RFP # H REPOST

Transcription

1 ADDENDUM NO. 2 May 6, 2016 CCHHS System seeks a consultant to conduct a scalable System Wide Job Classification and Compensation Study. RFP # H REPOST 1. General This addendum revises RFP documents. This addendum is issued to respondents of record prior to execution of contract, and forms a part of contract documents and modifies previously issued documents. Insofar as previously issued contract documents are inconsistent with modifications indicated by this addendum, modifications indicated by this addendum shall govern. Where any part of the contract documents are modified by this addendum, all unaltered provisions shall remain in effect. 2. Addendum Acknowledgement Form Acknowledge receipt of this addendum in the space provided on the Addendum Acknowledgement Form. Proposers must include the signed form with their response. Failure to do so will subject Proposers to disqualification. 3. Changes and Clarifications a. Responses to Vendor Questions are provided below. 4. Attachments a. Please see the attached Org Chart. NEXT PAGE Page 1 of 6

2 ID QUESTIONS CCHHS RESPONSE Can you please provide the 2015 CCHHS organization chart referenced as Please see the attached Org Chart. 1 Appendix II? Has Cook County Health and Hospital Services (CCHHS) performed similar Fair Labor Standards Act (FLSA) assessments in the past? If so, how long ago? Was this conducted internally or with outside assistance? Will you provide a copy of the previously completed FSLA if one was completed? an internal review was completed in 2015 for all titles. Copies of results will be provided to the successful vendor for review / validation. 2 Is it CCHHS' intent to include all job titles in both the FLSA assessment and All non- union and select union positions. 3 classification study? Are CCHHS' current FLSA classification/processes clearly/formally No, however CCHHS should follow Federal & 4 documented? State Guidelines. Has CCHHS experienced any legal action/employee actions regarding worker No 5 classification issues? How many employees are covered under a Collective Bargaining Agreement Approx. 88% of CCHHS 6265 Employees are 6 (CBA)? union members. 7 How many CBAs does CCHHS have with the union(s)? 12 different Unions 23 local agreements. Does the Scope of Services include other FLSA pay practices (i.e., OT, 8 payroll processing, paychecks, bonus inclusion in regular pay rates, etc.) Does CCHHS have up-to-date job descriptions and updated, detailed organization charts? Does CCHHS have particular job titles about which it is more concerned than others? Given confidentiality agreements with Ernst & Young LLP clients, we would like to defer providing letters of recommendation upon selection as a finalist. Is this acceptable? 12 Does CCHHS currently have a performance appraisal system? In Most cases job descriptions, are outdated. Please include cost to review all. An Org Chart is attached. All titles No automated system, however written performance evaluations are generally completed on an annual basis for clinical staff. 13 If the answer to question 12. is yes, is a talent review part of this? If the answer to question 12. is yes, how frequently does CCHHS complete Annually for clinical staff. 14 performance appraisals? 15 Does CCHHS do a forced ranking? No 16 What percentage, if any, of compensation is tied to the performance appraisal? None Unionized employees receive annual step increases per their respective CBA s etc. Would like to explore performance based appraisals for non-union staff members currently COLA adjustments are approved by the County Board. 17 Does CCHHS tie analytics to performance appraisal metrics? No Per Section 6.1B, item 6., what would CCHHS currently include in a "Total Rewards Summary?" Is CCHHS also requesting a competitive benefits analysis in addition to a competitive salary analysis? For non-union and union management positions, is CCHHS also requesting a competitive analysis of annual and/or long-term incentives? Please confirm what CCHHS organizational structures and/or groups are part of the scope of Organizational Planning? The RFP indicates that the project leader must have a Ph.D. in Industrial/Organizational Psychology or education and experience. What does CCHHS consider to be equivalent education and experience to a Ph.D.? Can you please provide examples? Additionally, would the CCHHS consider a project a lead with a Ph.D. in another area of study other than Industrial/Organizational psychology? Healthcare (Medical, Dental, Eye), Retirement Plan, Tuition Reimbursement (Nurses Only), paid vacation / holidays etc. No For non-union All Departments should be reviewed. CCHHS will consider Project Leaders who not have a PhD, but have comparable experience working on projects of this nature. Page 2 of 6

3 ID QUESTIONS CCHHS RESPONSE CCHHS will consider Project Leaders who not Why does CCHHS require the project leader to have a Ph.D. in have a PhD, but have comparable experience Industrial/Organizational Psychology Ph.D., when it appears the majority of the working on projects of this nature. 22 requested services relate to classification and compensation? 23 Who will be reviewing the responses to the RFP at Cook County Hospital? Internal CCHHS Evaluation Team The RFP states that the CCHHS has established a goal that MBE/WBE firms retained as subcontractors received a minimum of 35% of this procurement. Do the MBE/WBEs have to be registered specifically as Cook County/City of Chicago MBE/WBEs or will any MBE/WBE certification qualify? Who from CCHHS will review the proposals and select the consultant? Will the CCHHS Board be involved in project decision making and/or what is their role on the project? What is the current level of communication and awareness of the project among CCHHS leadership, physicians, medical staff, and employees? The RFP states the scope of work will be 12 months. Is this preferred timeline for analysis, design, and/or implementation activities? Does the DHR have a target timeline for this work to be completed? Does any documentation exist on the current state operating model/bureau, division, department structure? Are there any financial goals associated with this work (e.g., cost/head count reduction) in addition to the objectives outlined in the Current State section of the RFP? Has CCHHS determined the list of job titles that need to be analyzed for the approximately 900 positions to be identified? How are the 700 positions and 330 job titles (non-union) and 200 positions and 50 job titles (union) dispersed across the medical centers and health care clinics? Are positions and titles expected to be consistent across locations in the future state? Regarding 6.1, A3, is the recommended structure meant to be a job titling structure/guidelines vs. an organizational structure? Is there an expectation to analyze the current span of control or just provide recommendation on the appropriate span of control for the future reporting structure? (6.1 Services A10) Regarding the request to Design structures and divide responsibilities within CCHHS Bureaus, Divisions and Departments, is CCHHS looking for a recommended operation model and functional structure or an organization The MBE/WBEs have to be registered specifically as Cook County/City of Chicago MBE/WBEs. Internal CCHHS Evaluation Team Once a vendor is selected the CCHHS, proposal to proceed will be presented to the CCHHS Board for review / approval. Concept has been discussed with CCHHS leadership / Board members. We anticipate the project will take approx. 12 months to complete however we will consider the vendors recommended timelines. Org chart will be provided to successful vendor No No, however proposals should include cost to cover all 900 titles.. 66 % Clinical positions 34% Non-Clinical. Both Operational Model and Functional Structure Page 3 of 6

4 structure that includes the specific positions analyzed? If the latter, is it meant to include all the positions analyzed or just certain levels of leadership? (6.1 Services C1) What does the scope entail for the type of communications plan and support expected for defining the process for communication with CCHHS representatives (6.1 Services A2) and preparing and providing correspondence to all employees to communicate changes (6.1 Services A14)? Is Change Management support expected throughout the project or are only strategic recommendations at the closure of the project needed (6.2 Services C4 - make recommendations on change management )? What is the process and timeline for requesting union-specific data (salary, tenure, etc.)? Is providing recommendations on changes to the compensation structure and pay levels for the 200 union clinical positions (50 unique job titles) in scope for this project or are the positions covered by these union employees out-of-scope? Are physicians and other clinical providers in scope for this project? Does CCHHS have existing and current job descriptions for any the positions in scope or will the project entail job description development for all positions covered by the study? Does CCHHS have a single HR Information System in place to maintain employee data? Does CCHHS have a system/technology infrastructure to develop job descriptions or is job description development a manual process in Microsoft Word or a similar application? Does CCHHS have access to published compensation survey data or will CCHHS be relying on the consultant hired to provide all market data? Vendor should prepare communication plan and templates to be used by Senior Leadership / HR to communicate changes / structure etc. At closure only Information will be provided to the successful vendor. All titles are in scope, we will be flexible to scale. we have most job descriptions, however in many if not most instances they will need to be reviewed/updated. Manual today however if there are systems available please add /separate pricing/ descriptions in your proposal. We are members of several organizations however we would also expect the vendor to also have access to data / surveys as well. i.e. Mercer, Sullivan Cotter, MGMA Each union has multiple pay scales. 45 How many salary structures are currently in place for the in-scope positions? Page 4 of 6

5 Do current organizational charts or similar documents illustrating reporting structures exist? Do CCHHS have an electronic performance management system currently in place? Is it used for all employees? Are there any exceptions? Will the consultant selected for the project have access to union representatives to gather data related to unionized employees? Will CCHHS have employee(s) who will be able to assist the selected consultant with this project with data collection, draft deliverable review and other similar assistance? Are the CCHHS leaders receptive to working sessions or focus groups to gather insights from a number of key stakeholders at one time? Please clarify how the requested Services outlined in subsections A, B and C of Section 6.1 of the RFP need to align to the seven items in the Pricing Proposal framework outlined in section 6.5 of the RFP. Please confirm if a bidder can propose exceptions to the contract terms and conditions in the RFP and not have it result in disqualification of their proposal. Please see attached Org Chart No No. CCHHS Human Resource staff will be available to assist. data collection vendor will be responsible for all deliverables. Either and or both we will consider the recommendations of the successful vendor. Items 1.01, 1.02, 1.04 align with Sec 6:1 A Items 1.03, 1.05 align with Sec 6:1 B Items 1:06 align with Sec 6:1 C, a Proposer may propose exceptions to the Contract terms and Conditions. Page 5 of 6

6 ADDENDUM ACKNOWLEDGEMENT FORM As required by the RFP, Proposers must submit this acknowledgement form with their response. One acknowledgement form per response, listing all addenda, is appropriate. Company Name: Representative s Name: Signature: Date: END OF ADDENDUM Page 6 of 6

7 Dir. Internal Audit COOK COUNTY HEALTH & HOSPITALS SYSTEM ORGANIZATIONAL STRUCTURE Chief of Staff Dir. of Pt. Experience Corp. Compliance & Privacy Officer General Counsel Chief Executive Officer Chief Quality Officer COO Cook County Dept. of Public Health Executive Director Communications Director of Media Dir. Community Affairs Dir. Marketing & Brand Management Dir. Multicultural Affairs Executive Dir. Government Affairs Employment Plan Officer Dir. Policy Deputy CEO Finance and Strategy Deputy CEO Operations Executive Medical Dir./Medical Dir. Stroger Executive Dir. Nursing Chief Financial Officer Chief of Human Resources Executive Dir. Managed Care(CountyCare) Chief Information Officer Executive Dir. Supply Chain Management Dir. Decision Support Dir. of Project Management and Operational Excellence COO Hospital-Based Services/Site Admin. Stroger Site Admn. Provident Site Admn. Cermak Sr Dir. Clinical Shared Services Dir. Clinical Service Lines Dir. Hospitality Services Executive Dir. Facilities Dir. of Support Services Chief Medical Information Officer Sr. Dir. Sponsored Programs & Clinical Research Dir. Professional Education Med. Dir. Provident Med. Dir. Cermak Med. Dir. Ambulatory Services Dir. Employee Health Services Dir. Credentialing COO Ambulatory Services Senior Dir. Integrated Care Management Dir. Reg Ops Cen Camp Dir. Reg Ops OFHC SSC Dir. Reg South Clin Cluster Dir. Reg NW Cluster Dir. Managed Care (CCHHS) August 2015