Part 4 - Iowa Medicaid Enterprise

RFP MED-12-001 | Technical ProposalIowa Medicaid Enterprise System Service Procurement | MMIS and Core MMIS Operations• Monitoring of workload and timeliness through the MME program which clearly communicatesperformance and quality expectations to all staff, and measures the expectations at the individual andteam levels• Ongoing training and feedback methods for staff• Internal process reviews that continually assess business function workflows and processes foradherence, and to develop opportunities for process improvements• Internal operational audits that independently review all business processes and record problemsor deficiencies• Automation to perform QA sampling using the OnBase workflow management system to provideonline checklists for work processes, and the eCAMS rules engine to automate sampling of workbased on imaged documents• Use of a robust performance measurement tool that automatically collects and reports on the variousstandards we are required to meet as the Core contractor7.3.1.3 Staff ManagementTeam Noridian has programs, policies, and practices in place to hire, manage, retain, and motivate allemployees. Team Noridian's standardized human resources policies and procedures conform to industrybest practices and cover the activities of recruitment, credential verification, placement, training, benefitsmanagement, and staff retention programs. As a federal and state contractor, we are built to operate in ahighly-regulated environment. Our policies and procedures provide for compliance with all federal, state,and local employment laws in locations where we have operations. We encourage an environment whereevery employee can pursue and be recognized for outstanding individual and team performance, withdiverse opportunities for personal growth. Team Noridian offers employees a dynamic, fast-growing,team-based environment where a can-do spirit is valued and rewarded.Team Noridian's staffing plan and infrastructure provides for effective staff management and monitoring.We organize our operations structures based on clear lines of communication and well-defined authority,roles, and responsibilities. The organization structure we have developed for the Core MMIS operationsbusiness function is based on those same principals. Operational accountability is clearly defined at themanager level. It is at this level that day-to-day operational processes, procedures, and monitoringactivities of frontline staff is performed. The establishment of an independent Quality Control andMonitoring unit provides an additional, objective performance monitoring mechanism.The entire organizational structure enables varying levels of performance reporting and monitoring to ensurethe most relevant and appropriate data can be discerned at the appropriate level of responsibility. We haveformal processes to provide objective quality, time, and performance metrics, and informal processes inplace to monitor and report on staff performance and provide the necessary feedback or CAPs. Managers,supervisors, leads, and QA staff are expected to seek staff feedback and input for process and projectimprovements. Noridian's account manager will continue as the single point of contact to the Departmentregarding all Core MMIS operations. He will serve as the head of the PMO during operations and as thedirect liaison and coordinator with the start-up and implementation phase PMO.Managers enforce quality through their regular staff monitoring and oversight activities. As part of that,we use a performance program called Measure, Monitor, and Enforce (MME) to review, evaluate, andreport on employee work performance. The MME process measures and monitors four elements:production, quality, time and attendance, and values and behaviors. Employee production and qualityexpectations are determined and communicated to employees and then measured and monitored throughobjective and subjective means to evaluate performance. Since we consider regular attendance as vital,each employee's time and attendance is included in the measuring process. Values and behaviors, the finalelement, look at each employee's behavior as demonstrated in the workplace. The MME process is anassessment vehicle for recognizing and reinforcing strong employee performance. It identifies weakemployee performance levels at an early stage and provides the opportunity to immediately correct and7 | 20