings has been collected over the course of some very candid conversations with your communications staffs about how you have had to forge ahead locally with efforts to brand yourselves and our programs in the absence of national brand cohesion.I debated whether to really even add this slide for this audience. You all know about the imperative for improving the health of our brand. Much of what I put into the real-world implications of the IOM findings has been collected over the course of some very candid conversations with your communications staffs about how you have had to forge ahead locally with efforts to brand yourselves and our programs in the absence of national brand cohesion.

4. 4 What Is a �New Brand World�? Scott Bedbury�s 2002 book, A New Brand World: 8 Principles for Achieving Brand Leadership in the 21st Century At the core of CMS� thinking on branding is the concept of the �new brand world.� The �new brand world� is a paradigm that has been articulated in a great book by one of the titans of branding, Scott Bedbury. He helped develop and sustain brands at places like Nike, Starbucks, and Coca-Cola. At the core of CMS� thinking on branding is the concept of the �new brand world.� The �new brand world� is a paradigm that has been articulated in a great book by one of the titans of branding, Scott Bedbury. He helped develop and sustain brands at places like Nike, Starbucks, and Coca-Cola.

5. 5 What Do We Mean by �Branding� We already have a brand, whether we actively develop it or not. �Branding initiatives� = proactive management of the QIO brand image through: Recognizing branding as a strategic priority for long-term sustenance of the QIO Program. Achieving consistency in what we say and how we say it. Following through on promises that our messages bring. Measuring the health of our brand. In a �new brand world,� our �brand� (wonks would call it a �brand image�) is the sum of all perceptions about us as an entity. It�s reflected in everything from how easy it is for a nurse to navigate the MedQIC website to how well a WebEx training session met its objectives. So as long as we�re out in the world, interacting with more than one person, we have a brand. Like it or not. If OCSQ reassigns me tomorrow to the mail room, the QIO Program brand will live on. As such, in a �new brand world,� branding is not a neatly bundled project or initiative that has a definitive start and end date, with specific interventions and results that are necessarily easy to measure. Because our brand can mean anything to anyone, when we talk about �branding��or the management of our brand�those tasks can take on myriad permutations. Branding is in the eye of the beholder. When CMS talks about branding, we mean that we want to take a proactive approach to manage how the QIO Program is perceived by anyone who touches it. We see that task as having four discrete parts, all of which are easy to type onto a PPT slide or a position paper, but will be Herculean to implement. I�ll share each with you now and we�ll talk through them in turn throughout my presentation.In a �new brand world,� our �brand� (wonks would call it a �brand image�) is the sum of all perceptions about us as an entity. It�s reflected in everything from how easy it is for a nurse to navigate the MedQIC website to how well a WebEx training session met its objectives. So as long as we�re out in the world, interacting with more than one person, we have a brand. Like it or not. If OCSQ reassigns me tomorrow to the mail room, the QIO Program brand will live on. As such, in a �new brand world,� branding is not a neatly bundled project or initiative that has a definitive start and end date, with specific interventions and results that are necessarily easy to measure. Because our brand can mean anything to anyone, when we talk about �branding��or the management of our brand�those tasks can take on myriad permutations. Branding is in the eye of the beholder. When CMS talks about branding, we mean that we want to take a proactive approach to manage how the QIO Program is perceived by anyone who touches it. We see that task as having four discrete parts, all of which are easy to type onto a PPT slide or a position paper, but will be Herculean to implement. I�ll share each with you now and we�ll talk through them in turn throughout my presentation.

6. 6 Principle 1: Recognizing branding as a strategic priority for long-term sustenance of the QIO Program. 18- and 28-month evaluations Beneficiary protection/case review reform Forging new alliances and strengthening existing ones Strengthening and maintaining program �brand� This slide is a direct quote from Barry and Terris. I�m not sure they realize I actually wrote these down. But I share them with you in support of principle 1�branding is right up there with our key program priorities. Of course, we�re all looking towards the formal contract-tied evaluations. Jean Moody-Williams will share in a different session the imperative to reform our case review process. Barry alluded yesterday about aligning the Program with the key currents in health care, through the National Priorities Partnership, some of the opportunities that the ARRA legislation may provide, etc. But strengthening and maintaining our brand is right up there with evaluation, attribution, and demonstration of value in my humble opinion. As I said earlier, we at CMS see branding as a reflection of everything the Program does. And we need to have brand image at the forefront of our minds when we make decisions about the direction of the Program�our voice is best heard through our consistent and synchronous actions that communicate our core values, not through a glossy fact sheet or a logo that we can use for brochures.This slide is a direct quote from Barry and Terris. I�m not sure they realize I actually wrote these down. But I share them with you in support of principle 1�branding is right up there with our key program priorities. Of course, we�re all looking towards the formal contract-tied evaluations. Jean Moody-Williams will share in a different session the imperative to reform our case review process. Barry alluded yesterday about aligning the Program with the key currents in health care, through the National Priorities Partnership, some of the opportunities that the ARRA legislation may provide, etc. But strengthening and maintaining our brand is right up there with evaluation, attribution, and demonstration of value in my humble opinion. As I said earlier, we at CMS see branding as a reflection of everything the Program does. And we need to have brand image at the forefront of our minds when we make decisions about the direction of the Program�our voice is best heard through our consistent and synchronous actions that communicate our core values, not through a glossy fact sheet or a logo that we can use for brochures.

7. 7 Principle 2: Achieving consistency in what we say and how we say it. Craft a simple, easily understood answer to the question of �what do the QIOs do?� and �how do QIOs impact me?� Change perceptions of individual QIOs, the QIO Program and CMS oversight and leadership, as perceived by multiple audiences Promote uniform key messages that resonate with our audiences, and which are based in data that demonstrate the value of individual QIOs and the QIO Program Portray QIOs as the �go to� experts for any significant healthcare quality and efficiency efforts This slide articulates the deliverables�whether tangible or intangible�of what branding will accomplish. I�d call this the objectives or the goals slide. The emphasis on principle 2 is on the word �we� because I want to be clear that everyone in this room, everyone in CMS, everyone on your QIO line of business: we are all part of that �we.� I know that many of you already work very hard in communicating these concepts to your constituents and colleagues, but one key element of our branding plan is going to be developing key messages that we can all use to articulate these concepts to external stakeholders. As far as how we get to the point where we have a clear roadmap for HOW we say the same thing. . . . Implementation of the conceptual is always the biggest challenge. We�re looking to tackle that as best we can through a centralized communications support contractor. More to come in proceeding months.This slide articulates the deliverables�whether tangible or intangible�of what branding will accomplish. I�d call this the objectives or the goals slide. The emphasis on principle 2 is on the word �we� because I want to be clear that everyone in this room, everyone in CMS, everyone on your QIO line of business: we are all part of that �we.� I know that many of you already work very hard in communicating these concepts to your constituents and colleagues, but one key element of our branding plan is going to be developing key messages that we can all use to articulate these concepts to external stakeholders. As far as how we get to the point where we have a clear roadmap for HOW we say the same thing. . . . Implementation of the conceptual is always the biggest challenge. We�re looking to tackle that as best we can through a centralized communications support contractor. More to come in proceeding months.

8. 8 Principle 3: Following through on promises that our messages bring. Technical assistance (TA) with evidence-based interventions and processes proven to improve health care quality in ways that achieve demonstrable, accountable, and sustainable outcomes. Helping providers adapt to new roles in achieving value, not just higher quality across care continuum. Shifting to a patient and family focus�TA to patients and families to forge provider-partner relationships. Principle 3 is where we get to the fact that branding is more than the sum of bullet points, brochures, and fact sheets. Principle 3 is wherer the rubber meets the road�where we show our greatest value to our stakeholders and critics. We�ve worked in prior scopes of work to share stories of our success internally and externally. To be true to principle 3, we�ll need to work not only on success stories that trumpet the greatest elements of our achievement, but that also communicate that we follow through on the promises that our messages bring. This slide is directly taken from Barry Straube�s presentation yesterday�I thought that Barry�s words did a very good job of encapsulating what we see�at least from the CMS perspective�of what our �promises� are to our stakeholders and how we can make good on those promises. One key element of these �promises� is articulated in bullet one: not only is our branding strategy going to need to include the fact that QIOs add value by providing technical assistance, but we�ll also be challenged to show that that TA translates into outcomes that are tangible, accountable, and sustainable. Principle 3 is where we get to the fact that branding is more than the sum of bullet points, brochures, and fact sheets. Principle 3 is wherer the rubber meets the road�where we show our greatest value to our stakeholders and critics. We�ve worked in prior scopes of work to share stories of our success internally and externally. To be true to principle 3, we�ll need to work not only on success stories that trumpet the greatest elements of our achievement, but that also communicate that we follow through on the promises that our messages bring. This slide is directly taken from Barry Straube�s presentation yesterday�I thought that Barry�s words did a very good job of encapsulating what we see�at least from the CMS perspective�of what our �promises� are to our stakeholders and how we can make good on those promises. One key element of these �promises� is articulated in bullet one: not only is our branding strategy going to need to include the fact that QIOs add value by providing technical assistance, but we�ll also be challenged to show that that TA translates into outcomes that are tangible, accountable, and sustainable.

9. 9 Principle 4: Measuring the health of our brand. How is the Program better because of our brand? How are providers/partners better because of our brand? How are beneficiaries better because of our brand? We�re operating under the same accountability framework that the rest of the 9th SOW is operating under�we need to demonstrate to our critics and stakeholders the value that the brand has added value to program operations.We�re operating under the same accountability framework that the rest of the 9th SOW is operating under�we need to demonstrate to our critics and stakeholders the value that the brand has added value to program operations.

10. 10 �Marketing is the application of resources to address opportunities and threats.� -- Scott Bedbury�The Secretary shall, in making the determinations undersection (a), and for the purposes of promoting the effective, efficient, and economical delivery of healthcare services, and of promoting the quality of services of the type for which payment may be made under this title, enter into contracts with utilization and quality control peer review organizations pursuant to part B of title XI of this Act.� � Social Security Act � 1862(g) So now I�d like to shift to talking about some of the opportunities and challenges we face as we look to strengthen the QIO brand. As we talk about opportunities and threats, I�d like to inspire you with 2 quotes that, for me, encapsulate our need to look at the entire landscape of drivers that could affect our brand positively or negatively.So now I�d like to shift to talking about some of the opportunities and challenges we face as we look to strengthen the QIO brand. As we talk about opportunities and threats, I�d like to inspire you with 2 quotes that, for me, encapsulate our need to look at the entire landscape of drivers that could affect our brand positively or negatively.

11. 11 Opportunities for Strengthening Brand Political environment Boost quality and access while lowering cost through implementation of key areas: Health IT Care Coordination Transparency of cost and quality Rights/empowerment of the patient Reducing health disparities Evidence- and data-based interventions (i.e., comparative effectiveness, quality reporting) Of course, the political factors that Barry discussed in his plenary yesterday are our key opportunity. It goes without saying that the time is ripe for health reform. Based on how this administration appears to be framing the health reform issue, QIOs are uniquely positioned to leverage your experience at several levels.Of course, the political factors that Barry discussed in his plenary yesterday are our key opportunity. It goes without saying that the time is ripe for health reform. Based on how this administration appears to be framing the health reform issue, QIOs are uniquely positioned to leverage your experience at several levels.

12. 12 Opportunities for Strengthening Brand Alignment of QIO core values with values of other collaborative elements National Priorities Partnership IHI projects Case Review Re-design New messages to beneficiaries about QIO value 10th SOW planning Now is the time to demonstrate value of the communications program! Also, taking a cue from Barry�s speech yesterday, QIO core values extend beyond some of the things the Obama administration is preparing to tackle. Even before the administration change, we saw imperatives from private-sector partners for addressing health systems change in ways that align with what the QIOs are already doing. In fact, if you look at the National Priorities Partnership website, you�ll see a page for each partner organization, which describes what each of the 28 partners is doing to realize the goals of transformational change. The CMS page on that site is laden with information about what you all are doing under the 9th SOW. Also, as we look to redesign the case review process, we may have an opportunity to revisit how we engage beneficiaries and consumer advocates in the Program. As our program is redesigned, our key messages will surely be redesigned and we�ll have an even sharper hook to engage stakeholders about what we do. Lastly, I�ve placed 10th SOW planning on the list. As I said earlier, branding is a program-wide effort, not just a marketing project. Articulating our core values now will inform how the program looks for the next contract cycle.Also, taking a cue from Barry�s speech yesterday, QIO core values extend beyond some of the things the Obama administration is preparing to tackle. Even before the administration change, we saw imperatives from private-sector partners for addressing health systems change in ways that align with what the QIOs are already doing. In fact, if you look at the National Priorities Partnership website, you�ll see a page for each partner organization, which describes what each of the 28 partners is doing to realize the goals of transformational change. The CMS page on that site is laden with information about what you all are doing under the 9th SOW. Also, as we look to redesign the case review process, we may have an opportunity to revisit how we engage beneficiaries and consumer advocates in the Program. As our program is redesigned, our key messages will surely be redesigned and we�ll have an even sharper hook to engage stakeholders about what we do. Lastly, I�ve placed 10th SOW planning on the list. As I said earlier, branding is a program-wide effort, not just a marketing project. Articulating our core values now will inform how the program looks for the next contract cycle.

13. 13 Challenges in Strengthening Brand Resources!!!!!! Need for sub-brands or brand segmentation within different themes ? brand dilution Balancing operational reality with brand cohesion concepts Disparate needs of QIOs as enterprises One size (or tactic) does not fit all Shifting political landscape Sustainability across contract cycles Brand strengthening will take time and energy Everyone has resource issues. After some historical stops and starts, it�s going to be hard work to get this program off the ground. We have some good ideas about what we want the brand to look like in its strengthened state, but it�s going to take strategy, buy-in, and roll-up-your-sleeves implementation to get it there. Brand dilution is also a concern as we look at all of the different functions of the program today. Presumably, the QIO Program brand could be conceived as a wheel, with spokes from each of our themes or business lines coming together in the middle. Some of those spokes are going to be easier to �click� with stakeholders than others, and in working on creating national identities for our individual projects, it can be tempting to lose ourselves in the trees and forget about the overall forest. Also, it�s going to be a challenge to make sure we�re all on the same page. With the amount of material that comes from each of us to our own constituencies, it�s going to be a Herculean task to align all of those messages and visual identities, as well as map all of our actions back to the core values of our brand. We�ll need to devise some way to keep our fingers on the pulse of brand strength without creating an administrative nightmare. Of course, you know better than I do that what works for your neighbor may or may not work for you. We�ll need to be careful that, as much as we can, we emphasize our similarities without stifling what you need to remain relevant and resonant locally. Lastly, we never know what the future will bring, so the lack of permanent CMS and HHS leadership, coupled with the question mark of future SOWs, present challenges as well.Everyone has resource issues. After some historical stops and starts, it�s going to be hard work to get this program off the ground. We have some good ideas about what we want the brand to look like in its strengthened state, but it�s going to take strategy, buy-in, and roll-up-your-sleeves implementation to get it there. Brand dilution is also a concern as we look at all of the different functions of the program today. Presumably, the QIO Program brand could be conceived as a wheel, with spokes from each of our themes or business lines coming together in the middle. Some of those spokes are going to be easier to �click� with stakeholders than others, and in working on creating national identities for our individual projects, it can be tempting to lose ourselves in the trees and forget about the overall forest. Also, it�s going to be a challenge to make sure we�re all on the same page. With the amount of material that comes from each of us to our own constituencies, it�s going to be a Herculean task to align all of those messages and visual identities, as well as map all of our actions back to the core values of our brand. We�ll need to devise some way to keep our fingers on the pulse of brand strength without creating an administrative nightmare. Of course, you know better than I do that what works for your neighbor may or may not work for you. We�ll need to be careful that, as much as we can, we emphasize our similarities without stifling what you need to remain relevant and resonant locally. Lastly, we never know what the future will bring, so the lack of permanent CMS and HHS leadership, coupled with the question mark of future SOWs, present challenges as well.

14. 14 Target Audiences CMS and individual QIOs Department of Health & Human Services (DHHS) & other federal agencies Office of Management & Budget (OMB) Government Accountability Office (GAO) Office of the Inspector General (OIG) Institute of Medicine (IOM) and relevant healthcare non-profit organizations IHI NQF National Quality Alliances NCQA, Leapfrog, Bridges to Excellence, etc. The next few slides list some of the key audiences we�re looking to reach at a national level.The next few slides list some of the key audiences we�re looking to reach at a national level.

15. 15 Target Audiences Press & Media Capitol Hill Senate Finance Committee Senate Health Education, Labor & Pensions Committee House Ways & Means Committee Various caucuses and other Congressional alliances State & Local governments Regional and local healthcare collaboratives Employers Health plans

16. 16 Target Audiences Ultimately, two of our most important audiences are: Providers (and their advocates) Beneficiaries (and their advocates) These two focused audiences can: Help promote the QIO Program with positive stories Hurt us more than help us with negative stories or bad �customer service�

17. 17 Some Steps towards Communicating Brand Values. . . . National Program Impact Statement CMS working on data-driven key messages to promote �wins� of 8th SOW at national level. Upcoming strategies for sharing interim successes from 9th SOW nationally. State-level impact statements that tell the �story� of the QIO Program and its impact on local health care delivery systems See examples on Communications Clearinghouse at http://qionet.sdps.org/commclhouse. �Lives impacted� formulae for different care settings. Guidelines/templates for development. Now let�s shift to some things we�re doing now to share the QIO message on a national level. We�ve been working for quite some time on a national-level impact statement that describes our successes in the 8th SOW. Even though this is taking us much longer than we had hoped�and that now we�re likely going to need to wait for established leadership to push this message through�we think this is still a relevant message to share nationally. If nothing else, it shows that we are focused on transparency in program operations, and that we have an eye towards demonstrating results�if not attributable outcomes in every situation. We worked with the CommQIOSC in the 8th SOW to devise a strategy and some materials for the national impact statement, and we�re looking to refresh that strategy and present it to the new administration. In the meantime, several of you have forged ahead with state-level impact statements.Now let�s shift to some things we�re doing now to share the QIO message on a national level. We�ve been working for quite some time on a national-level impact statement that describes our successes in the 8th SOW. Even though this is taking us much longer than we had hoped�and that now we�re likely going to need to wait for established leadership to push this message through�we think this is still a relevant message to share nationally. If nothing else, it shows that we are focused on transparency in program operations, and that we have an eye towards demonstrating results�if not attributable outcomes in every situation. We worked with the CommQIOSC in the 8th SOW to devise a strategy and some materials for the national impact statement, and we�re looking to refresh that strategy and present it to the new administration. In the meantime, several of you have forged ahead with state-level impact statements.

18. 18 Some Steps towards Communicating Brand Values. . . Beneficiary Outreach Strategy Culling lessons learned and tactics from local-level work of 8th SOW special project Messaging directly from CMS to beneficiaries, advocates, and stakeholders Turn-key tactics for national use and for local needs First steps towards starting the dialogue publicly about need for case review reform We�re also in talks with CMS� Office of External Affairs about taking the lessons learned from the 8th SOW special project on beneficiary outreach and applying them at the national level. Our goal is to develop a message platform that is delivered by CMS, but that is usable for you at the local level. We envision creating a portfolio of tactics that you can use locally as �turn-key solutions,� that is, without any further effort on your part beyond dissemination. We hope that these tactics will hit the street well before case review reform is a finished product, so the deployment of this strategy may provide us opportunities to re-engage some external folks about where we ought to go with case review.We�re also in talks with CMS� Office of External Affairs about taking the lessons learned from the 8th SOW special project on beneficiary outreach and applying them at the national level. Our goal is to develop a message platform that is delivered by CMS, but that is usable for you at the local level. We envision creating a portfolio of tactics that you can use locally as �turn-key solutions,� that is, without any further effort on your part beyond dissemination. We hope that these tactics will hit the street well before case review reform is a finished product, so the deployment of this strategy may provide us opportunities to re-engage some external folks about where we ought to go with case review.

19. 19 More about Beneficiary Outreach Key Message Summary QIO �complaint� process is unique Value-added proposition for beneficiaries Expectations management about process concerns Potential Tactics . . . Under Negotiation Branding elements from all four special study participants. In talking with the Ombudsman, the SHIP liaisons, and caseworker staffs at CMS�as well as some of your communications staffs locally�we learned that some key messages have been missing from what CMS has said nationally about case review. To date, our key message has been: �We�re the government, and we�re here to help.� The feedback has been that this really isn�t enough. Because of the uniqueness of our role, we need to do a better job of explaining to beneficiaries what a QIO complaint is�and is NOT�as well as what they can expect from the process. Many of you have done that through language on your websites and in some of the publications you�ve issued in past SOWs about beneficiary protection. We haven�t followed that lead nationally, though. We are still in negotiation with OEA about what is feasible this fiscal year for deployment. What I can say is that regardless of our actual tactics and their timing, we are pulling from all 4 of the beneficiary outreach special project deliverables in crafting our national strategy and the portfolio.In talking with the Ombudsman, the SHIP liaisons, and caseworker staffs at CMS�as well as some of your communications staffs locally�we learned that some key messages have been missing from what CMS has said nationally about case review. To date, our key message has been: �We�re the government, and we�re here to help.� The feedback has been that this really isn�t enough. Because of the uniqueness of our role, we need to do a better job of explaining to beneficiaries what a QIO complaint is�and is NOT�as well as what they can expect from the process. Many of you have done that through language on your websites and in some of the publications you�ve issued in past SOWs about beneficiary protection. We haven�t followed that lead nationally, though. We are still in negotiation with OEA about what is feasible this fiscal year for deployment. What I can say is that regardless of our actual tactics and their timing, we are pulling from all 4 of the beneficiary outreach special project deliverables in crafting our national strategy and the portfolio.

20. 20 Beneficiary Outreach Visual ID For instance, we�ve talked with KePRO about the visual identity they used for their special project communications, and we�re working to integrate that into national CMS tactics.For instance, we�ve talked with KePRO about the visual identity they used for their special project communications, and we�re working to integrate that into national CMS tactics.

21. 21 Other Strategy Elements Coming Soon . . . Potential Tactics Web-streamed �mini-mercial� New and improved CMS publications Increased messaging/scripting for 1-800-MEDICARE agents Increased web presence on www.medicare.gov and www.cms.hhs.gov Drop-in articles Stakeholder outreach at national/regional level We�re also working on developing some of the tactics described on this slide.We�re also working on developing some of the tactics described on this slide.

22. 22 Developing & Sustaining Brand We all have a role to play in developing and sustaining the brand. As I often say, though, I�m just a bureaucrat, and the program looks mighty different to me as I peer outside of my cubie wall. All of us at CMS will look to actively hear from you regularly about how things are going locally.We all have a role to play in developing and sustaining the brand. As I often say, though, I�m just a bureaucrat, and the program looks mighty different to me as I peer outside of my cubie wall. All of us at CMS will look to actively hear from you regularly about how things are going locally.

23. 23 Next Steps Beneficiary Outreach: on target for this FY Revisit and refresh National Impact Strategy with new administration Revisit and refresh historical branding work Convene a Program Brand Working Group Initial Brand Audit Recommendations for Next Steps Ongoing Insights & Instincts on Brand Strength Monitoring So we�re doing everything we can at CMS to keep beneficiary oureach and the national impact strategies on track. The goal is this fiscal year for you all to hear back from me about a portfolio of products on beneficiary outreach. The national impact strategy timeline is as soon as humanly possible. Also, our 7th and 8th SOW CommQIOSC worked on branding for some time. They delivered a �brand foundation� to CMS, which I believe you all may have seen a few years ago. I think of it as a �brand audit.� Even though there was no decision to move forward on CMS-led branding at that point, and the findings are a little dated, there�s much to learn from that initial effort. We at CMS know that we can�t do this alone. I invite any QIO staffer who is interested in forming a work group with us on branding to let me know. We have much work to do in taking a current pulse of the brand, determining where we need to go to strengthen it going forward, and how we can keep tabs on its long-term health locally and nationally.So we�re doing everything we can at CMS to keep beneficiary oureach and the national impact strategies on track. The goal is this fiscal year for you all to hear back from me about a portfolio of products on beneficiary outreach. The national impact strategy timeline is as soon as humanly possible. Also, our 7th and 8th SOW CommQIOSC worked on branding for some time. They delivered a �brand foundation� to CMS, which I believe you all may have seen a few years ago. I think of it as a �brand audit.� Even though there was no decision to move forward on CMS-led branding at that point, and the findings are a little dated, there�s much to learn from that initial effort. We at CMS know that we can�t do this alone. I invite any QIO staffer who is interested in forming a work group with us on branding to let me know. We have much work to do in taking a current pulse of the brand, determining where we need to go to strengthen it going forward, and how we can keep tabs on its long-term health locally and nationally.

24. 24 Contact Information Kelly M. Anderson QIO Program Communications GTL Office of Clinical Standards & Quality Centers for Medicare & Medicaid Services 7500 Security Boulevard; S3-02-01 Baltimore, MD 21244 Email: Kelly.Anderson@cms.hhs.gov Phone: (410) 786-5673