1. Danielle Scheurer, MD, MSCR Chief Quality Officer

2. Background Most physician boards require QI as part of MOC, but do not know how to meaningfully evaluate those QI efforts. ABMS member boards are interested in collaborating with organizations that support physicians in QI, to allow organizations to submit MOC credit on behalf of physicians that meaningfully engage in QI efforts locally. 2

3. Organizational Requirements for MUSC to participate Infrastructure for governing, evaluating, and managing quality improvement efforts for the organization, network or area. History of, and commitment to, structured QI efforts with physicians Availability of educational opportunities on QI methods for physicians 3

4. Participating Boards (ABAI) AB Allergy / Immunology(ABN) AB Neurology (ABA) AB Anesthesiology (ABD) AB Dermatology(ABP) AB Pathology (ABEM) AB Emergency Medicine(ABPN) AB Psychiatry (ABFM) AB Family Medicine(ABP) AB Pediatrics (ABIM) AB Internal Medicine(ABPM) AB Preventive Medicine (ABMG) AB Medical Genetics (ABOG) AB Ob/Gyn(ABPMR) AB Physical Medicine/Rehabilitation (ABO) AB of Ophthalmology(ABR) AB Radiology (ABOS) AB Orthopedic Surgery(ABS) AB Surgery (ABOT) AB Otolaryngology(ABTS) AB Thoracic Surgery

5. Approved QI Efforts by Board Total projects submitted: 38 AB Internal Medicine: 13 AB Pediatrics: 18 AB Psychiatry and Neurology: 1 Initial/Renewal MOC Application: 6 5 (03/2013-present)

6. MOC Physician Credits Total physicians that received credit: 49 MUSC Physicians: 39 VA Hospital: 1 McLeod Health:1 Greenville Health System: 4 Richland Memorial Hospital: 4 6 (03/2013-present)

7. Best Practices Guiding physicians through the process: templates, “Sherpa-ing” Collaboration with different organizational stakeholders/stakeholder entities Bringing together different organizational stakeholders/entities (PI, CME/CPD, quality, EBP, and clinical departments) Awareness of organizational ‘culture’ Using the Portfolio Program as an opportunity to support specialties without an existing formal QI structure Use of different ‘valid’ QI/PI methodologies (Improve, Lean, for example) Combining educational strategies (Academic Detailing, mentoring) with QI/PI methodologies “Ground-up” QI education for physicians (learn by doing) 7

8. Challenges Leadership development (in QI/process improvement skills) Diplomate resistance to MOC Physician competing demands – Procrastination/last minute requests for MOC credit Variability in rigor among board requirements (physicians might take the easiest path for MOC credit instead of Portfolio Projects which can be more rigorous than some boards’ minimum requirements) Helping focus projects (SMART goals, limited number of goals) Convening stakeholders (schedules/calendars) Defining meaningful participation (most do this using the reflections on the attestation process) 8

9. Opportunities Sharing and spreading MSPP practices to physicians, within an organization, and ABMS member boards Sharing and learning across sites - Successes and challenges Evaluation of MSPP – what works and what doesn’t – to continuously improve the initiative 9

10. Questions? Website: https://mcintranet.musc.edu/meddirect or/IMPROVE/PI_credit_for_MOC.htm https://mcintranet.musc.edu/meddirect or/IMPROVE/PI_credit_for_MOC.htm 10