Addendum 1 to the RFP MW

Transcription

1 1. Section II Resources/team a. Could UCD provide any additional insight related to the resource bullet hire up to four (4) individuals? i. To clarify, does the number four (4) include or exclude the lead role i.e. (1 lead + 4 SME)? Answer: Would be a total of 4 individuals 1 lead and 3 SME s ii. Could you describe the current LIS environment and the general level of stability today, i.e. general sense of volume of users, general support tickets, on-calls tickets etc.? Answer: Currently the LIS is a Meditech stand alone LIS including Blood Bank, Lab, Microbiology and Pathology Modules with a modified ADT (submerged admissions). We have interfaces to EPIC for charges, orders and results. We have an interface to Cal Redie for Public Health reporting. There are bi-directional NMI interfaces to ARUP, and the UC Consorsium. The LIS staff is currently made up of 4 FTE, having just lost our 5 th member to retirement. We maintain 2 physical lab sites approximately 3 miles from each other. The core lab includes 2 automation lines and currently we have approximately 30 instrument interfaces throughout the system. There are probably about 500 users as most of the hospital staff use EMR for ordering and receiving results. We get requests for test changes, periodic instrument interfaces, NMI interface errors on any of the above, access requests, removal of users as they leave, new Outreach client additions, ARUP changes to name a few. On-call after hours may be about 3-5 calls a week. They may include Password resets (majority), ADT issues, questions, etc. Our Meditech Magic system is at version 5.66 and is very stable. Normal downtime averages about 1 hour/year unless there is an upgrade. iii. Any information on plans for the current LIS team/resources schedule and/or availability for transition? Answer: Two of the LIS staff will be available for support and knowledge transfer through December 2015 and another two staff members will be available for knowledge transfer through September b. Onsite/Offsite Could UCD clarify if it has a minimum/desired expectation for some portion of the resources/team to be onsite vs. off site? Answer: The expectation would be for team to be onsite during normal business hours and provide after hours support remotely. 2. Section II Processes a. Can we anticipate that UCD will implement a moratorium on Legacy systems, including LIS services during this engagement, i.e. sometime prior to the cut over? Answer: Yes. 1

2 b. Does UCD have an existing LIS new request process and/or governance process that will be expected to be followed (prioritize, plan, test, implement etc.)? Answer: Yes. 3. Section II Projects/Expansion a. Aside from the enhancements/projects list provided, does UCD anticipate any LIS growth/expansion, e.g. sites, outreach, users during this time frame? Would such projects be considered out of scope for this team? Answer: Outreach and new departments are ongoing. Build would be required in legacy system and would be in scope for this team. b. Regarding NPR/Report requests, could UCD elaborate on the expectations of the LIS core team vs. supplemental resource(s)? Answer: Will need someone familiar with NPR reporting that could run some reports that currently exist. Additionally they would need to have the capability to adjust exiting reports should something be modified in the system that would require a report to change. 4. Attachment I Tier 1 Section 2 - General a. Would it be appropriate to assume that UCD s existing internal Help Desk will continue to handle all Tier 1 requests, including call logging/triage for such LIS services? Answer: The LIS staff are the current Help Desk. There is a phone number each of us can answer and whoever is available answers and fixes the problem. After hours, there is no Help Desk, the on-call person handles all problems during that time. LIS staff handles anything having to do with the Meditech Application. b. What are the expectations of LIS team from the UCD existing internal Help Desk to handle related infrastructure/tech service or device replacement etc. onsite? Answer: The two available LIS Staff will be able to handle all Meditech related issues until September. They will then move to the BEAKER team to begin the build of BEAKER (the LIS replacement.) The remaining 2 LIS staff will be available to handle Meditech issues until Dec. They will be retiring at the end of Dec. Hardware replacement (printers workstations, etc.) are handled by our Hospital IT department. Setup in Meditech of printers and workstations is done by LIS Staff. 5. How big is the lab? Answer: Meditech is used by the Core Lab in Pavilion which includes Chemistry/Urinalysis, Hematology/Coagulation and Blood Bank. There is an automation line for Chemistry and another automation line for Hematology/Coag. These are all on the second floor of the Pavilion. There is a Blood Gas Lab on the 5th floor of the Davis Tower that runs their results and billing through Meditech and another small Blood Gas Lab in the OR that does the same thing (3rd floor of the Pavilion). We have a small lab in the Cancer Center, across the street from the Pavilion Building that runs CBC s and differentials. The room next to that holds our 2

3 Progenitor Lab. There is a Pathology Building right next to the Pavilion that houses Anatomic and Surgical Pathology as well as Cytology. Three miles from the Hospital is the Specialty Testing Center (STC). That building houses the LIS offices, QA Manager, Education Office as well as the Molecular, Microbiology, Special Chem, Toxicology, and Immunology departments. We have 4 phlebotomy sites in clinics on the Hospital campus and approximately 10 phlebotomy sites scattered throughout the Sacramento area. The lab has about 30 instruments interfaced, most in the Lab module, with 1 each in Microbiology and Blood Bank. They are all directly interfaced with Meditech, except for 1 instrument in Molecular that is interfaced through Data Innovations then into Meditech. 6. How many lab techs do you currently have? Answer: 198 (Licensed including CLS, Respiratory Therapists, Histotechs and Cytotechs), 134 lab assistant group (phlebotomists, Lab assistants), 17 OR Techs, 35 Faculty, 23 residents, 13 Derm Path staff, 50 users with Inquiry only, 10 IT other than LIS staff 7. Is this only the IT and management components? Answer: Above includes breakdown 8. Which lab modules do they have in Meditech? Answer: Pathology, Laboratory, Microbiology, Blood Bank, NMI, Submerged Admissions, OPS, PCI, Outreach 9. When are you anticipating conversion to start? Answer: Meditech will probably be the vendor who will be converting the data for UCDHS and there is a definite structure in place. With current project timeline we expect conversion activities to begin in Fall of Have decisions been made as to what data will convert as discrete data and what will be reports? Answer: Not fully defined yet Sun-setting questions: How far back does the data go? Answer: Approximately 1988, we have about 10 years of data LIVE and the rest is archived to the Sphinx What is the plan for storage and archiving? Answer: Still in progress 11. Are there existing project activities and a backlog of issues to be addressed which these roles would need to immediately assume? Answer: LIS always has projects, but expectation is for them to be completed or transitioned to the consultants before all legacy staff are gone. There are some possible projects in the works, but still in the planning stages. 12. Is there an already known list of Department of Pathology departmental initiatives to be supported during the system migration, or are those issues yet to be determined? 3

4 Answer: a. List of known initiatives was provided in the RFP. Here is the detailed list again for easy reference: Oversee and assist with completion of the following LIS enhancements/projects to be completed prior to go live of Beaker i. Public Health Interface support ( if all setup and testing is successful, go live 6/2/15 ii. Data Innovation interface to analyzers support (initial start July 2015) iii. Upcoming LIS-BB RFP scoring (July 2015) iv. EMR upgrade to Epic 2014(8/23/15) - LIS to provide support for test validation with respect to Lab orders. v. ICD-10 test validation prior to Oct 2015 vi. CAP & AABB 2016 inspection (Fall 2016): this will include bi-annual calculation/interface/report validation, SOP review/update/med Director annual sign off vii. UCDMC EMR hosting with Fremont-Rideout Hospital viii. Possible LIS Hardware refresh ix. LIS Semi-Annual server reboot- requires LIS downtime 13. Have the project plans for the list of LIS enhancements/projects to be completed prior to go live of Beaker already been developed in tandem with other departments or are those yet to be created? Answer: Yes for some and others are still in analysis phases please see list below with details. a. Public Health Interface support ( if all setup and testing is successful, go live 6/2/15 - Answer: Live for current state, needs maintenance for new tests added, changes, etc. i. Data Innovation interface to analyzers support (initial start July 2015) Answer: Project being run by IT team with LIS support. ii. Upcoming LIS-BB RFP scoring (July 2015) Answer: Vendor for new BBK system has not been selected yet would require LIS involvement. iii. EMR upgrade to Epic 2014(8/23/15) - LIS to provide support for test validation with respect to Lab orders. Answer: Currently in progress should be done by Sept iv. ICD-10 test validation prior to Oct 2015 Answer: Project almost completed, LIS needed just for support and maintenance v. CAP & AABB 2016 inspection (Fall 2016): this will include bi-annual calculation/interface/report validation, SOP review/update/med Director annual sign off vi. UCDMC EMR hosting with Fremont-Rideout Hospital Answer: Still in analysis phase discussions with multiple departments nothing finalized yet vii. Possible LIS Hardware refresh Answer: Project being run by IT team with LIS support. viii. LIS Semi-Annual server reboot- requires LIS downtime 14. Are existing 24/7 service level s defined and are there any service level penalties that would be assumed, or which need to be managed to contain risk? 4

5 Answer: Someone on the LIS staff is available 24 hrs a day. Most problems are handled via a VPN connection, but emergencies require ability to be at the hospital within minutes. (Crash, major problem that cannot be fixed via VPN) The latter has been rare over the last few years, but has happened. 15. Is the current MEDITECH system on the most recent upgrades/patch fixes or is there a backlog pending? Answer: Yes, the system is on the most recent upgrade. Our Meditech Magic system is at version 5.66 and is very stable. Normal downtime averages about 1 hour/year unless there is an upgrade. 16. Is there a backlog of NPR Report Writing requests that are yet to be addressed or would this primary be a requirement just to support the conversion/migration of the system? Answer: NPR reports would support conversion and migration. There are no current requests for new reports. 17. Are there any legacy programs or designs previously used for conversion/migration or archiving of data which could be leveraged, or would these need to be developed from scratch? Answer: Probably Meditech would be requested to do the conversion of data, both current and archived. NPR reporting should only be needed to pull data in support of the new LAB/AP/Blood Bank builds. 18. Will there be a handoff period for knowledge transfer of issues or project status from current staff engaged in these support activities as the new service team transitions in? Answer: Yes. 19. Section I Introduction states the Location of the Specialty Testing Center. Is the expectation that all support during regular business hours is provided by staff onsite at this location, or would it be possible to provide some of the support from a remote location not onsite? Answer: Support during normal business hours would be onsite at Specialty Testing Center. On call individual would be responsible for after-hours support which could be offsite. 20. For support provided outside regular business hours (i.e. 24/7 on call support) can that support be provided from a remote location? Answer: Yes. 21. Providing pricing on a not to exceed vs. time and materials basis requires a number of assumptions not addressed in the RFP. Is UCDMC expecting a not to exceed price proposal? Answer: a. We are not asking for not to exceed pricing. Below please find the cost proposal requirements for the RFP: b. The Bidder must include definitive information regarding the payment schedule, to include the following: 1. A detailed cost proposal outlining total cost for approximate duration of a twoyear engagement, including: c. Consultant fees, all inclusive hourly rate of employees, onsite and offsite, number of hours for specified employees assigned to this project. d. Approximate Rates beyond 2 years to assist in the completion of sunset activities 5

6 2. A description of additional charges if any for any extra services. e. If a Bidder s fee proposal is not clear to the evaluation committee, fails to address any of the points (1-2) above or does not distinguish Phase 1 and 2 total costs, the proposal will be considered non-responsive and the proposal will be disqualified from further consideration. 22. What is the expectation of onsite vs. offsite hours for the team over the two year project lifecycle? (It is understood onsite is expected to be 8:00am 5:00pm pst Monday through Friday. All other hours therefore would be under the 24/7 provision) Answer: All other hours are covered by someone on call. 23. Can UCDMC provide history and/or estimation of the number of off hours (24/7) support requirements in order for us to make an estimation of the hours and cost for such support? Answer: Currently the LIS staff pull call for a week at a time all hours outside of 8:00am 5:00pm pst Monday through Friday including holidays and weekends. 6