Program Metrics and KPI

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Program Metrics and KPIs
Presented by Ed Mosley Kaiser Permanente
April 28, 2011
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CWP Mission Statement

• Mission Our mission is to foster our individual
  members learning through the sharing of
  knowledge, best practices, experiences, lessons
  learned and by engaging with industry experts and
  thought leaders.
•  
• Purpose Our goals are to enhance the
  professional capabilities and skills of our
  individual members and to bring value to the
  overall contingent workforce management industry.
• Who we are CW Professionals is a Professional
  Association of contingent workforce and strategic
  sourcing professionals working in multiple
  industries.
  

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Governance

• Steering Committee Bay Area
• Mark Murphy Agilent Technologies (Hewlett
  Packard Spin-off)
• Wendy Barnard Charles Schwab
• Brandy Wiggins Nike
• Verdis Baldridge Gap Inc
• Ed Mosley Kaiser Permanente
• Greg Johnson Blue Shield of CA
• Steering Committee Houston
• Holly Olszewski BMC Software, Inc.
• Nandita Joshi Shell Global Solutions US Inc
• Heather Granzin Halliburton Energy Services,
  Inc.
• Michael Pruente Conoco Phillips  

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Agenda

• KP Program History and Stats
• ClickStaff Philosophy
• Program Governance
• Supplier Measurement
• Data Sources/Management
• MSP/VMS Measurement
• Enterprise Program Measurement

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KP Enterprise Program

• Founded in 1945, Oakland, CA-based, one of the
  nation's largest not-for-profit health plans with
  close to 9M members and 200,000 employees.
• Integrated healthcare company - coverage and care
  both provided by Kaiser with KP doctors and
  hospitals.
• Service California, Hawaii, Northwest, Colorado,
  Ohio, Georgia, and Mid-Atlantic Regions.
• Leader in Healthcare Technology including
  HealthConnect, the world's largest
  nongovernmental electronic health record system.
• Revenue over 45B.

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History of the Program

• Program began in KPIT in 2000 with Chimes.
• Managing the program in-house for the last 3
  years since the ECG bankruptcy.
• Recently outsourced ClickStaff Program to
  Bartech, a Minority-owned MSP.

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KP By the Numbers

• Kaiser spends 1.5B annually on external human
  services with 800M of that in staff
  augmentation.
• Currently, two separate programs are used to
  manage 400M of the CW spend
• ClickStaff Program - IT, Admin-Clerical,
  Marketing, Business Professionals, Payroll
  (VMS/MSP Hybrid)
• AMN Program - Nursing and related clinical
  skillsets (VOP)
• Both utilize Fieldglass as their Vendor
  Management System.
• ClickStaff VMS is heavily integrated with KP HR,
  Financial, Approval, and Project Planning
  systems.

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Program Philosophy

• Program philosophy based on collaborative,
  high-touch model with 3-way partnership between
  all Program stakeholders the suppliers, the
  hiring managers, and Procurement Supply.

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Program Philosophy

• Large on-site team manages transactional
  processes, supplier performance, and supplier
  payment.
• Suppliers encouraged to communicate and build
  relationships with the Program and hiring
  managers to foster enhanced engagement and
  performance for all stakeholders.
• Supplier Program Roundtables
• Supplier Program Meet and Greets

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Q A
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Program Governance
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Supplier Tiering

• General Technology Program
• Tier 1 11
• Tier 2 9
• IT Niches
• Health IT Tier 1 4
• BI DW Tier 1 2
• Workstation Refresh Tier 1 3
• Security and Compliance Tier 1 3
• Admin/Clerical
• Tier 1 18
• California 5
• ROC 13

• Marketing
• Tier 1 1
• Tier 2 5
• BPC
• Tier 1 9
• Tier 2 5
• BPC Niche - HIM Coding
• Tier 1 13
• Payroll Services
• Tier 1 1

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Program Measurement of the Suppliers

• Supplier performance tracked monthly per
  requisition 1. fulfillment, sourcing, and
  candidate quality.
• Supplier fulfillment performance metrics
  documented in quarterly scorecard in addition to
  2. account management collaboration and
  compliance with rules of engagement 3. rate
  compliance and competitiveness and 4. accuracy
  and completeness of time entry, invoicing
  adjustments, and compliance documentation.
• Quarterly scorecards, measured against Supplier
  SLAs, are reviewed with suppliers in face-to-face
  meetings.
• Performance Improvement Plans are implemented, as
  required, to bring performance within SLA terms.
• Bi-weekly meetings
• Supplier summits are held bi-monthly by the
  Program to facilitate communication and
  relationship building. Annual awards are given to
  suppliers based on scorecard performance.  

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Key Topics for Discussion

• How do you get the data?
• What form does the data come in?
• How much data manipulation is involved?
• How long did it take to develop the data elements
  and the data process?

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Q A
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Program Measurement of the MSP/VMS

• Responsible for the supplier adoption process.
• Provides timely issue resolution for suppliers by
  acting as liaison with KP and Program Management
  Office.
• Ensures Supplier compliance throughout the
  Program.
• Responsible for auditing the Supply Base for
  accuracy and compliance.
• Provides a single point of contact for Program
  communication reducing costs and increasing
  opportunity.
• Provides history of procurement activities and
  performance reporting to better assess quality
  and effectiveness.

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KP Program Measurement

• An annual Executive Review is held with Bartech,
  AMN, and Fieldglass, again with KP driving the
  Review.
• This Review is held with the Program's Executive
  Sponsors.
• Program performance is monitored in a monthly
  internal Dashboard with Bartech - measuring
  performance against basically the same metrics as
  the suppliers with MSP's performance as well.
  These reviews are held with the Program's owners.
• HR/Procurement/Legal/IT
• Quarterly Program performance is measured with
  Quarterly Business Reviews with Bartech, AMN, and
  Fieldglass.
• QBRs incorporate the monthly Dashboard data as
  well as stakeholder survey data results.
• QBRs are collaborative between Kaiser and the
  Suppliers but Kaiser drives the QBRs, not the
  Supplier.
• Reviews are held with the Program owners and
  mid-level stakeholders.

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Program Governance
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Q A