2018-05-16_NQIIC_Pre-Proposal_Conf_FINAL_17TO60-508_Slides.pptx

Network of Quality Improvement & Innovation Contractors

Pre-Proposal Conference May 16, 2018 | Baltimore, Maryland 10:00 am – 4:00 pm

Please note that today’s session is being recorded.

Agenda Questions WebEx participants, use chat feature;

In-person, use color cards Q&A Team will be monitoring questions as they are received Q&A Panel RFP Amendment Session is being recorded Housekeeping for In-Person Participants Security Wi-Fi – access information on back of the agenda Restrooms Vending machines Lunch Welcome – Ground Rules & Housekeeping Melissa Dorsey, MHA CMS/CCSQ/QIIG/Division of ESRD, Population & Community Health

Remarks from Leadership Megan Worstell Acting Deputy Director, Center for Clinical Standards & Quality Melissa Starinsky Director, Office of Acquisition & Grants Management

NQIIC IDIQ

Phyllis Lewis Director, Division of Quality Contracts Office of Acquisition & Grants Management Theresa Schultz Director, Acquisition Support Group Office of Acquisition & Grants Management

Current Indefinite Delivery / Indefinite Quantity (IDIQ) Request for Proposal (RFP) is subject to further change The government has not made any final decisions about funding amounts and future task orders Any work or contract actions outlined in the IDIQ and future Task Orders will be “subject to available funds” and in no way represent a government commitment to fund this work Important Key Messages & Caveats

Benefits of an IDIQ

NQIIC

Traci Archibald Director, Division of ESRD, Population & Community Health Jade Perdue Director, Division of Quality Improvement & Innovation Model Testing Robert Flemming Director, Division of Transforming Clinical Practices Friendly Reminder: This session is being recorded.

The Network of Quality Improvement & Innovation Contractors (NQIICs) serve as… Quality improvement experts Facilitators/change agents for healthcare transformation by achieving bold aims at a high value Innovators of quality improvement What is NQIIC?

Network of Quality Improvement & Innovation Contractors Purpose of an IDIQ Contract An efficient and effective tool to procure innovative services and solutions that support an integrated approach to CMS mission needs for quality improvement.

Quality Improvement Networks CMS has currently established large-scale, action-focused networks to spread quality improvement and generate results on a national scale.

NQIICs – Awardees under the NQIIC umbrella with large scale quality improvement expertise Task Orders – Program specific criterion IDIQ & Task Orders

CMS will determine acceptability for award based on offeror past performance regarding:

Reach and recruitment Value and impact Offerors are not required to demonstrate capability across all quality improvement provider types NQIIC Criteria

Seek and gain commitments from patients, providers and stakeholders to achieve aims Provide direct technical assistance Support providers in efficient use of Health Information Technology and interoperability Serve as backbone organizations to form and engage Community Coalitions Convene and support Learning and Action Networks (LANs) Types of NQIIC Services

Services for statutory programs will be competed at the task order level (i.e., after NQIIC IDIQ awards) Contractors must comply with the eligibility requirements for these programs to receive these task order awards Currently, the statutory programs are:

Quality Innovation Network – Quality Improvement Organization (QIN-QIO) End Stage Renal Disease (ESRD) Networks Some task orders for other services will be open to organizations who do not meet the eligibility requirements for statutory programs (e.g., Hospital Improvement, Clinician Focused) Statutory Programs

Less reporting, fewer deliverables, and more improvement work Maximize competition Continue testing promising innovations through the Strategic Innovation Engine (SIE) Advance and scale up promising innovations from innovation projects and other successful initiatives on the front lines Sustain and expand continuous quality improvement based on data from Beneficiary & Family Centered Care (BFCC) functions Reward value Service multiple areas Intended Approach Be flexible on the “how” methods and tight on the “what” outcomes Perform work at National Scale across all key healthcare settings, including: clinical practices, hospitals, nursing homes and communities Work in close partnership with both patients and providers – put patients over paperwork Align with Administration priorities, other federal programs/agencies, and team with private partners Align with and implement CMS Meaningful Measures: fewer, more important measures with a focus on outcomes/results Strong use of self-reported quality improvement (QI) data, with validation, to drive improvement work

The alignment and national spread of quality improvement work will come with a new era of:

Accountability Outcomes-Focused Strategy Good Value Cost per Provider Supported Cost per Outcome Achieved Return on Investment (ROI) With Bold Aims… Comes Great Responsibility

What does that mean for you?

Competitive, thoughtful connections between costs and generating improved outcomes Steadfast commitments to achieve quantitative targets Measured, appropriate comparisons between the level of effort and reach of networks Demonstrated ability to actively mine and utilize available resources (e.g., data systems, infrastructure) to generate immediate returns on the proposed goals Monitor your progress, demonstrate delivery of your commitments, and pace your individual campaigns and results generation and… “Best Value” & the 12th SoW CMS intends to make contract awards to those Offerors who demonstrate a commitment to clear aims at a competitive price, and that illustrate their contribution to outcomes improvement at national scale.

Possible improvement areas that have been generated as a result of CMS goals and priorities include the following:

Workforce Burden Reduction Improve Behavioral Health, including Opioid Abuse Improve Public Health through improved Chronic Disease Management Increase Patient Safety Increase Quality of Care Transitions Long Term Care Potential Areas Ripe for Action

Rural Health Vulnerable Populations Patient & Family Engagement Cross Cutting Aims

Please send questions to:

WebEx attendees, use chat feature In-person attendees, use color note cards Break (Morning)

Procurement Timeline Kelley Williams-Vollmer NQIIC Contract Specialist Office of Acquisition & Grants Management

Multiple-award IDIQ contracts: Full and Open Competition with Small Business Reserve IDIQ is the ordering vehicle for Task Orders Period of Performance Ramp on/Ramp off Maximum Ceiling/Minimum Guarantee Scope of Work Subcontracts/Teaming Joint Ventures NQIIC IDIQ Contract Structure

FAR 16

Fair Opportunity Type of Contracts Single Task Order Award vs. Multiple Task Order Awards Adequate Accounting System 508 Compliance

NQIIC Task Orders

IDIQ Procurement Timeline – Tentative & Subject to Change

Offerors must be registered, prior to award NAICS Code 541618 Responsible for accuracy and completeness of the data

Failure to register in SAM will prohibit CMS from making an award to your organization.

System Award Management (SAM)

Submitted electronically to: NQIIC@cms.hhs.gov Questions submitted by telephone, fax or verbally will not be honored Section J.10 Attachment provides template for questions Any Amendments or Responses will be provided on FBO Solicitation Questions

Contracting Overview – Part 1 of 2 Kim Tatum Contracting Officer Office of Acquisition & Grants Management

NQIIC Task Orders are subject to the terms and conditions under the IDIQ contract Additional terms and conditions may be required and will be identified in the individual orders Not all clauses in the NQIIC IDIQ apply to every Task Order “As it applies” or “If applicable” referenced throughout the solicitation Terms & Conditions

Anyone wishing to perform any programs specified under the NQIIC solicitation MUST bid as a prime IDIQ proposal response should include subcontractors as needed for Sample Task Order Subcontractor consent can occur at either IDIQ or Task Order level; mostly Task Order NQIIC contractors ability to propose as prime contractor as well as a subcontractor (Questions & Answers) NQIIC Prime Contractor & Subcontractor

Section L - Instructions, Conditions & Notices to Offerors

Proposal Submission Technical Proposal includes three volumes (I, IIA & IIB) Volume I, NQIIC Contractor Capability Technical proposal Volume IIA, Sample Task Order Proposal Volume IIB, IDIQ Corporate Capacity and Oversight Volume III, Business Proposal Volume IV, Conflict of Interest

Proposals that merely restate the requirements of the SOW without providing substantive descriptions of the planned work and approach may be considered technically unacceptable.

Instructions, Conditions & Notices to Offerors

NQIIC Proposal Organization

Meet the definition of an “NQIIC” NQIIC Contractor Capability, demonstrated through relevant experience, past performance, and other information of the prime contractor; not subcontractors Acceptable minimum requirements (Reach & Recruitment and Value & Impact) Small businesses may propose subcontractors to meet its NQIIC Contractor Capability Proposals received by Offerors who do not qualify as a NQIIC will not be evaluated in Phase 2 Volume I: Phase 1 - NQIIC

Sample Task Order is for evaluation purposes, will not result in a task order award Propose on this task order as if it is an actual task order award Base your proposal on a one year period of performance This volume should be complete and independent of the other volumes Two factors: Technical Understanding and Approach and Personnel Volume IIA: Phase 2 - Sample Task Order

Sample Task Order Technical Response Shane Illies Associate Regional Administrator

CQISCO

Task Order Purpose Capabilities CMS Expectations - demonstrate value to Medicare beneficiaries and providers Broad Reach Competitive Cost per Provider/Organization Supported Flexibility Data driven approaches Innovation Goal-oriented outcomes Sample Task Order: Purpose & Expectations

Sample Task Order: Value & Impact

Provide a clear and concise presentation of the contract management plan and corporate structure approach Demonstrate approach and ability to manage the entire effort and know when additional resources are needed to meet contract requirements Three evaluation factors: Corporate Experience, Past Performance, and Management & Personnel Plan Past Performance Volume IIB: Phase 2 – Corporate Capacity & Oversight

Propose costs for Sample Task Order 0001 using the business proposal in attachment Firm-Fixed-Price contract type Cost realism and price reasonableness Accounting System NOT REQUIRED for Sample Task Order Proposal Volume III – Business

Small Business Subcontracting Plan/Goals Contract Requirement (required for other than small business offerors) Plan covers the entire Contract Period of Performance Goals Provided in Solicitation Based on Percentage Goals

Section M – Evaluation Factors for Award

Evaluation for Award(s) (1 of 3)

The evaluation of the technical proposals (all volumes) will be performed by a Technical Evaluation Panel (TEP) Order of importance for Technical Evaluation under Phase II:

Primary consideration given to technical non-cost factors (Technical Volumes IIA & IIB are more important than cost) Evaluation factors “Sample Task Order Technical Response” and “IDIQ Corporate Capacity and Oversight” are technically equal All subfactors under IDIQ Corporate Capacity and Oversight are equally important.

Subfactors under the Sample Task Order are in descending order of importance If discussions are necessary, a competitive range will be established in accordance with FAR 15.306 At the conclusion of discussions, each Offeror will be allowed opportunity to submit a Final Proposal Revision (FPR) in accordance with FAR 15.307 Evaluation for Award(s) (2 of 3)

The Business Proposal and Business Ethics, Conflicts of Interest & Compliance Proposals, Volumes III & IV, will not be rated but will be reviewed Business Evaluation Cost of Sample Task Order will be utilized in best value determination for IDIQ contract award Price reasonableness and cost realism will be considered

Evaluation for Award(s) (3 of 3)

The overarching support contract(s) are currently under development. CMS does not anticipate that any support work will be competed under the NQIIC IDIQ Umbrella. At this time, the contract limitations under consideration for the structure of forthcoming support contract(s) indicates that prime NQIIC awardees will not be eligible to be awarded as prime contractor because of conflicts. CMS does anticipate that NQIIC prime contractors may be eligible to serve as subcontractors under the overarching support contract(s) for portions of work where conflicts can potentially be mitigated.

Additional Information

In-person attendees, use color note cards Lunch: 12:00 pm – 1:15 pm

Contracting Overview – Part 2 of 2 Topics to be addressed:

Future Task Order Planning Business Proposals Accounting Systems Organizational & Personal Conflict of Interest

Future Task Order Planning Jonathan Nolan Contract Specialist Office of Acquisition & Grants Management Avery Bishop Contract Specialist Office of Acquisition & Grants Management

Anticipated Task Orders within first 12 months

QIN-QIO

Clinician Focused

HIIN

Pre-proposal conferences will be held at task order level CMS does not preclude the possibility of additional task orders for Special Innovation Projects, and additional quality improvement initiatives as agency needs arise

New NQIIC Task Order Awards

QIN-QIO – Task Order 0001 Solicitation Release: December 2018 Fair Opportunity (All NQIIC IDIQ Contractors) Statutory Requirements:

Contract Type: TBD Objective:

Estimated Award Date: July 2019 New NQIIC Task Order Awards (1 of 2)

Clinician Based – Task Order 0002 Solicitation Release: January 2019 Fair Opportunity (All NQIIC IDIQ Contractors) Contract Type: TBD Objective: Target clinicians for quality improvement; still in development Estimated Award Date: September 2019 New NQIIC Task Order Awards (2 of 2)

Business Proposals Brandon Williams Senior Financial Management Specialist Division of Budget & Contract Management (DBCM) Business Operations Group (BOG) Center for Clinical Standards & Quality (CCSQ)

The RFP attachment provides a number of worksheets including:

Summary Forms (staffing, totals costs, etc.)

Subcontractor/Consultant Form Indirect Costs The forms are designed to illustrate costs based on overall costs for one year period only Forms & Instructions (1 of 2)

Instructions Descriptions of the cost categories, background information, etc.

Business proposals are required to include the appropriate supporting information. The supporting documentation should be detailed and fully explain calculations and basis for estimates, etc. In other words, CMS should be able to back into your estimates when reviewing the entire proposal.

Includes:

Quotes and estimates from vendors;

Historical data;

Specific calculations used to estimate proposed costs and an explanation Forms & Instructions (2 of 2)

Accounting Systems Bridget Rineker Director, Division of Financial Services Audit & Workforce Group Office of Acquisition & Grants Management

FAR 16.301-3: A cost-reimbursement contract may be used only when the contractor’s accounting system is adequate for determining costs applicable to the contract or order.

Applies to cost-reimbursement, fixed-price incentive and non-commercial time and material (T&M) type task orders Does not apply to firm-fixed price type task orders Applies to all business sizes (large and small) Two types:

Pre-Award - Acceptable Post-Award - Adequate

Accounting System Requirements

Pre-Award Accounting System Audit

Post-Award Accounting System Audit

FAR Subpart 9.1, Responsible Prospective Contractors SF 1408: Pre-award Survey of Prospective Contractor Accounting System http://www.dcaa.mil/Content/Documents/sap/17740_ap_na.pdf DCAA Accounting System Audit Program http://www.dcaa.mil/Content/Documents/sap/11070_ap_na.pdf DCAA Information for Contractors Manual http://www.dcaa.mil/Content/Documents/DCAAM_7641.90.pdf Accounting Systems Useful FAR References & Resources

Performed by the Government (or its contractor) Two Types: Pre-award (acceptable) and Post-award (adequate) An Offeror’s accounting system must be determined ACCEPTABLE before contract or task order award A contractor must maintain an ADEQUATE accounting system, as determined by a Government CO, while performing cost-reimbursement contracts

Accounting Systems Key Take Aways

Organizational & Personal Conflict of Interest Greg Gesterling Contractor Compliance Officer Policy, Quality, Data & Systems Office of Acquisition & Grants Management

OCI Introduction Personal Conflict of Interest Types of Conflict of Interest What Is Expected of the Contractor Compliance Program Potential Conflicts OCI Agenda

FAR 2.101 Definition: Organizational conflict of interest means that because of other activities or relationships with other persons, a person is unable or potentially unable to render impartial assistance or advice to the Government, or the person’s objectivity in performing the contract work is or might be otherwise impaired, or a person has an unfair competitive advantage.

The two underlying principals are:

Preventing an unfair competitive advantage pre-award Preventing biased and subjective performance not in the government’s best interests post-award An OCI can exist with respect to existing procurement, or with respect to a future procurement. But all OCIs, current or future, MUST be resolved for the instant requirement pre-award.

What is an Organizational Conflict of Interest (OCI)?

Organizational conflicts of interest at FAR 9.5 has broad application.

FAR 9.5 only mentions “organizations” but the definition in FAR 2.101 talks about “Persons”.

“Persons” is defined broadly to include entities such as corporations and partnerships, as well as natural persons.

Thus, the same terms and principals in FAR 9.5 apply.

As a result, CMS includes personal conflicts as part of the FAR 9.5 conflicts analysis.

This is primarily due to the fact that natural persons run entities and make decisions that could be biased or subjective not in the government’s best interests.

CMS has developed a specific Form for disclosure of personal conflicts. However, this form is NOT filed with the proposal.

What Is a Personal Conflict of Interest?

Unequal Access to Information Think secret information no other offeror has – similar to “insider trading” This is an unfair competitive advantage conflict Biased Ground Rules Think self interest when a contractor helps CMS develop a new program, SOW, etc.

This is an unfair competitive advantage conflict Only CMS can resolve unfair competitive advantage conflicts through exclusion or limitation (e.g., can’t develop and test the same system, tool, etc.)

Three Forms of OCIs (1 of 2)

Impaired Objectivity Think financial, business or other interests influencing decisions Can exist pre-award and/or post-award depending on the facts But, this is a post-award business performance risk Both CMS and the Offeror can resolve:

If pre-award, CMS through exclusion/limitation If post-award, Offeror through mitigation

Three Forms of OCIs (2 of 2)

IDIQ Level FAR 3.10 Code of Business Ethics and Conduct Requires a formal Compliance Program and Compliance Officer Task Order Level Board of Directors

See Section L for full details.

Type of Information We May Look for You to Disclose:

FAR 3.10 Incorporates Seven Elements for Federal Contracts Exceeding $5.5M in value and over 120 Days of Performance.

“Value” is the contract amount as if all options have been exercised Nearly all CMS contracts fall into this category Guidance/Recommendations for Establishing an Effective Compliance Program can be found at:

www.cms.gov/Medicare/Medicare-Contracting/Medicare-Administrative-Contractors/Downloads/compliance.pdf Applies to All Primes and Subcontractors.

All Large Businesses must have a Compliance Program meeting FAR 3.10 with special attention to CMS’ Compliance Program Guidance.

All Small Businesses must have, at the minimum, a Code of Business Ethics and Conduct. For this procurement, CMS highly recommends consideration of the CMS’ Compliance Program Guidance.

Compliance Program

Code of Conduct and Written Compliance Policies and Procedures Compliance Officer and Compliance Committee Employee Training and Education Process to Receive Complaints Including the Ability to Report Anonymously Monitoring and Auditing Enforcement and Discipline Investigation and Prevention of Problems and the Development of Policies to Address Sanctioned Persons Compliance Program Elements

Under the NQIIC IDIQ award, there are certain CMS policy exclusions NQIIC awardees cannot be a BFCC awardee as a prime or subcontractor NQIIC awardees cannot be affiliated with or contract with a healthcare provider (only applies to QIN-QIO task orders based on statute) NQIIC awardees cannot be a subcontractor performing work on both NQIIC and BFCC-QIO contracts NQIIC awardees must consider their financial interests in other entities, including:

1) Percentage of ownership in any other entity

2) Income generated from other sources

3) List of current/known future contracts/arrangements, regardless of size, with any:

Insurance organization or subcontractor of an insurance organization;

Providers or suppliers furnishing healthcare services (which can include universities with health systems) for which payment may be made under the Medicare or Medicaid programs; or Health research entities.

NQIIC awardees may not be, become or affiliate with Medicare Administrative Contractors, Recovery Audit Contractors, Program Integrity Contractors, Qualified Independent Contractors and the like.

NQIIC Potential Conflicts

NQIIC IDIQ contracts and BFCC-QIO IDIQ contracts will likely be awarded within a few months of each other or at the same time Offerors may propose on the both the NQIIC and BFCC-QIO but cannot win both If an offeror wins and accepts a NQIIC award and proposed on the BFCC-QIO, the offeror will be removed from the BFCC-QIO competition(s) and vice versa

Contract Award Limitations

In-person attendees, use color note cards COI Questions

Innovation, Information Technology & Security Roni Garland, MS, PMP, FAC P/PM III QIO Program Manager Information Systems Group

LCDR Fred Butler Jr. MBA MPH Senior Advisor Quality Improvement and Innovation Group

Evolve from Data as a Deliverable to Using QI Data for Learning, Understanding & Action

Level 4.

CMS & National

Level 3. Networks QIIN, HIIN, ESRD, more

Level 1: Patients, Families & Caregivers

Level 2. Providers & Organizations

Using QI Data for Learning, Understanding & Action

Empower patients with ownership and use of their own health, utilization, and cost data to drive improvements & excellence in health.

Support real time communication with providers and patients regardless of care setting or insurer.

Level 2: Providers & Organizations Minimize Provider Burden Expand the Yes, And… Support real time access to performance information

Move From: Data mainly for reporting purposes

Move To: Helping providers to access and use their own data to improve; reporting becomes a secondary benefit

Level 2: Providers & Organizations Influence the mindset for use of data to produce results and outcomes

Optimize healthcare organizations’ use of their own data via EMRs and practice management systems access Rapidly spread the best practices of provider organizations who are effectively using their own data for management and improvement Support sustainable value in organizations’ ability to access their populations’ data in real time for improvement

Level 3: Networks (QIIN, HIIN, ESRD, more) Support network level improvement

Move from many to few Deliverables

Understand and act on variation

Improvement process to identify best practices ready to be spread

Essential elements of the improved data infrastructure strategy

Self reported data is essential for quality improvement We will expand our use of self reported data NQIIC contractors need their own systems to do this Sustainable value in organizations’ ability to access their population data in real time

Develop, manage and implement in new and innovative ways

Monthly data review to plan next cycles of test of change Ability to produce point-in-time data reports on any day of year

Level 4: CMS & National Supports national level improvement Uses non-PII data that is aggregated across the provider organizations participating in each NQIIC

Helps all of us to understand and act on variation

Spreads best practices among Networks of Contractors nationally

CMS plans to continue use and enhance current systems in place

Assignment and use of existing systems like CDC’s National Healthcare Safety Network (NHSN) and the CMS Healthcare Quality Information System (HQIS) to minimize any duplicate reporting;

Work to enhance abilities of contractors to access claims data;

Alignment of 12th SOW metrics with CMS Meaningful Measures; and more

Elements of 12th Evaluation Strategy

Less Burdensome Reporting & Monitoring Processes Focus on Outcome over Process Measures Implement Continuous Quality Improvement Methods that Make Strong Use of Self-reported Data Transparent Use of Data Across Networks to Support Learning Validation of QI Data through Periodic Audits Use of Both Formative and Impact Evaluations

2 Key Types of Evaluation Formative Evaluation

Supports program management Focuses on learning as the work is performed Used for driving outcomes and making necessary course corrections Makes use of monthly data May use real-time polling to assess understanding, intent, more Principally used by providers, contractors, CMS in webinars, meetings with CORs, accountability conversations and more

Independent Impact Evaluation

Assess overall impacts of the work Typically involves longer data lag times (quarterly, annual) Uses formative evaluation data, as well as other data sources Accountable to external stakeholders Includes providers, contractors, CMS, Office of Actuary, HHS, Office of Management & Budget

Healthcare Quality Information System (HCQIS)

HCQIS is the CCSQ infrastructure supporting all quality systems within CMS.

Services

Capability for collection and management of clinical, survey, and project data from Medicare and Medicaid providers.

Management and analysis of the clinical, survey, and project data by the NQIICs Management and distribution of CMS information to Medicare and Medicaid providers:

Hospitals Physicians Family practice, dialysis, and various specialized clinics Skilled Nursing Facilities Home Health Agencies

What is HCQIS?

Contractor Furnished Equipment (CFE) Government Furnished Equipment (GFE) – On exception basis Personally-Owned equipment is strictly prohibited from connecting to the HCQIC environments

CMS to provide secure access to NQIIC contractors to support the needs of each task order.

Virtual Desktop Interface (VDI)- Preferred Virtual Private Network (VPN)

HCQIS User ID Required for Access Users are expected to abide by the HCQIS CFE Guidelines and Requirements, which will be published on http://qionet.sdps.org HCQIS Access for NQIIC

Security Point-of-Contact (SPOC) oversees compliance Security Awareness Training (SAT) must be completed prior to obtaining HCQIS access, and on an annual basis Comply with all HHS and CMS Rules of Behavior (RoB) Security compliance documents (includes, but not limited to) System Security Plan (SSP) Risk Assessment Report Comply with security controls and corrective actions Check at least every 30 calendar days for security updates CMS security website www.cms.gov/Research-Statistics-Data-and-Systems/CMS-Information-Technology/InformationSecurity/Information-Security-Library.html QIO security information can be accessed at https://qionet.sdps.org/ NQIIC’s IT Security Responsibilities

CMS Contractors and subcontractors shall comply with all Federal, HHS and CMS security policies (including, but not limited to)

Federal Information Security Management Act of 2002 (FISMA) National Institute of Standards and Technology (NIST) standards and guidelines Health Insurance Portability and Accountability Act of 1996 (HIPAA) CMS Information Systems Security and Privacy Policy (IS2P2) ** CMS Acceptable Risk Safeguards (ARS) ** CMS Risk Management Handbook (RMH), Security Standards and Procedures**

** www.cms.gov/Research-Statistics-Data-and-Systems/CMS-Information-Technology/InformationSecurity/Information-Security-Library.html

Adherence to CMS Security Policies

In-person attendees, use color note cards Break (Afternoon)

Q&A Panel

Cadre of CMS Program Leadership

To address some questions submitted to the mailbox

Close Out & Adjourn

Current Indefinite Delivery / Indefinite Quantity (IDIQ) Request for Proposal (RFP) is subject to further change The government has not made any final decisions about funding amounts and future task orders Any work or contract actions outlined in the IDIQ and future Task Orders will be “subject to available funds” and in no way represent a government commitment to fund this work Closing: Important Key Messages & Caveats

Remarks from QIIG Leadership Dennis Wagner, MPA Director Quality Improvement & Innovation Group Jeneen Iwugo Deputy Director Quality Improvement & Innovation Group Paul McGann, M.D.

Chief Medical Officer for Quality Improvement Quality Improvement & Innovation Group

Thank You!

Please send questions to: NQIIC@cms.hhs.gov

Any new information about this solicitation will be available on FBO.gov.

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