Questions and Answers to RFP bc for Call Center consulting

Transcription

1 Questions and Answers to RFP bc for Call Center consulting It is mentioned in Section XI; Tier 1 of the proposal that the vendor will not be able to modify staffing once the proposal is submitted without prior approval of the University. What is that process and how will the University approve these changes and ensure it meets its timelines in order for Navigant to hold staff. There is a multi-level review process at the division and COO level. It can be expedited with appropriate justification. Does UCDHS have any preconceived timeframe for the completion of the Analysis and Planning phase? Approximately 3 months. Will the vendor of choice have to utilize any UCDHS existing process templates such as Process Improvement Templates, Six Sigma/DMAIC, etc. in the setting up of the best practice design? It isn t required, however, UCD utilizes the Six Sigma/DMAIC process and it might be helpful to stay consistent. The RFP mentions that UCDHS will pull from other EPIC customers in relationship to established Call Centers to leverage best practices and development. Has UCDHS selected those providers? If so, can this be shared? We ve reached out to Stanford, University of Washington and University of Utah. Is it UCDHS vision that the Call Center will be physically centralized or virtually centralized? Are you looking for one center or considering regional centers? Is there a separate vision for governance? Ideally it would be physically centralized in one location. Technology and System Set-up UCDHS outlines that EPIC s ehr system is used. Are any of the following EPIC modules also being used: a. Cadence (Scheduler) b. Prelude (Registration) c. Resolute (Hospital Billing and Professional Billing) d. OpTime (Surgical Management) e. Tapestry (Managed Care) Yes to all If yes to question #6, are all entities on the same instance of EPIC or are different entities within the organization on different instances? Yes If no to question #6, is it UCDHS vision to become a more EPIC driven organization with the implementation of EPIC tools or are non-epic technologies being considered? Will there be any existing technology that UCDHS will not consider changing as part of the assessment and planning design? Epic, ClienTell What telephony systems are currently utilized by the areas outlined in the scope of work? GNAV ACD, Cisco, Northern Data Comm Organization and Process How many distinct departments will be included in the work effort? How many locations will be included in the work effort? Does UCDHS have any current process flows, policy and procedures, department metrics that they would like the vendors to build from during this work effort? Yes, see current metrics attached. Does UCDHS have any perceived vision for the consolidation of the staffing model? No, looking for guidance in this area. Will the vendor be held to any budget neutrality when developing the staffing model for the organization? No. Regarding the staff augmentation will the vendor have the ability to utilize a third party vendor in the event that UCDHS requires more staff than readily available at the time of request? No. a. If yes, does the vendor have to make sure that those third parties are outlined within the original response? b. If no, is it UCDHS expectation that those vendors are vetted prior to approval of the staff augmentation work efforts? Yes. 17. Will UCDHS provide current appointment volumes per geographical area? See attached.

2 18. Will UCDHS provide data to substantiate expected growth in specific geographical areas over the next 1 5 years? No. Is UCDHS currently providing the nurse triage service in a centralized or decentralized process? Decentralized. Will UCDHS provide any telephony statistics for call volumes for the in-scope locations? See attached. Please define the scope from a physician practice perspective. Are all specialties intended to be included? How many clinical FTEs? Inpatient and outpatient? Please provide a department listing with FTEs if possible. We are not able to provide clinical FTE by department at this time; however, we have attached call volume statistics for your review. This engagement is for outpatient services The Cost Proposal section of the RFP requests that the pricing should be inclusive of all UCD Health System s employees. Could you clarify what your expectations are for RFP respondents to estimate UCD Health System employee expenditures? We can share staff expense information if needed. Could you clarify what you are looking for in the Tier 2 Deliverable section with respect to the Total Cost of Ownership and Pricing Model? Can we assume that this section is asking us to outline our approach and experience with determining the investment and operational costs associated with a centralized services center? Yes. Situational Questions: Does UCD Health System already have a single telephony system in place or a system selected for implementation? No, there are multiple systems in place. We are aware that a process to improve patient referral access to specialty clinics was launched in What were the outcomes of that work? Has specialty scheduling been streamlined and standardized to any extent already? Baseline referral guidelines have been established and specialty scheduling has been streamlined in the majority of our specialty clinics. From an organizational structure perspective, where will the centralized service center report? Clinical Operations. Have there been discussions with physician leadership about the concept of the service center to date? Yes. Have physician champions/leaders already been identified? No. Do you expect that the departments will be able to opt in to the service center or will their participation be mandatory? Mandatory with justified exceptions. Process and Timing Questions: Do you plan to invite potential consultants to perform an in-person oral presentation? Yes. What is your expectation for timelines for the assessment and planning work to be completed? 3 months. Does the Epic build currently include the configuration of the referral engine to include prior authorization and insurance clearance rules? Yes. Which parts of the UC Davis Health System are within the scope of this project? Is the Hospital Transfer Center in scope? Does scope include both Primary and Specialty Care services? Are any Ancillary services, such as Radiology, in scope? Ambulatory Care is in scope for both Primary and Specialty care. Ancillaries are not in scope at this time. Has the decision already been made to move forward with the Centralized Service Center across all in scope services? Yes. Will use of the Centralized Service Center be mandatory or optional for in scope services? Mandatory with few justified exceptions. Have Executive Sponsors for this initiative been identified? Yes. Is there a leadership group already comprised to review recommendations and guide decision-making for this initiative? If yes, please identify members/roles of each group. Dr. Dave Wisner, Executive Director Practice Management Board (PMB); Mike Condrin, Director of

3 Clinical Operations; Kathy Lelivier, COO of PMB; Megan Moncada, Asst. Director, Clinical Operations; BJ Lagunday, Asst. Director, Clinical Operations; Chris Jackson, Asst. Director, Clinical Operations. Will there be any UCD Health System staff assigned to the engagement? Please describe the role(s) and time commitment(s). Not yet determined. Please confirm the project scope for this RFP; should the RFP response include the Project Approach for the Analysis and Planning phases only? Or should a Project Approach for the potential Development/Implementation phase also be described? Analysis and Planning phases only. Under Overview/ Project Goals (p. 3), the RFP states: The Planning phase will focus on developing workflows, staffing & management structures, and the development of an implementation schedule. Workflows are not mentioned in the Deliverables section (p. 11). Can you clarify the level of detail requested as part of the Planning Phase? Workflows will be a project deliverable, however, not expected in response to the RFP. Under Primary Objectives (p. 4) you indicate Provide guidance on the organizational structure and facility design for the centralized service center. Regarding facility design, are you requesting general facility requirements (e.g., square footage and characteristics of space)? Yes. Under Primary Objectives (p.4), please clarify what is meant by the statement, Analyze impacts of service center operational decisions. As decisions are made, provide input on the relative effects of those decisions to the overall plan. Under Program Planning Consulting Services/ Deliverables #2 Assessment and Gap Analysis (p. 10), is the expectation that the consulting team will assess UCDHS current performance (e.g., patient scheduling; registration; referral management; financial counseling; etc.) against what is required for a centralized service center? Yes. If other, please describe subject of the assessment and gap analysis. Under Program Planning Consulting Services/Deliverables #3 (p.11), you request a Staffing Plan for a team capable of completing the planning and analysis phase. Please confirm whether this is requesting a staffing plan for the Consulting team that would conduct the Analysis and planning phase of the engagement? Correct Under Program Planning Consulting Services/ Deliverables #5 (p.11), please clarify what is meant by Support and Maintenance Model. (E.g., is this specific to technology or broader?) Technology and Staffing support of growth. Under Program Planning Consulting Services/ Project Team Staff Augmentation (p. 11), please clarify that the staff augmentation is related to the implementation phase. Yes. If so, will it be possible to answer this question after the Analysis and Planning phase when there will be an understanding of current versus required in-house capabilities and UCD Health Systems ability to successfully recruit into required positions? Yes. Under Program Planning Consulting Services/ Cost Proposal (p. 12), please confirm whether the cost proposal is for just the Analysis and Planning phase work. Yes. Under Program Planning Consulting Services/ Cost Proposal (p. 12), please clarify Pricing should be inclusive of all UCD Health System s employees. If the engagement requires UCD staff to support the project, these costs will be factored into the overall cost. Is the data readily available on resources and associated call/contact work performed across various locations? Yes, see attached. Please clarify how you are defining Total Cost of Ownership and Pricing Model. Additionally, please help us understand how the Total Cost of Ownership and Pricing Model (which is an expected engagement deliverable) will be used for evaluation of responses. The relevant references form RFP is outlined below: On page 11, RFP talks about the Total Cost of Ownership and Pricing Model as a deliverable and require sample(s) On page 5, it is also listed as an evaluation criteria We are expecting in your response the total expense to UC Davis for the Analysis and Planning phases. Should the proposal focus on the analysis and planning phases for the Centralized Service Center Development and include high level content for a longer term implementation, but the pricing for the request for proposal only reflect the cost of the analysis and planning efforts? Yes.

4 Given the unknown award status for this RFP until closure, is it acceptable to provide information related to the team of personnel working on the RFP and representative information for the personnel who may support this effort? Dr. Dave Wisner, Executive Director Practice Management Board (PMB); Mike Condrin, Director of Clinical Operations; Kathy Lelivier, COO of PMB; Megan Moncada, Asst. Director, Clinical Operations; BJ Lagunday, Asst. Director, Clinical Operations; Chris Jackson, Asst. Director, Clinical Operations. Should the desired gap analysis focus on operational and technical processes within the following areas: Patient Call Center, Appointment Scheduling, Eligibility Verification, Patient Registration, Referral Intake, Referral Management & Processing, Authorization Coordination, Clinical Triage, and Financial Counseling? Yes. Centralized Service Center Scope Confirmation How many clinical departments/divisions are within UCDHS and what are the associated volumes by location? See attached volume data. Will the scope of the Centralized Service Center include all listed UCDHS locations (School of Medicine, the UC Davis Medical Center, the UC Davis Medical Group, the UC Davis Children s Hospital, the UC Davis M.I.N.D. Institute, and specific centers such as the UC Davis Cancer Center)? No. Outpatient primary and specialty care only. Are there any facilities or services that UCDHS wants to keep out of scope for the Centralized Service Center? No. Are there plans to expand services/divisions within the next 5 years? If yes, do the plans include additional services and/or acquiring additional locations? What is the projected increase in volume? Expansion is likely, but definitive plans have not been developed to date. Are pre-service collections and other patient liability activities expected to be in the scope of the Centralized Service Center? No. Current Tools and Technology What type of telephony systems are currently utilized in clinical departments/divisions? What (if any) Automatic Call Distribution system is used? GNAV ACD, Cisco and Northern Data Communications. Is electronic fax technology utilized in any clinical departments/divisions? Limited use... Are Epic Referral Work Queues currently enabled and utilized? Yes. Does UCDHS utilize Epic s shared electronic record capabilities such as EpicCare Link or Community Connect? Yes. Organizational Readiness Which functions are currently centralized today? Nothing is comprehensively centralized. What type of communication has been made within the organization regarding the Centralized Service Center Development? Initial discussions of plans to explore the concept have occurred with department leadership. What type of communication has been made with the UC Davis Medical Group regarding the Centralized Service Center Development? Initial discussions of plans to explore the concept have occurred with the Board. Can you provide current organizational charts for the areas to be included in the Centralized Service Center? Not at this time due to the volume, however, the attached data includes all of the areas. Does the scope of this RFP include internal operations and the UC Davis support community or only one of these groups? Internal operations. What is the expected time frame for the implementation of the shared service center? months. What key problems and challenges does this approach solve or address for UCDavis Health System? Increased efficiency, consistency of service and span of control. Improved patient experience. What resources and roles will be assigned to the project from UCDHS? Not determined.

5 For all of the services that are in scope for the centralized shared service. a. What is the current headcount per function or service? See attached volume data. b. What groups do the current resources performing sit under and do you have current organizational chart? All areas within scope fall under Clinical Operations. c. Where will the future shared service organization roll up in the organizational chart? Clinical Operations. d. Are all of the current support services performed with internal resources or are there any external partners/solutions engaged at this time? Internal resources. e. Are the current resources performing these services dedicated full-time to performing these services or are they shared split with other duties and responsibilities? We have both models depending on the specific area. What do they currently have in place to support Epic related calls, patient calls, appointment scheduling, eligibility verification, patient registration, external referral intake, referral management and processing, authorization coordination, nurse triage and financial counseling? Epic tools. How many UCDHS staff is currently supporting the Epic related phone calls/tier 1 support? See attached data. What is the current total cost (OpEx and CapEx) for all Epic related calls/tier 1 support? Info not currently available. Are all services currently provided through discrete contact centers? If no, which services are currently performed in a shared model? No. Portions of primary care scheduling and referral management are shared. Call volumes and metrics What kind of access will our team have to UCDHS s current call volume data and call type data? Full access to all data systems. Can you share historical data for call volumes, types and metrics that are currently tracked and in place for the scope of these services? See attached. Do you have a forecast for the future call volumes and types anticipated in 2016? No. Software and tools What software is used by team supporting help desk calls? GNAV ACD What dedicated staff is there supporting UCDHS physician outreach software? N/A What tools exist for call recording and management? None. What tools and platforms are currently in place to capture the tasks and data related to these services, (IVR, Call Capture, Epic IS, Incident management tools, scheduling systems, etc.)? Epic and GNAV reporting only. Pricing requirements Do the UCDHS resources represent the roles that should be considered within the Staff Augmentation pricing? No. Should the Staff Augmentation pricing include all roles the Vendor is proposing for this engagement? Yes. Should pricing for Analysis/Planning and Development be provided separately? Or should it all be included in the "Centralized Service Center Program Planning" line item? Separate. Will UCDHS consider an arrangement with travel billed back as incurred? Yes. Will there be a vendor conference/walkthrough of UCDHS facilities? Potentially.

6

7

8 ACD PERFORMANCE REPORT Ambulatory Clinic Operations Hospital Clinics Answered Calls Jul 2015 Abandoned Calls Call Activity Data % Calls Answered Without Announce % Answered w/in 2 min Average Speed to Answer Call (mm:ss) Average Call Duration (mm:ss) Calls Answered > 120 sec Calls Answered/ No Announce # of Abandoned Calls Waiting < =1 min Clinic/Dept ACD Split Incoming ACD Calls I/C Calls Answered # I/C Calls Abandoned Call Abandon Rate Adjusted Call Abandon Rate 1 Avg Abandon (mm:ss) Cancer Center Main 8,411 6,988 45% 67% 2:06 2:38 1,423 17% 14% 3:55 2,296 3, Radiation Oncology Appts 1,191 1,012 72% 88% 0:54 1: % 15% 2: Cardiology Appts 3,228 3,070 71% 88% 0:42 2: % 5% 1: ,173 0 Dermatology Appts 2,826 2,318 32% 63% 2:28 2: % 11% 4: Family Practice Appts 7,443 7,007 72% 88% 0:46 3: % 6% 2: ,076 3 Internal Medicine Appts 10,785 8,411 25% 48% 3:31 4:01 2,374 22% 21% 5:47 4,364 2, Ob/Gyn ACC Appts 4,404 4,164 78% 90% 0:42 2: % 5% 2: ,236 5 Ob/Gyn UWC Appts % 88% 0:57 3: % -82% 3: Ophthalmology Appts 4,167 3,572 37% 60% 2:42 3: % 9% 4:56 1,435 1, Orthopaedics Appts 5,330 4,914 57% 83% 1:06 2: % 7% 1: , Spine Clinic Appts 2,977 2,871 76% 97% 0:27 2: % 2% 0: , Otolaryngology Appts 4,057 3,505 49% 71% 1:36 3: % 12% 4:06 1,031 1, Dental % 87% 0:45 2: % 13% 1: Speech % 68% 1:55 3: % 13% 4: Pain Mgmt Appts 2,087 1,994 71% 93% 0:39 2: % 3% 1: , Pediatrics Appts, Gen 3,283 3,020 74% 87% 0:59 2: % 5% 3: , PM&R Appts 1,801 1,609 57% 80% 1:15 2: % 8% 1: Psych Appts 1,253 1,128 62% 88% 0:48 2: % 7% 1: Reschedule 1, % 89% 0:48 3: % -2% 1: Surgery Appts 2,335 2,162 62% 86% 1:01 1: % 4% 2: , Transplant Appts 1,468 1,433 92% 98% 0:17 2: % 2% 1: ,312 0 MIND Institute Appts % 97% 0:18 2: % -18% 1: Neurology Appts, Gen 5,020 4,512 47% 62% 1:39 2: % 9% 3:03 1,722 2, Neurosurgery Appts, Gen 1,223 1,170 75% 96% 0:29 2: % -2% 1: Faculty Plastic Appts % 81% 1:16 3: % 16% 1: Urology Appts 3,004 2,701 52% 76% 1:28 2: % 7% 2: , Vascular Appts 1,213 1,144 73% 94% 0:34 2: % -12% 1: HBC Lines Average 81,116 71,895 56% 76% 1:11 2:43 9,221 9% 2:30 16,946 40,540 2,099 Clinic days = 22 50% of calls will be answered directly Average speed to answer a call will be 1 minute or less Less than 5% of calls should be abandoned after being in queue for 1 minute or more 1 Adjusted Abandon Rate is calculated using only calls that were on hold for at least one minute before the caller hung up. Prepared by Jennifer Tabuso, Clinical Operations, /2/2015

9

10

11

12

13

14

15

16

17

18

19

20

21

22

23