SECTION V

     Enterprise Resource Planning Solution

        Request for Proposal No 148-09


Scope of Services and Invi...
UNM Hospitals RFP                                              ERP System Proposal
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UNM Hospitals RFP                                               ERP System Proposal
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UNM Hospitals                       ERP System Proposal              Organization Background

Executive Summary
SCOPE OF S...
UNM Hospitals                       ERP System Proposal              Organization Background

RFP Timeline
November 23, 20...
UNM Hospitals                     ERP System Proposal           Organization Background


RFP Response Process
   •   Revi...
UNM Hospitals                  ERP System Proposal           Organization Background
         o Identify 3 former customer...
UNM Hospitals                       ERP System Proposal             Organization Background


RFP Summary
UNM Hospitals is...
UNM Hospitals                     ERP System Proposal            Organization Background
   •   Technical.
          o The...
UNM Hospitals                     ERP System Proposal           Organization Background


Organization Background

Our Mis...
UNM Hospitals                     ERP System Proposal           Organization Background


UNM Hospitals
UNM HOSPITAL
The U...
UNM Hospitals                     ERP System Proposal            Organization Background
Occupying nearly 500,000 square f...
UNM Hospitals                    ERP System Proposal          Organization Background


UNMHSC Clinical Enterprise Strateg...
UNM Hospitals                   ERP System Proposal          Organization Background
INTERNAL ENABLERS
   • Clinical progr...
UNM Hospitals                     ERP System Proposal             Organization Background

UNM HOSPITALS STATISTICS FOR YE...
UNM Hospitals                       ERP System Proposal               Organization Background
   •   Heart Failure core me...
UNM Hospitals RFP                   ERP System Proposal                         Business Issues


Business Issues
   •   $...
UNM Hospitals RFP                    ERP System Proposal                           Business Issues
                FTE’s a...
UNM Hospitals RFP                   ERP System Proposal                          Business Issues
   •   Kronos is used for...
UNM Hospitals RFP                   ERP System Proposal                         Business Issues
       group, paid and the...
UNM Hospitals RFP                ERP System Proposal            Vendor Evaluation Matrix


Key Decision Parameters, Evalua...
UNM Hospitals RFP                ERP System Proposal          Vendor Evaluation Matrix
          The following decision ma...
UNM Hospitals RFP                  ERP System Proposal        Vendor Evaluation Matrix
   Payroll
   Handles complex payro...
UNM Hospitals RFP                  ERP System Proposal         Vendor Evaluation Matrix
   Reporting and Business Intellig...
UNM Hospitals RFP              ERP System Proposal                   RFP Responses

RFP RESPONSES INSTEAD OF Y OR N
For al...
UNM Hospitals RFP                  ERP System Proposal                    Human Resources
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UNM Hospitals RFP                ERP System Proposal                    Human Resources
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UNM Hospitals RFP                   ERP System Proposal                     Human Resources
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UNM Hospitals RFP                     ERP System Proposal                        Human Resources
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UNM Hospitals RFP                    ERP System Proposal                      Human Resources
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UNM Hospitals RFP                   ERP System Proposal                     Human Resources
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UNM Hospitals RFP                    ERP System Proposal                      Human Resources
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UNM Hospitals RFP                    ERP System Proposal                      Human Resources
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UNM Hospitals RFP                     ERP System Proposal                        Human Resources
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UNM Hospitals RFP                    ERP System Proposal                      Human Resources
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UNM Hospitals RFP                   ERP System Proposal                       Human Resources
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UNM Hospitals RFP                    ERP System Proposal                      Human Resources
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Executive Summary

  1. 1. SECTION V Enterprise Resource Planning Solution Request for Proposal No 148-09 Scope of Services and Invitation for Response
  2. 2. UNM Hospitals RFP ERP System Proposal Table of Contents EXECUTIVE SUMMARY..........................................................................................................................................4 SCOPE OF SERVICES ...............................................................................................................................................4 INVITATION FOR RESPONSE......................................................................................................................................4 RFP TIMELINE...........................................................................................................................................................5 RFP RESPONSE PROCESS ......................................................................................................................................6 RFP SUMMARY..........................................................................................................................................................8 ORGANIZATION BACKGROUND........................................................................................................................10 OUR MISSION, VISION, AND CORE VALUES..................................................................................................10 MISSION............................................................................................................................................................10 VISION..............................................................................................................................................................10 CORE VALUES....................................................................................................................................................10 UNM HOSPITALS.....................................................................................................................................................11 UNM HOSPITAL.................................................................................................................................................11 UNM CARRIE TINGLEY HOSPITAL.........................................................................................................................11 UNM CHILDREN'S HOSPITAL................................................................................................................................11 UNM CHILDREN'S PSYCHIATRIC CENTER................................................................................................................12 UNM PSYCHIATRIC CENTER.................................................................................................................................12 UNMHSC CLINICAL ENTERPRISE STRATEGIC PLAN FIVE-YEAR GOALS..........................................13 MISSION ENHANCERS ...........................................................................................................................................13 MARKET MODIFIER: UNMHSC’S DESIRED MARKET POSITION.........................................................................13 MARKET MODIFIER: MASTER CAMPUS FACILITY PLAN...............................................................................................13 ECONOMIC ENABLERS...........................................................................................................................................13 INTERNAL ENABLERS............................................................................................................................................14 UNM HOSPITALS STATISTICS FOR YEAR ENDING JUNE 30, 2009:.................................................................................15 PATIENT PAYER MIX 2009 FROM 2008:.................................................................................................................15 UNMH 2009 ACCOMPLISHMENTS .........................................................................................................................15 UNMH 2008 ACCOMPLISHMENTS .........................................................................................................................16 BUSINESS ISSUES.....................................................................................................................................................17 KEY DECISION PARAMETERS, EVALUATION CRITERIA AND SCORING............................................21 VENDOR EVALUATION MATRIX.......................................................................................................................22 RFP RESPONSES INSTEAD OF Y OR N......................................................................................................................25 HUMAN RESOURCES - GENERAL......................................................................................................................26 LABOR RELATIONS................................................................................................................................................31 RECRUITING.............................................................................................................................................................33 EMPLOYEE BENEFITS...........................................................................................................................................37 EMPLOYEE HEALTH.............................................................................................................................................40 LEAVE MANAGEMENT.........................................................................................................................................42 UNM Hospitals RFP 148-09 Page 2 of 129 ERP Solutions
  3. 3. UNM Hospitals RFP ERP System Proposal Table of Contents COMPENSATION MANAGEMENT......................................................................................................................44 POSITION MANAGEMENT....................................................................................................................................47 PERFORMANCE MANAGEMENT.......................................................................................................................49 LEARNING AND DEVELOPMENT.......................................................................................................................53 SUCCESSION MANAGEMENT..............................................................................................................................57 HR REPORTING - GENERAL................................................................................................................................59 EMPLOYEE SELF SERVICE..................................................................................................................................61 PAYROLL...................................................................................................................................................................62 SCHEDULING AND STAFFING GENERAL........................................................................................................72 SCHEDULING AND STAFFING.............................................................................................................................73 FINANCIAL MANAGEMENT - GENERAL.........................................................................................................78 FINANCIAL MANAGEMENT – ACCOUNTS PAYABLE..................................................................................85 FINANCIAL MANAGEMENT – ACCOUNTS RECEIVABLE..........................................................................91 FINANCIAL MANAGEMENT – FIXED ASSETS................................................................................................92 FINANCIAL MANAGEMENT – COST ACCOUNTING.....................................................................................96 FINANCIAL MANAGEMENT – CASH MANAGEMENT..................................................................................97 FINANCIAL MANAGEMENT – BUDGETING....................................................................................................98 FINANCIAL MANAGEMENT – PROJECT ACCOUNTING...........................................................................101 FINANCIAL MANAGEMENT – FINANCIAL REPORTING..........................................................................103 INVENTORY MANAGEMENT - GENERAL.....................................................................................................107 MATERIALS MANAGEMENT - GENERAL......................................................................................................110 PURCHASING MANAGEMENT - GENERAL...................................................................................................116 BUSINESS INTELLIGENCE.................................................................................................................................120 TECHNICAL QUESTIONS - GENERAL.............................................................................................................122 APPENDIXES...........................................................................................................................................................129 UNM Hospitals RFP 148-09 Page 3 of 129 ERP Solutions
  4. 4. UNM Hospitals ERP System Proposal Organization Background Executive Summary SCOPE OF SERVICES UNM Hospitals is soliciting proposals from qualified and best of breed “Tier 1” software vendors to provide a comprehensive Enterprise Resource Planning solution that meets or exceeds current and future strategic and technology directions of our organization. Solution details are identified within this document. Only vendors that are considered “Tier 1” providers of Enterprise Resource Planning (ERP) software products and can demonstrate a significant market presence with multiple university healthcare systems or publicly supported hospital systems will be considered. The RFP committee’s expectation is that any proposed vendor software solution will satisfy most if not all of the items identified within this RFP without partnering with a number of independent software vendors or business partners. Consortiums of software vendors are not encouraged to respond. INVITATION FOR RESPONSE UNM Hospitals is a provider of healthcare services and medical research, training and outreach to physicians, patients and customers in healthcare. It has 634 beds and 21 Offsite Clinics staffed with 6,000 employees and an annual revenue level of $650 million. The purpose of this RFP is to gather enough information to determine the degree to which your product meets the functional and technical needs of UNM Hospitals for a comprehensive ERP solution. Software packages that require significant enhancements will not be considered. The scope of UNM Hospital services include adult and geriatric for general medical/surgical, critical care, perioperative, trauma, transplantation, AIDS, obstetric, gynecologic, pediatric, fetal, neonatal, psychiatric, pre/post acute care and outpatient services. The preparation and issuance of this RFP is part of a comprehensive process that UNM Hospitals uses to obtain the best overall solution, including but not limited to, quality and value for the services contained in this RFP. UNM Hospitals RFP 148-09 Page 4 of 129 ERP Solutions
  5. 5. UNM Hospitals ERP System Proposal Organization Background RFP Timeline November 23, 2009 RFP Released via UNM website. December 4, 2009 Vendor Questions Due – must be submitted in writing. Vendor questions should be submitted via email to Lynn Nelson (SALNelson@salud.unm.edu) with cc to Greg Seyk at (GSeyk@salud.unm.edu). December 11, 2009 Responses due for Vendor Questions available via UNM website. December 21, 2009 – January 15, 2010 Vendor on-site visits with core RFP members to perform UNMH business process discovery. January 22, 2010 4:00 pm (MST). Deadline for Vendor RFP Submission. February 1 - 12, 2010 Live Vendor Software presentations. February 17, 2010 Finalists Identified. February 22 - 24, 2010 Finalists Interviewed. March 5, 2010 Finalists Best and Final Offers Due. March 12, 2010 Vendor Selection. Effective Date: The effective date of the agreement will be May 1, 2010 or as soon as all necessary approvals are granted. UNM Hospitals RFP 148-09 Page 5 of 129 ERP Solutions
  6. 6. UNM Hospitals ERP System Proposal Organization Background RFP Response Process • Review this RFP and identify any questions that may occur and submit them in writing by the deadline identified in the “RFP Timeline”. • During the time period identified in the “RFP Timeline” pre-qualified “Tier 1” vendors will be invited onsite to allow them to participate in a Business Process Review due diligence effort to identify: Key stake holder challenges; Organization business issues; Strategic planning items and Organizational dynamics or metrics that may have an impact on the vendors RFP response. • Each pre-qualified vendor should respond to every item listed in this RFP with one of the response choices from the “RFP Responses instead of Y or N” table listed in this document. • Any pertinent detail to any of the responses may be annotated on the Appendix page(s) as appropriate by sequentially numbering each response with a “C-nn” and placing the same “C-nn” within the response cell for that RFP item. • Vendors will be provided a series of “scenarios” or scripts that the vendor will be expected demonstrate how their software product would handle the identified scenario. • Vendors will schedule an onsite “live” software presentation for the RFP committee and participants to view the general system feature functionality and that addresses each of the scenarios that were earlier provided to the vendor. • The RFP committee will identify the vendor “Finalists” and notify each of their status. • An interview (possibly a teleconference) will be scheduled for each vendor finalist during the time period identified in the “RFP Timeline”. The vendor will be expected to be available and be prepared to respond during the RFP committee’s question and answer session. • The vendor “Finalists” will be given the opportunity to revise their proposed pricing for their “Best and Final Offer” submission to the RFP committee. All costs should be identified in detail. o Annual software maintenance should be forecast for the next five (5) years and will become a part of the contract. Annual software maintenance will be capped at a fixed percentage of the vendor discounted product retail price as established in the vendors RFP response. The annual software maintenance fee will remain stable for five years. o In the sixth year of the contract the vendor will discount the then current product retail price by the same discount percentage as represented in the RFP response and this new amount will be used to establish the software maintenance cost using the same fixed percentage identified in the RFP response for the subsequent five years. This process will continue for each 5 year period following the original purchase. • The vendor “Finalists” are expected to: o Identify at least 3 current university affiliated healthcare / hospital clients and/or 3 publicly supported hospital systems that are currently using their software within the definitions of this RFP and that have agreed to provide a reference for the vendor. The RFP committee will schedule at the vendor clients convenience a conference call to discuss the satisfaction with the vendors performance as well as the software product performance. UNM Hospitals RFP 148-09 Page 6 of 129 ERP Solutions
  7. 7. UNM Hospitals ERP System Proposal Organization Background o Identify 3 former customers of their software products and provide the business decision or parameters that may have resulted in the “loss” of the client for the vendor. This request is not intended to embarrass the vendor in any way but it is our goal to identify the efforts made by the vendor to retain the customer. UNM Hospitals RFP 148-09 Page 7 of 129 ERP Solutions
  8. 8. UNM Hospitals ERP System Proposal Organization Background RFP Summary UNM Hospitals is seeking to identify and select an outside independent organization to provide a solution for the items listed below. The remainder of this document provides additional information that will allow a vendor to understand the scope of the effort and develop a proposal in the format desired as identified earlier under “RFP Timeline”. The objective of the RFP is to facilitate a process so as to evaluate an integrated solution for: • Human Resources o Compensation. o Employee Benefits. o Performance Management. o Succession Management. o Leave Management. o HR Reporting. • Labor Relations. • Recruiting. • Employee Health. • Learning and Development. • Payroll. o Multiple pay cycles. o Multiple pay types. o Checks / Deposits. o Taxes. o Accruals. o Deductions. • Staff Scheduling. • Financial Management. o Accounts Payable. o Accounts Receivable.  Insurance / Patient billing is not a part of this request. o Fixed Assets. o Cost Accounting. o Cash Management. o Budgeting. o Project and Activity Management. o Financial Reporting. • Inventory Management. • Materials Management. • Purchasing. • Business Intelligence. UNM Hospitals RFP 148-09 Page 8 of 129 ERP Solutions
  9. 9. UNM Hospitals ERP System Proposal Organization Background • Technical. o The intent of this RFP is NOT to acquire any hardware technology in order to implement the software product proposed but take advantage of “cloud computing” which may take the form of an out sourced, hosted or Software as a Service (SaaS) business model. It is expected that the vendor will quote the necessary services for this type of implementation. o Implementation and consulting services.  Please propose a phased implementation project plan. • UNMH Employee Training for the ERP system. o For implementation / conversion. o For ongoing operation and staff turnover. See the following pages for specifics. UNM Hospitals RFP 148-09 Page 9 of 129 ERP Solutions
  10. 10. UNM Hospitals ERP System Proposal Organization Background Organization Background Our Mission, Vision, and Core Values MISSION Our patient care mission encompasses serving as an accessible, high quality, safety focused, comprehensive care provider for all the people of Bernalillo County, and providing specialized services for people across the State. Our education mission focuses on creating a patient care environment which is supportive of the educational programs of the UNMHSC health professional schools. Our research mission focuses on the application of new biomedical knowledge, translated to innovative patient care programs and models of health care delivery, leading to health status improvement for New Mexico. VISION UNMH will be the leader in improving New Mexico’s health outcomes through our academic specialty programs and our community responsive, culturally competent, patient care, education, and clinical research programs. We aspire to be one of the nation’s leading university hospitals which captures the synergy in being both an excellent academic institution and an innovative, community oriented public teaching hospital. UNMH will set the standard for excellence in quality and patient safety in public teaching hospitals. CORE VALUES Our core values emphasize: • A culture of shared expectations regarding integrity, accountability and decisiveness in commitment to excellence; • Compassion and respect in our interaction with students, patients and colleagues; • Diversity in people and thinking; • Effective utilization of our resources; • Advancement of our institutional mission while supporting professional and personal growth. UNM Hospitals RFP 148-09 Page 10 of 129 ERP Solutions
  11. 11. UNM Hospitals ERP System Proposal Organization Background UNM Hospitals UNM HOSPITAL The UNM Health Sciences Center is a national leader among health care institutions. UNM Hospital, the HSC's primary clinical component, has consistently ranked in the 100 top- performing hospitals in the United States, and ranks among the top 10 academic centers in the nation. The hospital operates New Mexico's only Level I Trauma Center, treating over 90,000 emergency patients and more than 450,000 outpatients annually. The Barbara & Bill Richardson Pavilion, which opened in the spring of 2007, added nearly 500,000 square feet of emergency and clinical space uniquely configured for medical efficiency and patient safety, and fitted with cutting-edge imaging, laboratory and surgical technology. UNM Hospital serves as the primary teaching hospital for the UNM School of Medicine and participates in hundreds of advanced clinical trials annually. It also is the home of the highly regarded UNM Children's Hospital and the National Cancer Institute-designated UNM Cancer Center. The UNM Hospital system includes Carrie Tingley Hospital, UNM Children's Psychiatric Center and UNM Psychiatric Center; and shares missions and resources with UNM's College of Nursing and College of Pharmacy as well as the New Mexico Poison Center. In addition to the main hospital, the UNM system operates 43 off-site clinics throughout the state. The hospital further expands into New Mexico's rural communities through a nationally recognized Telemedicine / Telehealth network, linking patients and physicians throughout the state to the most up-to-date research and medical information available. UNM CARRIE TINGLEY HOSPITAL For more than 70 years, Carrie Tingley Hospital has been providing caring, coordinated healthcare to children and adolescents with complex musculoskeletal and orthopedic conditions, rehabilitation needs, developmental issues and long-term physical disabilities. Currently, Carrie Tingley Hospital is the only pediatric rehabilitation hospital in the state, housing a 24-bed inpatient unit in the Barbara and Bill Richardson Pavilion. We conduct more than 21 specialized clinics ranging in emphasis from brain and spinal cord injuries to development and neurological conditions to juvenile arthritis and clinical genetics. We also provide numerous therapy rooms, Gait labs, wheelchair evaluations, and braces or prosthetics. Children, particularly those with chronic conditions, need specialized healthcare focusing on their unique needs in a child-friendly place. Hospitalized children with chronic and often life- threatening diseases need quick, easy access to surgical and imaging services available at the Pavilion. And, this continuum of care extends to services available at UNM Children's Hospital, UNM Children's Psychiatric Center and UNM Hospital. UNM CHILDREN'S HOSPITAL The University of New Mexico Children's Hospital, New Mexico's only dedicated Children's Hospital, is an academic medical center with health care providers expertly trained to deliver the most advanced neonatology and pediatric care in New Mexico. UNM Hospitals RFP 148-09 Page 11 of 129 ERP Solutions
  12. 12. UNM Hospitals ERP System Proposal Organization Background Occupying nearly 500,000 square feet of the new Barbara & Bill Richardson Pavilion, UNM Children's Hospital cares for nearly 60,000 children, over half of whom live outside of the Albuquerque area. Our range of care extends from acute illness and trauma to chronic disease and disability, and draws additional expertise from UNM's School of Medicine, Colleges of Nursing and Pharmacy, and UNM Cancer Center. The facility spans three floors of dedicated pediatric clinical space and includes a newly equipped maternity center, pediatric emergency center, newborn intensive care unit, pediatric oncology infusion center and Child Life Center. UNM CHILDREN'S PSYCHIATRIC CENTER UNM Children's Psychiatric Center provides intensive psychiatric treatment to children and adolescents through the age of 17. Acute inpatient care, residential care and partial (day) hospital care are provided in various settings on the Center's campus and include family education to increase parents' and siblings' understanding and ability to manage their children. Clinical services under the direction of the UNM School of Medicine faculty include comprehensive evaluation and assessment, treatment planning, individual, group and family therapy, psychopharmacology, speech, art, recreational and occupational therapy. Children, their families, and CPC work together to design a treatment program specific to the child's strengths and needs. UNM PSYCHIATRIC CENTER UNM Psychiatric Center, a component of the University of New Mexico Hospitals Behavioral Health Programs, is a public not-for-profit facility, providing a full spectrum of mental health and psychiatric care for all New Mexicans. The Center was established in 1967, and since has evolved into the largest community mental health provider in the state of New Mexico with Telehealth / telemedicine links throughout our communities, schools, corrections facilities and more. In 2008, the Center admitted nearly 1,500 patients, while outpatient clinics experienced more than 190,000 visits. Much of UNM Psychiatric Center's support and expertise comes from the UNM School of Medicine's Department of Psychiatry, comprised of an array of faculty, residents, educational programs, research activities, and clinical and community based facilities and programs. The Center also is electronically integrated with UNM Hospital and its outlying clinics to improve diagnoses and treatments as they relate to patient history, prescription medication(s) and other vital, protected patient information. UNM Hospitals RFP 148-09 Page 12 of 129 ERP Solutions
  13. 13. UNM Hospitals ERP System Proposal Organization Background UNMHSC Clinical Enterprise Strategic Plan Five-Year Goals MISSION ENHANCERS • Development and implementation of report card to the community. • Successful interaction with community groups and overall tenor of relationships with community groups. • Community support for continued tax support. • New prevention/chronic disease management programs and number of persons enrolled in chronic disease management or prevention programs. • Successful implementation of Patient Centered Medical Home model. • Statewide reputation for leadership in community health, rural health, prevention, and chronic disease management. • Develop data stratification to ensure equity in outcomes. MARKET MODIFIER: UNMHSC’S DESIRED MARKET POSITION UNMH and UNMMG desire a market position that establishes the system as the academic medical center and one of three major health care systems in the Albuquerque region including: • In primary care and Bernalillo County, a focus on expanding services to the populations currently served and fulfilling the public teaching hospital mission. • Growth in market presence for specialty services. Specialty clinical program development and expansion of market share will be achieved through a combination of geographic expansion and clinical program development: o Broader geographic reach through off campus ambulatory care and hospital developments o Clinical program development  Cancer Center  Cardiovascular Services  Women’s and Children’s Services  Neurosciences MARKET MODIFIER: MASTER CAMPUS FACILITY PLAN • Open Sandoval Regional Medical Center (SRMC) to expand inpatient and ambulatory services capacity (75 beds). • Completion of Phase I and II of master facility plan. • Readiness for Phase III. • A new 432 bed acute hospital of 1.1M square feet • Completion of new clinic building with 100,000 square feet • Expanded ambulatory care access through new sites and growth at existing sites. ECONOMIC ENABLERS • Achieve the internal improvements necessary to implement the long range capital plan. • Continued County support which increases commensurate with population growth. • Secure State or other source of support for $65M for long range capital plan. UNM Hospitals RFP 148-09 Page 13 of 129 ERP Solutions
  14. 14. UNM Hospitals ERP System Proposal Organization Background INTERNAL ENABLERS • Clinical program enhancement increased market share in tertiary care overall and specific growth in oncology, cardiovascular, neuroscience, and women’s and children’s services. • Quality and patient safety: development and implementation of plan to achieve break through improvement leading to top 20 UHC ranking in five years. • Patient throughput includes an effective care management and discharge process. • UNMMG maturation measured by faculty growth, opening of SRMC, and achievement of clinical enterprise quality goals. • Patient satisfaction: development and implementation of plan for accelerating patient satisfaction improvement to achieve break through increases. • Staff satisfaction is an area of focus as a key driver of patient satisfaction. • Implementation of an enterprise-wide Electronic Health Record. • Effective Governance as measured by Board self evaluation process. UNM Hospitals RFP 148-09 Page 14 of 129 ERP Solutions
  15. 15. UNM Hospitals ERP System Proposal Organization Background UNM HOSPITALS STATISTICS FOR YEAR ENDING JUNE 30, 2009: (with change rate from June 30, 2008). • Employees 5,797 (11% growth) • Emergency visits 90,029 (4% growth) • Outpatient visits 467,619 (4% growth) • Births 3,923 (1% decline) • Inpatient Days 177,325 (9% growth) • Inpatient Operations 8,145 (13% growth) • Outpatient Operations 9,188 (3% growth) • Number of beds 634 (3% growth) • Offsite clinics 21 (down 2) • Payroll/Benefits $352,647,439; 52.5% of expenses (2% growth) • Debt Coverage Ratio 5.5 times from 6.5 times. • County Mill Levy (annual public funding) $87,764,190 (6% growth) PATIENT PAYER MIX 2009 FROM 2008: • Medicaid 30% from 32% • Uncompensated care 18% unchanged • Commercial/HMO 23% from 26% • Medicare 18% from 17% • Other 8% from 7% UNMH 2009 ACCOMPLISHMENTS • UNMH earned the HRSA Organ Donation Medal of Honor, given annually to hospitals that achieve and sustain a donation rate of 75%+ of eligible donors. • UNM Children’s Hospital, CTH distance care, and Lifeguard were featured in Children’s Hospitals Today, a print publication of NACHRI. • UNM School of Medicine named 2008 recipient of the prestigious AAMC Spencer Foreman Award for Outstanding Community Service. • College of Nursing Nurse-Midwifery Education Program ranks 3rd in nation for six consecutive years. • UNMH is designated a Top 125 Training Organization by Training Magazine. • Recognized as a Quality Respiratory Care Recognition Facility for 2009. Less than 15% of hospitals have this designation, the equivalent of Magnet! • UNMH named one of the Nursing Professional Magazine Top 100 Hospitals to Work For. • Maternity & Family Planning Clinics Community Health Worker Program wins NM Community Health Worker Program of the Year Award. • Truman Street Clinic one of five programs spotlighted in HRSA’s biennial report to Congress on the Ryan White HIV/AIDS program as a premier program in reducing access disparities to care by people with HIV. • MCICU receives the AACN Beacon Award for Critical Care Excellence for Medical ICU (placing it among top ICUs in nation). • 250 hospital/clinic doctors and 40 Cancer Center doctors nominated for Albuquerque the Magazine’s “Top Docs!” 7 docs won top honors in their specialty! • The nine Surgical Care Improvement Project (SCIP) measures were all at or above the 90% benchmark in 1Q 2009 UNM Hospitals RFP 148-09 Page 15 of 129 ERP Solutions
  16. 16. UNM Hospitals ERP System Proposal Organization Background • Heart Failure core measure rate has consistently improved over the last two years more than tripling our rate of compliance since beginning interventions in 4Q 2007 • New expanded, state-of-the-art Cardiac Catheterization Laboratories open. • Patient Satisfaction scores UP: Inpatient 81.8, Outpatient 84.1. Both all-time highs for the last 8 periods! • UNMH named most-wired nationally for 8th time, and for the 7th consecutive year! (We are the only hospital in New Mexico to make the list this year!) • We receive Advanced Certification as a Primary Stroke Center by TJC. • ASAP receives TJC accreditation. • The new Cancer Research and Treatment Center II opened. • The Executive Director or the Children’s Psychiatric center was selected as a winner of the 2009 NurseWeek Excellence Awards, Mountain West region, Management category. • Number of UNMH employees Hired in FY ’09 1334. (10.7% turnover rate Jan-June 2009). • 336 RNs hired in FY 2009 (7.8% turnover rate Jan-June 2009, down from 11% last year). UNMH 2008 ACCOMPLISHMENTS • First Hospital in North America to implement Neoteric Blood System. • Ranked 3rd nationally for conservative care (Consumer Reports). • Named most-wired hospital nationally for 6th time. Only 9 organizations have made the list 5 times. • MRSA Team receives Journey of Excellence Award from the Committee on Excellence. • Performed first robotic surgery in NM. • The following accomplishments are specific to the University Of New Mexico School Of Medicine neither of which will be participating in this RFP. o School of Medicine ranks 2nd in nation for rural medicine program (US News & World Report). o School of Medicine ranks 9th in nation for family medicine program (US News & World Report). o School of Medicine ranks 17th in nation for occupational therapy program (US News & World Report). o School of Medicine ranks 31st in nation for primary care program (US News & World Report). UNM Hospitals RFP 148-09 Page 16 of 129 ERP Solutions
  17. 17. UNM Hospitals RFP ERP System Proposal Business Issues Business Issues • $650 million annual revenues (unadjusted). • 5900 employees. Average weekly hire from 25 to 50 employees. • Opened a new Children’s Hospital 2007. Opened a new Cancer Research Center this year. Administrative (IT, HR, Finance, Payroll, Medical Billing) reside in another building away from the hospital. • Teaching hospital for University of New Mexico Health Sciences. CEO is a VP for the Health Sciences Center and reports to the Board of Regents. • Hospital is also public supported and receives approximately $85 million in public funds annually which offsets approximately $120 million in uninsured care. • 45 employees in the HR department. The department head is the HR Administrator (James Pendergast) who reports to CEO (Steve McKernan). Departments under Jim Pendergast’s responsibility are Human Resources, Employee Labor Relations, Organizational and Professional Development, Parking, Security, Compensation & Benefits, Recruiting, Employee Communications & Public Relations and QA & Customer Service. • 109 staff in IT department. Department head is the CIO (Ron Margolis) who reports to the CEO. The IT department is responsible for all clinical, administrative systems, telecommunications, networks, wireless, help desk, security. Multiple platforms, multiple packages, little integration. Lots of specialization in the staff, little knowledge transfer, little to no documentation for “interfaced” systems. No process flow diagrams. Many “silos” of information. • Recently implemented a new Clinical System upgrade from Cerner Systems. • Implemented Cerner EMR Electronic Medical Record in October 2009. • Implemented PACS Radiology System in 2007 and upgraded in 2009. • In-house developed: o Online candidate application system minimal interface to HR system. Difficult to hire for a position that was not recruited. Positions recruited and applicants will “disappear”. Takes IT and a help desk call to fix. Former employees who used the applicant system to apply for a job and were hired cannot use the system to reapply and return to the organization. The recruiting department must manually submit their application. o Employee status change system “Live Hire” restricts status changes to a single change per day. Can’t submit a position change with a rate change in the same pay period. Multiple changes must be scheduled. Unfortunately multiple managers across system may schedule simultaneous changes occasionally impacting payroll. Status changes seem to disappear once in awhile. Any changes are “interfaced” at night with main HR system Empath. o Informational system “DataShare” a copy of the production database occurs at 3 AM to provide employees access to HR master file information. No changes are allowed simply inquiry and report processing. o Employee performance evaluation system. Notifies supervisor of pending evaluations. If a supervisor starts an evaluation but doesn’t complete it, no one can “see” it to complete it. Only the immediate supervisor may “see” the employee that is due an evaluation. If department reorganizations take place, evaluations become “lost”. If supervisors terminate before completing an evaluation it becomes “lost”. A recent attempt at a system change to transfer all “lost” evaluations that reflect a terminated supervisor be transferred to the Manager of Compensation seems to have had mixed results. o Budgeting for FTE’s versus active employees is “confused”. Budget is based on .25, .50, .75 or 1.0 of an FTE. Departmental heads may hire an employee and exceed budgeted amount. Supervisors may also hire outside of budget constraints. Issues between Budget UNM Hospitals RFP 148-09 Page 17 of 129 ERP Solutions
  18. 18. UNM Hospitals RFP ERP System Proposal Business Issues FTE’s and active FTE’s for the cost center appear to be common place. For example, employees shared between cost centers. o Position Control. Reporting structure, organization charts, cost center changes all require manual spreadsheets sent to IT to “update” DataShare but these “updates” DO NOT update the Empath system. o DataShare security dependent on cost centers, but often it takes weeks to update cost center changes, supervisory changes and department reorganizations. Sometimes the organization discrepancies are only noticed when an employee “misses” a performance evaluation. o Mass salary changes imported via spreadsheet requires “Live Hire” database to be “frozen” from any status changes submitted online in Live Hire or it may cause the mass rate change to fail. o Minimal employee self-service, address changes and check inquiry. Implementing electronic pay stub services in October. Current initiative to implement PAY cards for employees without a “bank” account and require auto deposit with online stubs is successful. o Benefits annual open enrollment is all paper and manual data entry. Although the effective date is August 1, employees don’t receive identification cards until a couple of weeks later making early utilization of healthcare problematic. o Nurse Turnover “dashboard” seems to be somewhat unreliable and understanding the metrics used to determine the information that is presented is confounding. However the turnover stats are used to determine if the department head receives a semi-annual incentive. When the fiscal year was over, the turnover stats didn’t appear to be consistent from the Director level through the roll-up to the Administrator. CEO looks at nurse turnover daily. o Excel “Database” that tracks union and non-union grievances from 1st step through 3rd step and arbitration. o Excel “Database” that tracks disciplines by offense, department and employee. o Excel “Database” that tracks FMLA, Military Leave and LOA’s • Now Solutions “Empath” employee HR, payroll, benefits system. 12 years old, Oracle database, “antiquated”, no referential integrity, difficult to get information, entire 12 years of history on the system. Multiple vendor upgrades have either failed or were never completed due to data problems. This database “feeds” DataShare application and Live Hire application. Only Live Hire exports data back to Empath. • Ross Financial system equally as old. Also an Oracle database. • Online training system “Learning Central”. Allows the employee to schedule themselves for training and complete the course. All completed training is monitored and tracked. The system is built by Plateau and there is a maintenance contract with them. This system also monitors both classroom training and on the job training in addition to the online training. The system has the ability to assign training based on job position or department or a combination. Sends reminder emails for overdue learning and registrations. The system does not interface with the Empath system or the in-house developed Position Control system. As a result changes made to position requirements must then be made to Learning Central. Changes made to the Employee’s position must also be transcribed into Learning Central. For example “new leaders” promoted into a leadership position are not notified by Learning Central that they have new competencies to complete. • Crystal Reports (v10 a back release) used for Ad Hoc and custom reporting. Crystal Enterprise automates many of the scheduled reports. Otherwise identified users within departments must submit reports using Enterprise. UNM Hospitals RFP 148-09 Page 18 of 129 ERP Solutions
  19. 19. UNM Hospitals RFP ERP System Proposal Business Issues • Kronos is used for time and attendance and it is not anticipated that it would be replaced. There appears to be some frustration with Kronos and the lack of information within the Kronos database versus Ross versus Empath. • Salaried employees swipe in everyday to Kronos but don’t need to swipe out. Hourly employees must swipe in and out and for lunches if greater than one half hour. Clinical staff who temporarily works in another department may change their cost center when they swipe in. Unfortunately there may not be a matching cost center and position number match in the Empath system. Finance reconciles the issue behind the scenes, and it seems to be a pretty common practice. An employees “home” cost center and position combination will determine most reporting information. However, there isn’t always a match in the position table for an employees cost center and position. • Help desk may take days to respond to issues. Users are accustomed to simply waiting. • IT is hesitant to perform spreadsheet uploads to the Empath database, but there is no viable alternative for such things as mass pay changes, particularly for employees covered by the labor union. • The budgeting cycle for next fiscal year begins in January and goes through March. Another “upload” is required for that data to be loaded into the finance side. • A single systems analyst is responsible for Empath. This employee has been at the organization for a very long time. The analyst is responsible for all security, database integrity, system changes and anything else. When out of the office obtaining appropriate assistance is problematic. • User training takes place by OJT with minimal user manual documents and no online tutorials available. One employee trains another and there is the opportunity for general knowledge “leak” as a result. • Internal documented procedures for any position or process are generally up to the individual user to create and maintain. Much of it doesn’t exist or is out dated. • Use Novel GroupWise for e-mail and network access control. • Citrix is used to provide secure access to Kronos, Cerner and many of the other applications. Employee self-service from an “outside” computer is via Citrix. • Lots of manual checks and balances which has increased workload on the staff. Every week is a pay cycle. Regular pay cycles are paid every two weeks, and “off” weeks are supplemental pay cycles. An automated report produced by Crystal Reports looks for checks over $5,000 to “audit” pay cycle. • Crystal Enterprise is used to provide several automated reports on a variety of pay cycle, weekly, monthly, quarterly, annual schedules. Selected individuals in the departments are provided Crystal Enterprise access to produce reports on a requested basis. Ad hoc reporting is provided by the HRIS Manager in HR and by one or two individuals in other departments. Most Ad hoc reporting is provided via a service request to Information Technology. • Crystal Enterprise reports are “hard coded” to be sent to a individual(s) within the department. If that individual leaves the organization it requires a manual effort to update the report processing. • Three unions involved with RN’s, LPN’s, Technical Staff, Housekeeping and Communication. They are 1199 Licensed and Technical Unit, 1199 Support Staff Unit and Communications Workers of America. • Nurses may transfer positions, departments, full-time to part-time to casual pool frequently. If going to casual pool, employee may elect to freeze benefits for one year in case they return to a benefits eligible position and then have their leave balances, LTD and employer retirement contribution benefits reactivated. If the freeze is not elected or they do not return to a benefits eligible position within one year, then vacation and holiday accruals are paid out to the employee but sick leave balances are forfeited. Unfortunately, the payroll system will not pay employees in casual pool for these types of pay so the employee must be transferred to a different payroll UNM Hospitals RFP 148-09 Page 19 of 129 ERP Solutions
  20. 20. UNM Hospitals RFP ERP System Proposal Business Issues group, paid and then transferred back to casual pool during supplemental pay cycles. Effective dates are critical during this time period or the system won’t pay the employee in the next normal pay cycle. Also no status changes may be submitted for the employee during this time period. • ANSOS staff scheduling system has proven inadequate for the hospital. One of the issues with ANSOS is the software does not have access to, or an interface with, either the Learning Central application that is used to maintain employee training records and competencies or the Empath HR database. • Staff credentialing is maintained manually at each of the hospital units with the exception of CPR licenses. Unfortunately ACLS and PALS licensing are currently listed in the database as simply a CPR license. • Semi-annual incentive pay based on five major goals including staff turnover, budget achievement and individual performance goals for each cost center. • Employee terminations, final pay and status changes are convoluted and often an employee is kept “active” in order to process payments within the system after termination or retirement. • University of New Mexico installed Banner software from Sungard. We’ve been unable to identify a teaching hospital / medical center nationally that uses Banner. • UNMH employees are eligible for discounts at UNM sporting events, performing arts and other functions sponsored by UNM. As a result there is a nightly data movement from the existing Empath database to the Banner system maintained by UNM. Often this data movement results in errors due to duplicated social security numbers or a number of other possibilities. • The Banner numbering protocol for UNM students and employees is the same as the current EmPath employee numbering protocol (1nnnnnnnn). This has caused overlapping employee numbers and misreporting of taxable benefits. UNMH needs an employee numbering protocol different from Banner. • The CFO has been trying to replace the Ross financial system for many years. • A comma separated value file is created every week with Crystal Enterprise which contains all new hire data for the week. This data is uploaded to the security badge system that is used to create employee access badges for all UNMH buildings. This “silo” of information and its reliability, its accuracy and its backup / recovery is a cause for concern within the organization. UNM Hospitals RFP 148-09 Page 20 of 129 ERP Solutions
  21. 21. UNM Hospitals RFP ERP System Proposal Vendor Evaluation Matrix Key Decision Parameters, Evaluation Criteria and Scoring Please see the Vendor Evaluation Matrix for detailed decision criteria on each of the following items: 1. The purchase price and the total 10 year cost to UNMH to acquire and use the Vendor's services (10%). = Total Acquisition cost 6 points. = Total Maintenance costs 6 points. = Implementation and Support costs 6 points. = Data Ownership. 15 points. 2. The quality and reputation of the Vendor and of the Vendor’s services (9%). = Company Background 33 points. 3. Completeness and appropriateness of the Vendor’s proposal in meeting UNMH requirements (81%). = Ability to demonstrate satisfactory results from pre-defined scenarios for: o Human Capital Management 67 points (19%). o Payroll 55 points (16%). o Financial Operations 42 points (12%). o Supply Chain Operations 36 points (10%). = Reporting and Business Intelligence 15 points (4%). = Technology and platforms 27 points (8%). = Vendor Implementation 15 points (4%). = Training and ongoing customer support 27 points (8%). Total RFP evaluation points 350 points. UNM Hospitals RFP 148-09 Page 21 of 129 ERP Solutions
  22. 22. UNM Hospitals RFP ERP System Proposal Vendor Evaluation Matrix The following decision matrix will be used to rate each vendors proposal. Vendor Evaluation Matrix ERP Vendor Evaluation Vendor Scores Based on Solution Components Evaluation Possible Vendor Vendor Vendor Vendor Rating A B C D Purchase Price and Total 10 year Cost Total Acquisition cost 6 0 0 0 0 Total Maintenance costs 6 0 0 0 0 Implementation and support costs 6 0 0 0 0 Data Ownership - Disaster Recovery costs 6 0 0 0 0 Data Ownership - Data Storage costs 3 0 0 0 0 Data Ownership - Data Backup costs 3 0 0 0 0 Data Ownership - Liability for lost data 3 0 0 0 0 Total 33 Company Background Years in Business 3 0 0 0 0 Solution Fit - Short Term 2 0 0 0 0 Solution Fit - Long Term 2 0 0 0 0 Healthcare Industry Focus 3 0 0 0 0 Market Leadership Healthcare 3 0 0 0 0 Financial Stability 3 0 0 0 0 R&D Spend 3 0 0 0 0 Partner Ecosystem 2 0 0 0 0 Strategic Acquisitions 3 0 0 0 0 User Community involvement (upgrades) 3 0 0 0 0 Multi-suite Comparable References 3 0 0 0 0 Qualifications/experience of Vendor’s administrative team proposing to service UNMH needs 3 0 0 0 0 Total 33 Human Capital Management HRIS General Feature / Functionality 5 0 0 0 0 Employee Labor Relations 5 0 0 0 0 Recruiting/e-Recruiting 5 0 0 0 0 Employee Benefits Management 5 0 0 0 0 Employee Health 4 0 0 0 0 Leave Management 4 0 0 0 0 Compensation Management 5 0 0 0 0 Position Management 5 0 0 0 0 Performance Management 5 0 0 0 0 Learning and Development 5 0 0 0 0 Succession Management 5 0 0 0 0 HRIS Reporting / Business Intelligence 5 0 0 0 0 Employee / Manager Self Service 4 0 0 0 0 Scheduling and Staffing 5 0 0 0 0 Total 67 UNM Hospitals RFP 148-09 Page 22 of 129 ERP Solutions
  23. 23. UNM Hospitals RFP ERP System Proposal Vendor Evaluation Matrix Payroll Handles complex payroll issues without customization 5 0 0 0 0 Integrate with Kronos Time Collection 3 0 0 0 0 Taxes and Tax Authorities 4 0 0 0 0 Cost Center Allocations 2 0 0 0 0 Benefit Tracking 3 0 0 0 0 Accruals Tracking 3 0 0 0 0 Labor Reporting 4 0 0 0 0 Deduction Processing 4 0 0 0 0 Check Processing 3 0 0 0 0 Garnishment Support 3 0 0 0 0 W-2 Processing 5 0 0 0 0 Employee Self-service 3 0 0 0 0 Historical Data capture 5 0 0 0 0 Integrated Reporting/Business Intelligence/Drill down 5 0 0 0 0 FLSA Compliance 3 0 0 0 0 Total 55 Financial Operations Budgeting and Planning 1 0 0 0 0 Enhanced General Ledger and Financial Close 3 0 0 0 0 Financial Reporting & Consolidations 5 0 0 0 0 AP/AR 3 0 0 0 0 Financial Self Service 3 0 0 0 0 Embedded Financial Compliance - Internal Controls / Audit controls 5 0 0 0 0 Banking 3 0 0 0 0 Cash Management/Treasury 3 0 0 0 0 Contract Accounting 3 0 0 0 0 Project Accounting 1 0 0 0 0 Fixed Assets 3 0 0 0 0 Travel Management 1 0 0 0 0 Business Intelligence / Drill down 5 0 0 0 0 Operational Analytics / KPI's 3 0 0 0 0 Total 42 Supply Chain Operations Strategic Sourcing 3 0 0 0 0 Contract Management 3 0 0 0 0 Category Management 3 0 0 0 0 Self-Service Requisitions 3 0 0 0 0 Purchase Order Processing 3 0 0 0 0 Evaluated Receipt Settlement/EDI 3 0 0 0 0 Invoicing 3 0 0 0 0 Inventory Management 3 0 0 0 0 Warehousing 3 0 0 0 0 Auto ID/RFID Integration 3 0 0 0 0 Supplier Collaboration 3 0 0 0 0 Supply Chain Analytics 3 0 0 0 0 Total 36 UNM Hospitals RFP 148-09 Page 23 of 129 ERP Solutions
  24. 24. UNM Hospitals RFP ERP System Proposal Vendor Evaluation Matrix Reporting and Business Intelligence Querying, Reporting and Analysis 3 0 0 0 0 Dashboards and Visualization 6 0 0 0 0 Data Integration and Data Management 3 0 0 0 0 Search and Navigation Tools 3 0 0 0 0 Total 15 Technology & Platforms Open, widely-adopted database (e.g. SQL Server, Oracle) 2 0 0 0 0 Support for existing technology (e.g. Windows XP) 2 0 0 0 0 Real-time Integration Across Applications 3 0 0 0 0 Supports sharing of Information without duplicating records 3 0 0 0 0 Ease and efficiency of integrating with other systems 3 0 0 0 0 Granular security (by system, company, file, user, record) 4 0 0 0 0 Client Browser Based HTML deployment 2 0 0 0 0 Unlimited # of Records Storage/Archiving Capabilities 2 0 0 0 0 Time and/or event based alerts 2 0 0 0 0 Does not require significant product changes when data source changes are required 2 0 0 0 0 Interfaces with various other systems including EMR, CPOE, Pharmacy, Lab Systems, Imaging Systems, etc. 2 0 0 0 0 Total 27 Vendor Implementation Best Practices Implementation Libraries 2 0 0 0 0 Solution Lifecycle Management 2 0 0 0 0 Frequent, quality, timely, software updates 3 0 0 0 0 Frequent, quality, timely, tax updates 4 0 0 0 0 Implementation assistance (vendor or contractor) 4 0 0 0 0 Total 15 Training and Ongoing Support Training costs – onsite 2 0 0 0 0 Training costs – offsite (discounted with maintenance?) 2 0 0 0 0 Training costs – online (CBT) 4 0 0 0 0 Training costs – ongoing 4 0 0 0 0 Documentation 4 0 0 0 0 Online help (how to) function 3 0 0 0 0 Customizable help (desk procedure) function 3 0 0 0 0 Web or email support 3 0 0 0 0 Telephone support (offshore or not?) 2 0 0 0 0 Total 27 GRAND TOTAL 350 UNM Hospitals RFP 148-09 Page 24 of 129 ERP Solutions
  25. 25. UNM Hospitals RFP ERP System Proposal RFP Responses RFP RESPONSES INSTEAD OF Y OR N For all sections, answer the question with either: Y The product meets this requirement “out of the box”. N The product cannot meet this need under any circumstances. R This report can be generated, but only in a Report Writer. T This requirement can be met by a third party add-in or third party product. A This requirement can be met by adding a field to the application. F This requirement can be met by a future release of the core applications. M This requirement can be met, but only if the product is modified. C# Reference comment # in an Appendix. UNM Hospitals RFP 148-09 Page 25 of 129 ERP Solutions
  26. 26. UNM Hospitals RFP ERP System Proposal Human Resources General Human Resources - General FUNCTION RESPONSE General Features and Functionality: • Is the software SAS-70 compliant and certified? • Employee demographics. o Name, SSN, I9 Status, Address, Spouse, Dependents, Birth dates, Telephones, Veteran Status, EEO, Automatic Deposit, W4, etc. o Reports on number of “status changes” within a defined period. o Tracks and reports on name changes within a defined period. o Work location information. o Union designation. o Labor union bargaining unit identification. o Seniority, certifications, degrees and licenses. o Employee identification cross-reference for an individual who may have worked for multiple entities with different federal identifications (i.e. University, Health Sciences Center and Hospital) for the same person who may have worked at either or all of the entities. o Track all demographic changes. • Employee Self-Service. o Pay stub (paperless paychecks). o Open enrollment. o Demographic changes. o Life Change Events submitted for approval. o Log of all changes made with before and after images. o Employee changes may be flagged for “approval” before system accepts the change. • Organization Structure Management. o Cost Center Changes. o Reorganization of departments and department heads. o Management Position Changes. o Organizational Charts. o Employee transfers  From staff to management and management to staff.  From non-patient care to patient care positions.  From labor union to labor union or to non-labor union.  From non-union to labor union. • Security Administration. o Restrict access for viewing, editing and reporting by module and responsibility (manager, supervisor, clerk, volunteer and consultant). o HIPAA Compliant. UNM Hospitals RFP 148-09 Page 26 of 129 ERP Solutions
  27. 27. UNM Hospitals RFP ERP System Proposal Human Resources General FUNCTION RESPONSE o Allows multiple levels of access for HR, Operational Directors, Managers, Supervisors, etc. o Cancels security access when director, manager, supervisor, status changes. o Reports and facilitates chance of direct reports when supervisor, manager, director status changes. o Allows user designated security access levels. o System provides reports on security access level designations by supervisor, manager, director etc. • Business Intelligence. o Turnover by Job Class by Department and Cost Center. o Turnover by Administrator, Executive Director, Director, Unit Director, Manager by Department and Cost Center. o Overtime experience and projections by Job Class and Cost Center. o Length of Time to Fill Positions by Job Class. o Cost to Fill Positions by Job Class. o Benefits eligible employees and benefit participation. o Employee Health Insurance Expense. o Employee Non-productive hours accrued. o Facility Benefits Contribution. o Facility Disability Contribution. o Facility Life/Accident/Death Insurance Contribution. o Facility Matching Plans (401a/403b) Benefit Contribution. o Facility Retirement Benefit Contribution. o Facility Health/Dental Care Benefit Contribution. o Paid Holidays taken/not taken. o Tuition Reimbursement Benefit Contribution. o Employee involuntary separations. o Employee Separations and Reasons. o Formal Union Employee Grievances. o Non-union Employee Grievances. o Employee Grievances reaching arbitration o NLRB Recognized Labor Bargaining Units. o Unfair Labor Practice Charges. o Unfair Labor Practice Complaints. o Unionized Employees. o Union dues by title, years of service and department. o Average full-time headcount for a period (month, quarter, year) and trend. o Compensation changes for a period (month, quarter, year) and trend. o Employee Demographic Changes for a period (month, quarter, year) and trend. o Employee Headcount for a period (month, quarter, year) and trend. UNM Hospitals RFP 148-09 Page 27 of 129 ERP Solutions
  28. 28. UNM Hospitals RFP ERP System Proposal Human Resources General FUNCTION RESPONSE o Employee Separations for a period (month, quarter, year) and trend. o Nursing New Hires and trend. o New Hires Processed. o Nursing Division Employees and trend. o Nursing Division New Hires and trend. o Personnel Transactions Processed. o Recruiting metrics i.e. what caused the candidate to submit an application. o Applications received. o Full time / Part time / Temporary Hires. o House Staff Hires. o Average Placement Time. o Internal Applications Processed. o Job Postings Prepared. o Number of New Hires and trend. o Temporary Hires and trend. o Job Classification Request Turnaround. o Job Classes Maintained. o Job Descriptions Created. o Job Descriptions Processed/Handled. o Merit Increases Processed Union/Non-union/Management. o Pay Structures Maintained. o Salary Surveys Conducted. o EEO mix of candidates vs. hires. o Identify under represented EEO classes to target. o Perform “What If” scenarios on salary rate changes o Perform “What If” scenarios on Benefits changes o Perform “What If” scenarios on shift changes. o Perform “What If” scenarios on staffing changes e.g. full-time, part-time, temporary, contract labor. • Policy and Procedure Publication. o Central Repository for all policies and procedures. o Retains history of policies and revision and effective dates. o Searchable by topic, phrase, etc. System allows users to customize their screens based on their own work process requirements. Provides for management of a multi-entity IDN organizational structure (including multiple EIN's) under a single company structure. Centralized database to act as a repository for employee information with one record per employee. System provides user-defined security procedures to limit access to employee and confidential payroll information. Within a particular function, the system supports access to multiple employees (without the need to go back to a main menu). System provides the capability to purge/archive data and recall back into use files based on user-defined parameters. UNM Hospitals RFP 148-09 Page 28 of 129 ERP Solutions
  29. 29. UNM Hospitals RFP ERP System Proposal Human Resources General FUNCTION RESPONSE System can support an unlimited number of employees. System provides access to functions & screens from other functions & screens without requiring the user to go back to a main menu. System supplies on-line error documentation and provides suggestions for corrective action. System provides help screens: At function level At field level At form level All procedural documentation is provided online System delivers tools to create and access online training simulations. Online training simulations can be built by subject matter experts (no programming assistance required). System provides dynamic pull down menus at the field level (eligible codes for user selection will display automatically or on request) System provides audit trail of changes to user-designated data elements including date and time stamp, old and new values, user ID and effective date vs. actual date. System allows user to select any two audit history entries and do an online comparison between the two to see what data was changed. System retains user defined status code history on employees. System can “flag” transactions for audit. Describe audit capabilities and ability to view audit history online. Current employee master file data can be converted into the new system through an automated master file conversion. Employee records can accessed for inquiry/update by: Name (alphabetically, first or last) Social Security Number Employee Number Department Number System allows you to filter employee records for online access by data elements such as job, rate of pay, supervisor, start date before or after a defined date, department, comp-ratio value, etc. Describe the ability for each user to create their customized filtered views within the application. System allows for organizational structure changes to be made from an organizational chart view. System allows for supervisory structure changes to be made from a supervisory organizational chart view. System allows for organizational and supervisory changes to happen through a single action, without requiring additional actions to move all impacted employees. System can manage employees with more than one work assignment and more than one rate of pay. Describe any limitations. System can manage employees with work assignments in more than one legal entity. Describe any limitations. System is integrated with financial system(s). Human resources and payroll tables share a common database with other enterprise functions, such as financials and materials management. UNM Hospitals RFP 148-09 Page 29 of 129 ERP Solutions
  30. 30. UNM Hospitals RFP ERP System Proposal Human Resources General FUNCTION RESPONSE System automatically calculates accruals and reversals for general ledger system. System automatically generates liabilities for unused time off benefits. Users can define deduction limits. System supports upload and download capabilities in multiple file formats for all data elements. Describe import/export options. Employee and manager self-service functions are provided via corporate intranet. Employee and manager self-service functions are deployed over intranet/Internet without third-party partner application. System delivers employees and managers online, searchable access to policies and procedures, FAQ’s, sample forms, etc. Describe how content is managed. System provides for data entry by: On-line Batch System provides data validation tables to ensure data entry accuracy. Standard reports can be modified by System personnel without programming intervention. System provides for date-sensitive entry of data (changes can be put into the system with advance effective dates). System provides ability for advancing to or regressing from all data to a particular date in time to allow for a comprehensive online view of all retrospective or prospective data. System produces purge report for verification prior to data purge. System view and update security is defined: - At function level - At field to field level - At record level System delivers ability to create an unlimited number of employee groups based upon user defined criteria and parameters. System delivers the ability to ‘drill’ to more detailed information regarding desired topic (employee, company, department, pay, benefits, etc.). Do drill paths have to be established by customer? Or are all drill paths pre-delivered? Workflow solution functionality includes notifications (email, text msg., etc.) Workflow solution includes approval and escalation processes. Workflow solution includes ‘branching’ logic. Workflow solution includes ability to automatically make updates to the database. Workflow solution includes ability to integrate with non-ERP systems. UNM Hospitals RFP 148-09 Page 30 of 129 ERP Solutions
  31. 31. UNM Hospitals RFP ERP System Proposal Human Resources Labor Relations Labor Relations FUNCTION RESPONSE Employee Labor Relations Management General Features and Functionality. • Union Identification, Membership and Reporting. • Establishes and tracks seniority. • Accommodates multiple seniority types. • Creates seniority reports by union and by department. • Contract Management. • Bargaining Unit. • Dispute tracking and resolution. • Wage and Hour exception reporting. • Employee Terminations by Type and Rehire Recommendation. • Alerts functional areas for employee terminations (e.g. IT, HR, Security). • Track employee assistance referrals. • Grievance Tracking and Management. • Ability to search by union, employee, issue, section of contract or supervisor. • EEO. • System tracks EEO/HRD complaints. Reports can be run by type of discrimination, employee and/or attorney. • Court Cases Management. • System traces court cases by employee, attorney, judge, type of case, progression through court system. • System terminates union dues when union employee transfers to a non-union position. • System reinstates union dues when employee returns to a union position or is re-hired. • System tracks employees required to complete background checks, date fingerprinted, clearance notification, rejections and reviews. • System will allow a smooth transition when an employee is returned to work from a termination. • System will adjust hours if required; calculate benefits and accruals for a specified period. • System will reinstate payroll deductions that were in place prior to termination. • System tracks and reports employee certifications and licensing requirements. • System reports on any missing or expired certifications or licensing items and notifies supervisor, manager, director, executive director and labor relations department of the expired item. • System interfaces with Staff Scheduling module and prevents scheduling employee with any missing or expired certifications or licensing items. UNM Hospitals RFP 148-09 Page 31 of 129 ERP Solutions
  32. 32. UNM Hospitals RFP ERP System Proposal Human Resources Labor Relations FUNCTION RESPONSE The following items also appear in Performance Management and do not need to be duplicated. They are included here to ensure they’re available. System supports tracking of disciplinary actions. System tracks the following information for all disciplinary actions: a. Employee name and number b. Applicable rule, policy and/or issue c. Organizational unit(s) d. Proposed discipline e. Date discipline received f. Employee response date g. Work location h. Supervisor’s name i. Appealed? System records and allows for reporting of historical disciplinary actions by: a. Employee b. Level of incident c. Date of action d. Type of incident e. Department f. Bargaining unit / Union System provides ability to track pre-discipline actions (i.e., warnings, counseling memos, verbal counseling, etc.) System automatically generates notifications and reminders to Human Resources, Managers and others when follow-up is due or overdue. System provides ability to flag employee record, once terminated, for eligibility for rehire. System tracks grievances according to user-defined processes, including the following data: a. Date of step completion b. Arbitration information c. Result of grievance System allows for full narrative description of each step within a disciplinary or grievance process. System allows for attachment of documents to disciplinary or grievance records. UNM Hospitals RFP 148-09 Page 32 of 129 ERP Solutions
  33. 33. UNM Hospitals RFP ERP System Proposal Human Resources Recruiting Recruiting FUNCTION RESPONSE Applicant Flow and Tracking General Feature and Functionality. • Applicant Screening. • Web based New Employee Application Preparation. • Tracking hire process by candidate/position/manager/recruiter. • Applicant status self service - to include re-setting their password. • Auto generated responses to applicant - to include password reset notification. • Hire process documentation. • Generate job postings. • New Employee On-boarding. • Recruiter Statistics. • Internal versus External Candidate Tracking. • External Posting delayed until after Internal Posting. • Internal posting vs. external posting requirements by Job Class. • Link and pull info from a Position Description table. • Allow recruiter to modify Position Title and/or add text specific to recruited position, i.e. Operating Room Nurse. • Allow routing of employee candidate salary calculation to multiple levels within Human Resources for calculation and approval. • Salary calculation process links to various salary tables Allows for manager to initiate a job requisition online. Provides for user-defined, electronic routing of the requisition for approval. Describe ability to access real-time supervisory changes to ensure appropriate routing. Provides automatic routing for multiple approvers for each requisition. Ability to support multiple, user-defined types of openings/postings, such as employee, casual pool, per diem, volunteer, temporary, internship, etc. Provides functionality for applicant self-service via intranet and Internet. Allows for capturing both internal and external applicants. Allows for open competition (comparing internal and external applicants’ side- by-side, within the same data area). Allows for employees to apply to for a position and automatically populates the application with existing employee data. Links job posting to the position description. Supports matching position vacancies to employees, even if employee has not applied for a position. Controls or restricts job postings to budgeted positions within the defined cost center (position control). Supports creating a transfer pool of employees in closely related job classes. Supports creating a transfer pool of employees who have been targeted to move into this role. Please describe any integration between your recruiting functions and succession management functions. Captures relevant applicant data including demographic, skills, education, personal preferences, etc. Ability for applicants to identify job preferences. UNM Hospitals RFP 148-09 Page 33 of 129 ERP Solutions
  34. 34. UNM Hospitals RFP ERP System Proposal Human Resources Recruiting FUNCTION RESPONSE Allows for unsolicited applicants and an ability to indicate the positions for which they may be qualified. Allows candidate to add attachments (resumes, cover letters, etc.) to their record, with the ability for the recruiter and hiring manager to view these documents. List any restrictions on number, type or format of attachments. Able to utilize imaging to attach a resume and other applicant documents to their record. Candidate can automatically create a profile through the attachment and parsing of a resume. List any restrictions on resume formats. List any third- party contracts required to support resume parsing. Allows for client configuration of the online candidate experience, including fonts, logos, images, content, etc. Please describe. Stores job profile data such as knowledge, skills, abilities, credentials and education required. Job profile data automatically is linked to the requisition and posting, eliminating the need for a recruiter to duplicate the requisition qualifications upon posting. Allows for manual override of job profile data on requisition, if desired. Describe flexibility and limitations available for manual overrides. Ability to systematically analyze current high performing employees within a job and use that as a guide for identifying the appropriate and desired talent profile of applicants. Please describe any integration between your recruiting functions and performance management functions. System can filter candidate pool by user-defined criteria. Hiring managers can view online candidate pool. Describe how this is accomplished and whether there are any limits on the candidates which the manager can see. Multiple posting templates can be created in advance to minimize the need for generating posting verbiage for each requisition, with the ability to edit this information as needed. Provides for requisition control (list of open requisitions by department, filled requisitions by department, by whom, replacement or addition, transfers with requisition number, effective date, department to and from). System provides online job posting functionality for intranet and Internet. Allows for posting directly to third-party job boards from within the application itself. Please list applicable job boards and any restrictions to this capability. System can automatically close internal and external postings (including postings on job boards) when a position is filled. Ability to indicate a job posting only available to internal employees. Ability to set a user-defined job posting time period. Ability to leave a job posting open indefinitely. Posting rules can be defined to automate staggered postings via internal and external posting sites. Candidate can apply directly from a third-party job board site. Please describe how your system supports this process. Supports online interviews and maintains interview results. Supports user-defined, candidate screening questions. Please describe what types of questions can be asked (i.e., yes/no, multiple choice, short answer, essay, etc.). UNM Hospitals RFP 148-09 Page 34 of 129 ERP Solutions
  35. 35. UNM Hospitals RFP ERP System Proposal Human Resources Recruiting FUNCTION RESPONSE Is candidate allowed to continue applying if not all screening questions are answered? Allows for automatic linking to online assessments from the application. Please describe ability to link to existing third-party assessment tools. Allows for online entry of test results. Tracks whether degrees, licenses, and certifications have been verified, the date verified and by whom. Allows for consideration of candidates within the database who have not formally applied for a particular opening. Candidates can manually attach a candidate to a requisition or systematically prompt the candidate to apply for a particular opening. System auto generates all communication to candidate, hiring manager, recruiter, etc. Automates business functions such as sending ‘position has been filled’ correspondence to other applicants when a candidate has been selected for hire, etc. Applicant can see real-time status of their application for every vacancy from within their online account. Recruiter can view all positions applied for by applicant, both open and closed. Describe how a recruiter would access this information. Ability to automatically transfer applicant data to employee upon hire, including all demographic and talent profile data, such as education, competencies, skills, licenses, certifications, etc., without the need for rekeying. Provides online ability for manager to initiate an offer request. Ability to auto-generate an offer letter that can be customized to include information on employee benefits, job titles, rate of pay, start date, pre- employment instructions, etc. Allows for tracking offer results and counter offers. Provides for automation of the on boarding process specific to certain roles. Describe process and supporting functionality. Ability to track employee referrals. Ability to automate payout for employee referrals. Please describe integration to payroll for submission of these payouts. Ability to automate payouts for employee scholarships. Ability to automate payouts for sign-on bonuses. Ability to identify refunds owed by an employee for any hiring incentive paid should an employee terminate early or drops below the predetermined minimum FTE value. Ability to automatically reduce any final employee payments by the amount owed by an employee for scholarships or sign-on bonus refunds. Ability to track two-level referral source to capture detail on the source. System provides analysis for effectiveness of advertising methods, recruitment costs, and cost per hire. Supports user-defined categories for tracking requisition costs. Describe any limitations. Ability to post a requisition once and fill it many times System can identify the applicant pool for a job posting for a specified time period in order to respond to a grievance or 3rd party suit. UNM Hospitals RFP 148-09 Page 35 of 129 ERP Solutions
  36. 36. UNM Hospitals RFP ERP System Proposal Human Resources Recruiting FUNCTION RESPONSE System allows employees to run a report that compares the qualifications on their application to all jobs they qualify for. System allows employees to run a report that compares the qualifications on their application to a position they are interested in. System allows managers to run a report identifying all employees that meet the job requirements of a position they need to fill. UNM Hospitals RFP 148-09 Page 36 of 129 ERP Solutions
  37. 37. UNM Hospitals RFP ERP System Proposal Human Resources Employee Benefits Employee Benefits FUNCTION RESPONSE Benefits General Features and Functionality. • Benefits forecasting “What If” scenarios. • Electronic Benefit Participation Reporting (adds, changes, deletes). • COBRA Administration reporting interface with external vendor. • FSA Administration reporting interface with external vendor. • Demographics for Benefit Participation (married, domestic partner, student status, etc). • Employer and Employee retirement contribution tracking by plan. • 401a, 403b and 457b participation. • Employee Leave Management and Reporting. • Transfer of or Sell Back of Earned Leave. • Electronic Benefit Participation Reporting (adds, changes, deletes). • Employer and Employee benefit contribution tracking by plan. • Tuition Reimbursement. System allows for maintenance of an unlimited number of benefit areas, benefit options, tiers of coverage. If not, describe limits and why are they meaningful. Ability to manage full flexible benefits programs is provided. Base system provides complete new hire and open enrollment process through employee self-service. System supports multiple benefit providers and maintains employee and dependent data for all standard and user-defined benefit plans. System provides for a variety of coverage options for each plan, e.g. individual, individual & spouse, single parent and children, etc. System provides online benefit statements through employee self-service. System provides ability to reference benefit documents for employee self- service. The system has the ability to track multiple benefit accrual rates based primarily on benefit classification with the ability to modify rate based on other fields (job class, payroll group and department). System can administer benefits premium billing for employees on paid and unpaid leave. System maintains data for retirement plans including eligibility for employer contributions, eligible earnings, vesting, employee contribution percentages, and participation dates. System is able to process deduction refunds with applicable tax effects. System provides the ability to set deduction characteristics (pre-tax/post-tax, varying frequencies, etc.) with automatic appropriate calculations System automatically calculates: a. Benefit amount b. Benefit eligibility c. Waiting periods d. Employee Contribution UNM Hospitals RFP 148-09 Page 37 of 129 ERP Solutions

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