2-InGenesis, Inc. - BPM006391_Financial Questionnaire_Method_of_Approach.pdf

State of Arizona

RFP Title: Registry Staffing for the

Arizona State Hospital

RFP# BPM006391

Financial Questionnaire

Method of Approach

Due Date: March 10, 2025, 3:00PM (AZ local time)

Submit To:

Karen D. Ingram, Procurement Officer

Arizona Department of Health Services

E: Karen.Ingram@azdhs.gov

Phone: (602) 463-1603

Submitted By:

Dr. Veronica Muzquiz Edwards

18756 Stone Oak Parkway, Ste. 200

San Antonio, TX 78258

O. 210-366-0033

E. edwardsv@ingenesis.com

Where permitted by law, this proposal or quotation includes data that shall not be disclosed outside the intended party and shall not be duplicated, used, or disclosed–in whole or in part–for any purpose other than to evaluate this proposal or quotation. If, however, a contract is awarded to this offeror or quoter as a result of–or in connection with–the submission of this data, the intended party shall have the right to duplicate, use, or disclose the data to the extent provided in the resulting contract. The data subject to this restriction are contained in all sheets herein.

mailto:Karen.Ingram@azdhs.gov mailto:edwardsv@ingenesis.com

Registry Staffing for the Arizona State Hospital

RFP# BPM006391

Due Date: March 10, 2025, at 3:00 PM

InGenesis, Inc. Method of Approach i

Proprietary and Confidential

Table of Contents

1. Method of Approach

1.1.1. Effective Communication

1.1.2. Expert Implementation Process

1.1.3. Continuous Recruitment Methodology

1.1.4. Comprehensive Candidate Screening and Credentialing

1.1.5. Orientation and Training

1.1.6. Efficient Order Fulfillment

1.1.7. Quality Assurance

RFP# BPM006391

Due Date: March 10, 2025, at 3:00 PM

InGenesis, Inc. Method of Approach 1

1. Method of Approach

1.1.1. Effective Communication

Informed by 27 years as a top healthcare staffing company, InGenesis knows that effective communication is the cornerstone of a successful client relationship. Clear and open communication ensures that we fully understand Arizona State Hospital’s requirements, preferences, and expectations.

This helps InGenesis source BHT and RN candidates who are the best fit for Arizona State Hospital’s needs, ensuring a more successful placement. We also understand that consistent and transparent communication builds trust between Arizona State Hospital and InGenesis. When both parties feel heard and informed, it fosters a stronger partnership and a higher level of mutual respect. Also, open lines of communication allow for continuous feedback and improvement, which is why InGenesis performs quarterly customer satisfaction surveys.

InGenesis is committed to offering a customer service approach based on providing quality services and collaborative customer service support. InGenesis’ assigned PM and shared services departments will promote a cooperative relationship with the Hospital’s management to ensure customer support and continuous improvement.

Our PM will foster open communication with Hospital management by utilizing different communication methods, such as email, telephone calls and in-person meetings. If contract or worker issues are communicated, the PM will work with the Hospital and our shared services departments to resolve the concern. While the PM is the point of contact, and may have the authority to resolve the issue, some issues may need the assistance of other departments or require escalation to program sponsors.

The Hospital will be provided with the contact information for the contract’s assigned program manager, which includes a client-designated email address. All contract management staff assigned to the contract are on the distribution list, limiting disruptions in service due to vacation time or paid time off (PTO).

InGenesis also offers toll-free telephone assistance to address concerns during core InGenesis business hours of Monday-Friday, 8:00 AM – 5:00 PM CST. Furthermore, the Hospital will receive extended business and/or technical support from our PM via a dedicated toll-free, 24/7 after-hours telephone hotline. This allows prompt answers to service or performance concerns whenever they may arise.

Status Meetings: InGenesis’ implementation team and the contract management team will stay in constant contact, both formally and informally, with the Hospital throughout the implementation. Status reports and status meetings are used to provide updates on deliverables, work products, milestones, issues, and risks. Reports are typically published weekly, and status meetings are held weekly or more often as determined by the needs of the Hospital.

Reporting: The PM and program management staff perform continuous metrics tracking and reporting to identify performance deficiencies before our quality of service falls below acceptable standards. Our PM relies on data obtained from these automated, standardized reports – including fill rate, retention, time-to-fill, screening accuracy, and spend analysis reports – to manage overall contract performance (). The

InGenesis system can be customized to include any metric the Hospital may need. We review the metric reports to reveal any irregularities in contract performance, so we can take immediate, responsive action.

The Hospital can also request that our PM publish these metrics reports at any time during this contract.

For the standard reports listed below, turnaround time is normally less than two business days. InGenesis agrees to submit weekly invoices to the Hospital Business Office, and assures the Hospital we shall maintain security over all records, reports and related material and shall release such information only in a manner authorized by the Department (§6.1-6.2, 8.1).

Quarterly Business Reviews (QBRs): It is our company practice to conduct Quarterly Business

Reviews with our clients to further ensure open communication and transparency into contract activity.

InGenesis utilizes QBRs, service level agreements (SLAs), key performance indicators (KPIs), and survey results to identify continuous improvement measures. Our program management team conducts quarterly assessments of the people, process, technology, productivity levels, performance, and experience. The

RFP# BPM006391

Due Date: March 10, 2025, at 3:00 PM

InGenesis, Inc. Method of Approach 2 quarterly assessment then allows the team to focus on the program’s governance structure, order fulfillment process, contingent worker management, financial management, customer service, subcontractor relationships, compliance, and improvements to identify areas for continuous improvement.

Report Metrics Tracked Process & Purpose

Screening and Credentialing Reports

Percentage of candidate packets submitted 100% complete; number of days to process packets; number of candidates vetted;

number of candidates who were qualified

Reports by labor category, employee, and credentialing specialist to detect inefficiencies and/or errors

Employee Satisfaction Report

Monitors employee satisfaction with compensation, benefits, service, response, and other issues assessed during performance appraisals/exit interviews

Seeks employee feedback, shares results during monthly review, and improves services

Fill Rate Report

Reveals unfilled positions and delays;

acceptable rate defined by the procuring agency; average time to fill

Consolidates recruiter data and submits to PM, who sends to the procuring agency representative.

HR Reports Number and percentage of resignations, terminations; employee compliments and/or complaints tracked

HR director maintains record and reports updates; discusses and implements improvements as needed

Onboarding Reports

Percent of personnel who complete orientation and training; percent of personnel starting on time number of placements;

Updates PM on progress of employee on-boarding actions to ensure on-time start

Optimization/ Other Reports

Quality Control Plan monitors progress toward meeting performance requirements by functional areas to optimize practices and procedures

Revise policies as needed to ensure full compliance

Reconciliation Analyzes fill rate, HR, credentialing, and recruiting reports to detect problems at the employee level (unscheduled absences, attendance issues), staffing request level (unfunded overtime), or corporate level (deficiencies requiring SOP, staff, or operational changes)

Detailed review highlights recruiting and placement problems, communication issues, credentialing delays, problems with vacancies, turnover, performance, overtime, and leaves of absence, etc.

Surveys Web-based client and employee satisfaction surveys to reveal issues/improve performance

PM surveys procuring agency and performs employee surveys

Turnover Rate Report

Number of times a different employee provided for same requirement; number of extensions awarded to each placed candidate; number of candidates not finishing assignment

Reveals systemic problems and areas needing improvement

Utilization Report

Cancellation and backfill reports, resignations, and terminations

Reveals underutilization and detects barriers to 100% fill rate

Figure 1: Reporting Examples

1.1.2. Expert Implementation Process

The InGenesis implementation methodology adheres to the Project Management Institute’s (PMI’s) global standard for project management. The contract schedule has five distinct phases: initiation, planning, execution, monitor and control, and close out. Throughout the transition period, InGenesis’ implementation director and supporting program management office (PMO) carry out monitoring and control functions to ensure the transition timeframe does not get delayed and the change management is successful.

RFP# BPM006391

Due Date: March 10, 2025, at 3:00 PM

InGenesis, Inc. Method of Approach 3

Each of the five steps is carefully planned and tracked within a formal project plan, which is developed and mutually approved during the plan phase of implementation (Figure 2). The final implementation plan will be validated to ensure optimal approach, efficient use of resources, and program adoption. The implementation strategy is standardized for efficiency, but it is easily modified to streamline the implementation process. We eliminate unnecessary steps after thorough discovery of existing technology and current practices.

Initiation • Execute agreements

• Kickoff project

• Define roles and responsibilities

• Perform organizational and risk assessments

• Confirm project scope

• Review roster of pre-screened candidates ready for immediate deployment

Planning • Conduct program planning meetings with program management, client stakeholders, SMEs, and consultants

• Identify, define, and finalize technology and business process requirements

• Plan data migration

• Create and approve deployment plan

• Create plan for current contractors to transition out by 9/30/24

• Customize change management plan, identify stakeholders

Execution • Change leadership, execute developed communications

• Data collection, workshops, cleansing and loading

• Training

• Supplier onboarding

• Go live

Monitor and control

• Change request management

• Monitor change acceptance

• Performance reporting

• Program plan updates

• Track and monitor compliance

Closeout • Final transition to services

• Conduct client and supplier surveys

• Complete lessons learned

• Finalize strategic roadmap and continuous improvement plan

Figure 2: Implementation Plan Phases

During contract implementation, the implementation manager and program management staff will work with the Hospital to document the SOW requirements. We upload all requirements in our human resource management tool’s compliance module prior to fulfilling requisitions. When we fulfill a requisition, we can verify that we performed an initial screening by providing supporting documentation.

InGenesis understands that staffing issues can arise at any time. Business continuity and quality of service are important to our customers and InGenesis has developed a 24/7/365 solution to address off-hour and emergency requests.

1.1.3. Continuous Recruitment Methodology

InGenesis utilizes a continuous recruitment methodology to source, recruit, screen, place, and retain qualified workers. The continuous recruitment methodology sources candidates that meet or exceed position description requirements, which will enable us to provide the Hospital with qualified candidates on Day 1. The continuous recruitment methodology means InGenesis continues to recruit and screen candidates in commonly filled and high-demand labor categories to build a ready-to-deploy talent pool for new vacancies and to backfill positions. Applying this methodology, we have already built a pool of pre-

RFP# BPM006391

Due Date: March 10, 2025, at 3:00 PM

InGenesis, Inc. Method of Approach 4 qualified behavioral health professionals ideally suited to work in the Hospital and fulfill the requirements outlined in this RFP, which means InGenesis has a ready pool of BHTs to continuously support the needs of the Hospital seven (7) days a week for all shifts at the level of twenty (20) or more BHTs at any given moment; including weekends (§5.6). InGenesis will closely monitor the Hospital’s daily forecast of contractor needs to ensure that we have ready-to-deploy candidates poised in advance of requisitions

(§5.12).

Figure 3: Continuous Recruitment Methodology outlines our continuous recruitment approach.

Figure 3: Continuous Recruitment Methodology

1.1.3.1. Ready-to-deploy Behavioral Health Practitioners

InGenesis has a deep roster of behavioral health practitioners, including Behavioral Health Technicians

(BHT) and RNs in our talent pools and we have already identified pre-screened employees who are ready to deploy immediately. Perhaps most significant is the fact that our candidates possess psychosocial and neurobiological expertise. We understand that providing care to individuals living with mental health conditions requires compassion, sensitivity, and exceptional communication and relationship-building skills. We will seek out medical professionals who are passionate about working in behavioral.

Our experience supporting state governments with temporary employment services results in high fill rates and quality services. InGenesis possesses the capabilities, knowledge, and resources necessary to deliver licensed practitioners specializing in Behavioral Health for open positions at the Hospital.

Additionally, we will designate and certify at least one (1) employee as a Crisis Prevention Institute (CPI)

Non-Violent Crisis Intervention (NVCI) with Advanced Physical Skills Trainer. This individual will then train new registry staff as they are sourced to ensure they obtain a valid “CPI Blue Card” (§4.8.1).

1.1.3.2. Recruitment Channels

InGenesis’ chief talent officer (CTO) and director of talent acquisitions are responsible for leading the development of the sourcing strategy. The Business Intelligence Department provides talent acquisition leadership with market research data, including benchmarking and talent landscaping. This information is used to develop sourcing strategies, talent pool development, and talent need planning. Talent acquisition

RFP# BPM006391

Due Date: March 10, 2025, at 3:00 PM

InGenesis, Inc. Method of Approach 5 specialists are informed of the plans during contract transition. The plans are updated continuously based on key performance indicators (KPIs) and contract performance metrics. Executives use real-time dashboard reporting to monitor sourcing, screening, and fulfillment timeframes.

Common recruitment channels include identifying existing candidates in our applicant tracking system, mega and niche job boards, social media campaigns, job fairs, candidate referrals, professional organizations, academic institutions, the company website, and cold calls. Sample channels are shown in Figure 8.

1.1.4. Comprehensive Candidate Screening and Credentialing

InGenesis will ensure that candidates are physically fit and capable of providing physical interventions, as needed, as well as having the capacity to respond to behavioral and medical emergency situations, ensuring the safety of clients, staff, and community. We understand that the Arizona Community

Protection and Treatment Center (ACPTC) program provides for a secure treatment environment for sexually violent persons (residents) at the Hospital (located at 2500 East Van Buren Street, Phoenix, Arizona 85008) who have been determined to have a mental disorder and need to be committed to protect the health and safety of others in the community (§1.1-1.4). We will target candidates with an understanding of the clinical practice guidelines of the American Psychiatric Association (APA) and its best practices for handling violent patients, including seclusion or restraint, and performing violence risk assessments.

1.1.4.1. Candidate Screening

During implementation, InGenesis’ Implementation Team will confirm the contract position descriptions to create standardized position templates. The PM will obtain any position description modifications when confirming the request. The talent acquisition specialists and credentialing specialists then use the auto generated compliance checklist to track and confirm if a candidate meets position requirements.

Supporting documentation, such as requisite qualifications identified in Exhibit One (1) of this Contract, resumes, licenses, and certifications are stored in our system under the candidate’s profile (§5.1). The information can be readily provided for audit purposes.

Our staff screens candidates for potential “red flags,” including gaps in employment, short lengths of service, and frequent job changes. This allows us to present the Hospital with candidates who have a stable work history. Pre-employment screening includes but is not limited to, the screenings identified in

Figure 5. InGenesis agrees to submit complete candidate profiles, clearly detailing and substantiating the requisite qualifications outlined in Exhibit One (1) of this Contract, to the Hospital for review and evaluate within two (2) business days to determine if the individual’s knowledge, skills, experience, and abilities would make them suitable for registry placement at the Hospital (§5.2-5.2.1, 5.9). InGenesis agrees to document the Hospital’s “Do Not Return” candidates list and ensure the identified candidates are removed from the candidate pool designated for the Hospital (§5.10-5.10.2).

Figure 4: Sample Recruitment Channels

RFP# BPM006391

Due Date: March 10, 2025, at 3:00 PM

InGenesis, Inc. Method of Approach 6

Standard Candidate Screening + Custom Requirements of Arizona State Hospital

• Ability to work the full duration of assignment

• Interest in the position

• Work experience

• Eligibility to work in the U.S.

• Prime source verification of licensenses/certifications

• Background checks

• Pre-interviews

• Required immunizations

• TB screening (§5.2.6)

• Skills testing

• Office of Inspector General (OIG) Exclusion Program List of Excluded Individuals / Entities (LEIE)

• Number of collaborative agreements (if applicable)

• Evidence of a valid “CPI Blue Card” (§5.2.3)

• CPR card meeting the American Heart Association standards (§5.2.2)

• Level 1 Fingerprint Clearance Card issued by the State of Arizona, Department of Public Safety (DPS) (§5.2.5)

• High school diploma, Graduate Equivalency Degree (GED), or a higher level of educational attainment as required by the position (§5.2.4)

Figure 5: Candidate Screening Criteria

1.1.4.2. Credentialing

InGenesis performs prime source verification (PSV) on licenses, certifications, education and previous employment. PSV is the verification of a worker’s credentials directly with the original source issuing the credentials. Our credentialing specialists obtain a Release of Information form from the worker, then verify licensure, certification and/or registration required to practice a profession (§3.2). Our credentialing specialists obtain verification from state licensing boards in compliance with Joint Commission standards.

At any time, if the credentialing specialist finds adverse or suspicious information, he/she immediately notifies the PM and the talent acquisitions director to determine whether the information disqualifies the applicant from further consideration for the position and whether alternate candidates should be sought.

InGenesis agrees to monitor and ensure their registry staff maintains current, valid, CPI, CPR, TB and

Fingerprint certification and/or clearance throughout their period of assignment at the Hospital, and provide evidence of this to the Hospital within two (2) hours of a request (§5.3). Additionally, we will immediately notify the Hospital when any certifications or clearances have lapsed, expired or been otherwise revoked, for a registry staff employee (§5.4). In fact, it is policy for InGenesis’ Shared Services team to conduct on-going credential management. The department begins to distribute notifications to medical professionals 90 days prior expiration. As the expiration date nears with no updates, notifications escalate from emails to phone calls. Once received, we upload updated certificates into the system.

Medical professionals with expired credentials cannot be scheduled to work. In the rare case that professional credentials lapse, the PM will notify the Hospital regarding a potential suspension for noncompliance and coordinate a backup medical professional to ensure continuity of care.

1.1.5. Orientation and Training

We engage all new hires in a comprehensive orientation and provide personalized guidance to each employee and we will ensure that our orientation and training adheres to the requirements outlined in the

RFP, that the content is aligned with that of the orientation session provided by the Hospital, and that we communicate orientation and work shift assignments to workers (§5.5, 5.11-5.11.2). The orientation and training program streamlines the onboarding process, so all new-hire staff have the training and preparation required to begin work by their determined start date. Our proven new-hire orientation process maintains a quality workforce, helps mitigate performance errors, reduces workplace disruptions, and lowers turnover, all of which will result in cost savings to the Hospital. We provide the following information (Figure 6: InGenesis Onboarding) to new-hire temporary staff during our comprehensive new-hire orientation. Additional Arizona State Hospital-specific requirements can be included in the orientation process at no additional cost to the Hospital.

RFP# BPM006391

Due Date: March 10, 2025, at 3:00 PM

InGenesis, Inc. Method of Approach 7

InGenesis Onboarding

Corporate Orientation Verbal, electronic and/or hard copy information and internet link(s) provided to the workers.

InGenesis Employee

Handbook

Outlines company policies for workplace safety and security, universal precaution guidelines, prohibited conduct, and payroll procedures. All temporary workers must submit a signed attestation that they understand and will abide by all policies and procedures discussed in the handbook.

Introduction to the

State of Arizona

Hospital

• Provide the medical professional with background information on Arizona State Hospital.

• Provide start date, duration, site location information, shift hours, contact at Hospital, timekeeping, drug testing, and sign in/out instructions (§4.2.4-4.3.2, 4.9, 4.11).

• Provide instruction and explanation of consequences of “Late Calls” (§4.5-4.5.3)

Work Hours • Provide information on the policies for work hours, lunch breaks, break periods and paid time off (§4.4, 4.6, 4.16-4.23).

Applicable Client

Policies

Training in standard business conduct, policies, and ethics.

Parking, uniform, signing in and out, non-smoking policies, I.D.

requirements, operating equipment, communication requirements, document requirements, and other applicable policies.

Statement of Work

Training on position requirements, work site expectations, performance standards, and consequences of not maintaining these standards

Patient-Centered

Staffing

Temporary medical workers are trained on ISO patient-centered staffing topics, such as patient diversity, handling patient complaints, and Joint Commission National Patient Safety Goals

(§4.13-4.14).

Workplace Safety

Training

• Orientation on InGenesis employment policies

• Overview of general safety, fire prevention and health and immunization requirements of the contract

• Notification of onsite safety training

• Training and testing on Occupational Safety and Health Administration (OSHA), Health Insurance Portability and Accountability Act (HIPAA) and state-level requirements

Signed Attestation

• Workers who undergo new-hire orientation training must confirm by signed attestation that they have completed and understood corporate orientation and training via electronic signature over a secured internet connection, email with attachment of scanned signed acknowledgement, or fax of signed acknowledgement.

Figure 6: InGenesis Onboarding

1.1.6. Efficient Order Fulfillment

InGenesis’ order requisition workflow is a thorough process used to capture requisition requirements, recruit, screen, onboarding and provide on-going customer support. InGenesis utilizes a proprietary

RFP# BPM006391

Due Date: March 10, 2025, at 3:00 PM

InGenesis, Inc. Method of Approach 8 automated system to track progress in the order fulfillment lifecycle. The system provides visibility, allowing InGenesis to identify issues and monitor the performance of the talent acquisition specialists

(TAS). The overview of the requisition workflow is available in Figure 8

InGenesis uses approximately 50 TASs with 18+ of years of experience in healthcare staffing. We hold regular meetings for our recruiting staff and monitor recruiter performance to foster an environment of accountability, while encouraging quick and accurate performance and identifying potential sources for delay and error. As an active member of Staffing Industry Analysts, we look to integrate industry leading best practices into TAS enrichment workshops that will ensure the appropriate approach is taken when qualifying BHT and RN candidates for the critical positions the Hospital needs to fill.

The InGenesis Business Intelligence team has employees dedicated to compliance monitoring and specialize in HR contracting laws and regulations. Additionally, they are well versed in federal, state, and local government regulations, such as those defined by the state of Arizona. Our compliance strategy is to utilize our proven processes, which are compliant with all regulations and standards including, but not limited to: OSHA, Department of Labor, EEOC, and FLSA.

The detailed Staffing Work Plan is provided in Figure 7: Staffing Work Plan Process.

Staffing Work Plan Process

Requisition Order

Received

A staffing request is issued to InGenesis. The Program Manager

(PM) confirms quote requirements with the hiring manager and enters the information into our automated system.

Candidate Sourcing and Selection

Using our automated system, the PM distributes the open requisition to an assigned recruiter. The recruiter reviews position requirements and reviews the pre-screened candidate pool. If a pre-screened candidate is not available, recruiters begin to source candidates based on the statement of work. The TAS interview and conduct skills tests to confirm a candidate’s qualifications. Potential candidates are submitted to the PM for review.

Candidate Presented to the Hospital

PM submits qualified candidate to the Hospital representative. If requested, a resume and any assessment test results may be submitted, or an interview may be scheduled at InGenesis’ expense.

If the hiring manager would like to move forward with the candidate, they may notify the PM via email or telephone.

Candidate

Approved/Declined

Once the hiring manager approves the candidate, the PM notifies the candidate via phone and email. PM also arranges for the new hire to take part in InGenesis’ New-Hire Orientation.

Candidate

Onboarded

PM ensures that the candidate completes onboarding, any necessary background checks, and screenings, and required skills testing or assessments. PM submits all appropriate onboarding documents, including payroll forms, onboarding documents, and the

Acknowledgement and Attestation that employee understands the

InGenesis Employee Handbook - including termination clauses - and agrees to abide by InGenesis policies.

Candidate

Orientation

PM emails thorough instructions regarding assignment details and first day instructions - such as hours, performance expectations and facility policies and procedures. PM calls the candidate to answer

RFP# BPM006391

Due Date: March 10, 2025, at 3:00 PM

InGenesis, Inc. Method of Approach 9 any questions and ensures they are ready for the first day of work.

Worker and

Customer Relations

InGenesis PM and support staff regularly check in with the candidate to ensure they are successful in their transition into their position.

The PM addresses any concerns or issues as they arise.

PM regularly checks in with the Hospital representatives, tracks employee performance, and measures satisfaction to ensure the highest levels of job performance, as well as customer service deliverables. The Hospital hiring manager is contacted on the worker’s first day and periodically

Figure 7: Staffing Work Plan Process

1.1.6.1. Requisition Response Timeline

Provided below (Figure 8: Timeline of Requisition Fulfillment) is our proposed task order timeline for

Arizona State Hospital. The timeline adheres to the requirements of the RFP (e.g., acknowledgement from PM within 1 hour), and otherwise outlines the typical response times from receiving requisitions to deployment. InGenesis will closely monitor the Hospital’s daily forecast of contractor needs to ensure that we have ready-to-deploy candidates poised in advance of requisitions, which will expedite the fulfillment process.

Order Fulfillment Activities Program Management Deliverables

Timeline (Hours) 0 1 8 12 24 72 120

Requisition received from the Hospital

PM acknowledges Requisition

InGenesis identifies ideal candidate(s)

InGenesis verifies candidate availability

PM submits candidate(s) profile to Hospital

Hospital reviews and approves candidate(s)*

Onboarding and first shift scheduled**

Approved candidate(s) commence work**

*If Hospital declines candidate, process restarts

*If Hospital approves candidate sooner than 48 hours, onboarding and first shift start sooner

Figure 8: Timeline of Requisition Fulfillment

1.1.7. Quality Assurance

InGenesis understands that as the employer of record, the contractor is responsible for performance management. InGenesis provides quality services, and performance improvement is a core factor in our quality management approach. Our quality management approach addresses five factors: customer satisfaction, prevention over inspection, continuous improvement, contract management responsibility and accountability, and cost of non-conformance.

1.1.7.1. Quality Control and Issue Resolution / Escalation

InGenesis provides quality services, and performance improvement is a core factor in our quality management approach. Our quality management approach addresses five factors: customer satisfaction, prevention over inspection, continuous improvement, program management responsibility and accountability, and cost of non-conformance.

RFP# BPM006391

Due Date: March 10, 2025, at 3:00 PM

InGenesis, Inc. Method of Approach 10

InGenesis follows the plan-do-check-act (PDCA) continuous improvement model with a root cause analysis function to diagnose and resolve issues (Figure 13: Plan, Do, Check, Act Model). The quality approach and systemic processes are used for quality management of all InGenesis operations.

The quality control program also utilizes a root cause analysis to identify, evaluate, and correct contract and performance issues.

Step 1: Identify and collect information - Identify problem using metric reporting and feedback from staff and client. Collect all available information and identify information gaps. Collaborate with staff and client to collect missing information.

Step 2: Assess and resolve - Assess the information and establish the severity of the issue. Identify possible solutions to resolve the problem and select a solution to implement.

Step 3: Implement the standard procedure or design an alternative solution - If using an alternative solution, document the new approach, and implement the solution.

Step 4: Report and Escalate - Report issue to senior leadership and escalate severity of solution attempts.

Step 5: Evaluate and Institutionalize - Evaluate the effectiveness of the solution and modify standard procedures to institutionalize change, if necessary.

1.1.7.2. Issue Escalation

InGenesis utilizes an issue escalation model to address and resolve issues (Figure 10: Issue Escalation

Model). Issues are documented, reviewed, and assigned to the owner. Internal performance metrics monitor the response time and close out of issues to ensure a timely resolution. The Hospital’s designated PM, Lindy Music, serves as InGenesis’ first point of contact for issue resolution for candidates and contract performance.

Figure 9: Plan, Do, Check, Act Model

RFP# BPM006391

Due Date: March 10, 2025, at 3:00 PM

InGenesis, Inc. Method of Approach 11

Issue Escalation Model

Identify Issues and action items are identified throughout contract administration through formal and informal communications, program analysis, reporting data, and continuous improvement efforts.

Review and prioritize Management reviews the issue log. If the issue is not clearly identified management obtains details from team member reporting the issue. Prior to determining the priority level, the issue is analyzed to determine its impact on scope, cost, resources, program/ stakeholder/ end user relationship, and risk. The issue is prioritized, assigned an owner, and given a resolution deadline.

Propose a resolution: The issue owner recommends a resolution for the client to review. The approved resolution is documented in the log and implemented.

Issue escalation (if necessary): Issue escalation is implemented based on the severity of the issue, time constraints, and for the approval of solutions that deviate from standard procedure. Issues can be escalated to the VP program management, or CEO and other corporate officers based on severity.

Healthcare performance issues are escalated to the CMO, CNO, and the quality assurance team.

Approve resolution: The program management team approves all resolutions prior to implementation and assigns the appropriate resources to implement the resolution

Close out: The issue owner coordinates the implementation of the resolution and updates the issue log with the solution and results. Materials supporting the issue resolution are stored accordingly.

Figure 10: Issue Escalation Model

1.1.7.3. Customer Satisfaction

As part of our ongoing customer relationship, the PM regularly checks in with the Hospital’s representatives, tracks employee performance, and measures satisfaction to ensure the highest levels of job performance, as well as customer service deliverables.

Customer satisfaction performance metrics: The program management team is monitored using internal performance metrics, including customer satisfaction, time to fill, and worker retention among other metrics. The Business Intelligence Department distributes customer satisfaction surveys to document end user feedback. The feedback is used to inform our process improvements.

Customer Satisfaction Surveys: InGenesis conducts customer satisfaction surveys twice annually, on average. The survey queries customers on promptness of call and email response, quality of work, value of services, understanding of customer needs, and the likelihood of recommending InGenesis.