Policy & Practice | Fall 2024

people focused on organizational change management, we did not have the bandwidth to scale training and change programs to the full MMISR program. KPMG has helped our team support the human side of the MMISR transformation—implementing change, communications, and training programs that are helping our teams adapt to new processes and technologies. helped enrich our future state design process, helping ensure that the enter prise architecture reflects the needs of all stakeholders and aligns with long-term goals. CMS Certifications Planning: We have worked with KPMG to update our certification planning and preparation process based on CMS Streamlined Modular Certification/ Outcomes-Based Certification (SMC/ OBC) requirements. TAS has enabled us to drive a holistic, people-centric, and technology-enabled approach that considers the transfor mation’s impacts to all aspects of the organization. This is especially indis pensable when building shared services that other departments can leverage. The MMISR program strategically incorporates shared services that other New Mexico Health and Human Services departments will be able to utilize, enhancing our collective efficiency and impact. By building integrations and enterprise functions, we are not only streamlining our own processes but also fostering cross departmental collaboration so that all New Mexicans receive more cohesive and comprehensive care. Constructing Connections at Partner Palooza In April 2024, NM HCA hosted an event, the "Partner Palooza," uniting MMISR vendors and project stake holders for a three-day, in-person forum that included great New Mexican cuisine and mariachi music. The event was thoughtfully designed to foster holistic collaboration, encour aging vendors to work together in a series of workshops. A highlight was the workshop dedi cated to project schedule integration, Augmenting the Enterprise Architecture Team: KPMG has

Figure 3: HHS 2020 Neighborhood

where each MMISR partner arrived equipped with their individual project timelines. Together, they embarked on a collaborative journey to weave these separate schedules into a single, cohesive plan. The result was a more realistic and achievable collective project schedule. New Mexico Health and Human Services executive leadership attendance at the Partner Palooza underscored the commitment to our objective. Leaders from five of the six agencies that make up the broader New Mexico HHS 2020 ecosystem attended. Their presence and collabo ration with partners reinforced that we all function not in parallel but as a unified team. Both our successes and our failures are shared.

Across the event, the synergy was palpable as we discovered common ground and forged stronger bonds. Particularly in the age of hybrid and remote work, the immersive dialogue, shared understanding, and collec tive effort at Partner Palooza led to a stronger sense of shared owner ship, as well as more effective and realistic progress toward our goals post-Palooza. Design with Purpose At the Partner Palooza, we also reexamined stakeholders’ needs, concerns, and goals through three distinct personas: a health care provider, a Medicaid member, and a Medicaid employee. The exercise allowed us to delve deeply into the

Every decision, every innovation, and every strategic pivot needs to be made with the welfare of the constituents in mind. It has inspired us to lead not just with ambition, but with a greater sense of empathy, foresight, and a commitment to thoughtful strategy.

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Policy & Practice Fall 2024