Senior Executive Officer - Finance & Administration

MSC09 5300
1 University of New Mexico
Albuquerque, NM 87131

Physical Location:
Health Sciences & Services Building, 3rd Floor
2500 Marble NE

Phone: (505) 272-5849

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Lobo Quality Improvement Process (LQIP)

Vision Statement

To foster a culture that embraces continuous improvement and positive change to support UNM's Health Sciences Center unique missions and to continue to build on its tradition of excellence. Every employee is a leader empowered to decide, change, and shape our future. 

  • Partner with campus units and constituents to add value to our customers by increasing quality, lowering costs, and promoting efficiencies. 
  • Build continuous improvement knowledge base, focusing on new ways of viewing/solving problems so that units can deliver results on their own.
  • Develop and use a panel of metrics to track progress, celebrate success, and create more acceptance/use of continuous improvement.

Develop and use a panel of metrics to track progress, celebrate success, and create more acceptance/use of continuous improvement.

Visit https://hospitals.health.unm.edu/intranet/lqip for more information.

Travel Reimbursement

Goals

  1. Reduce inefficiencies in allocating prepaid expenses.
  2. Convert documentation to paper on demand.
  3. Expand delegated rights.
  4. Implement an electronic approval process.
  5. Provide system prompts for compliance and policy issues.

Main Improvements From Work Session

  1. Provide an electronic process that only requires one form of approval.
  2. Educate originators on policies.
  3. Modify policy to address frequent non-compliance areas.
  4. Electronic platform will prompt for missing information and provide compliance warnings. Live date is 12/1/16.

Most Recent Metric Outcome

Reporting cycle: monthly if auto report is developed

1st set of data: Jan 25, 2017
Average number of days to approval: Increased by 3 days. Increase due to approvers not knowing they needed to approve expense reports.
Maximum number of days to approval: Decreased by 489 days.

A3 contains other measurements that will be measured once automated reports can be generated-goal is by end of FY 17.

Research Administration Award Received

Goals

  1. Reduce data errors in award entry.
  2. Improve award QC turnaround time.
  3. Ensure all documents uploaded into Click (electronic filing).

Main Improvements From Work Session

  1. Created a QC checklist.
  2. Implemented staff guidelines and expectations on process.
  3. Conduct bi-weekly training on Click system.
  4. Provide feedback to staff on common errors.

Most Recent Metric Outcome

Reporting cycle: Quarterly

As of 9/28/16:

  1. Award error rate reduced from baseline 90% to 20%.
  2. QC Turnaround time reduced from baseline 2 days to 1 day
  3. Missing documentation reduced from baseline 60% to 5%.
  4. FTE QC = 12.75; .75 FTE reduction (through attrition).

Faculty Letter of Offer

Goals

Issue letter of offer to department in 10 business/working days from verbal tentative offer

Main Improvements From Work Session

Work Session 1 - 7/11-13/16

  1. Developed 1 tracking system from tentative offer to Letter of offer (LOO) sent to provide real-time updates
  2. Combined 4 PRC forms to 1
  3. In place of FCO, OFACD now responsible for sending PRC packet to PRC, final verification of approved LOO, sending to Dean for signature.
  4. Created a secondary review within department for LOO/PRC documents, prior to submission to EVDQC.

Work Session 2 - Pre-Approval - 10/25-26/16

  1. Combined PRC Justification and Data Gathering form into 1 SOM PRC Form.
  2. Added an equity/funding pre-approvals step, eliminating EVD QC steps
  3. Created standard email template for pre-approval to OFACD and PRC.

Work Session 3 - SOM Best Practices - 12/6-8/16

  1. Moved HSC FCO tasks to EVD QC
  2. Developed: Summary sheet to send with verbal tentative offer; Benefit communication materials; Smart form for LOO
  3. Standardized coordination across departments at Chair level and Kristin for possible spousal hires.
  4. Created process between Hiring Official and Search Coordinator.
  5. Developed PRC packet training and master repository of justification requests; standardized list of information sources in job aid
  6. Updated PRC form to reflect “complicated hire” with for reason.
  7. Department to audit packet at 2nd Review

Most Recent Metric Outcome

Reporting cycle: monthly

As of 4/4/17:

  • Total processing time = 30 days
  • Department time = 12 days
  • SOM (SOM QC, OFACD, PRC) = 15 days
  • Reduced Total processing time, department and SOM time each by 2 days.

As of 3/2/17:

  • Total processing time = 32 days
  • Department time = 14 days
  • SOM (SOM QC, OFACD, PRC) = 17 days

As of 1/31/17:

  • Total processing time = no baseline, as of 1/13/17=32 days
  • Reduction in Department time: no baseline, as of 1/31/17 = 13 days
  • SOM time (SOM QC, OFACD and PRC): fluctuated from baseline of 15 days,to 19 days as of 1/31/17.
  • The team is focusing on hardwiring the changes within the pilot departments.

HR Progressive Management - Warning Letter

Goals

  1. Have a complete process within 1 draft cycle.
  2. Improve templates.
  3. Provide more in-depth training to departments (best practices, policies, tools).
  4. Reduce turnaround time for suspension and discharge. * could be impacted by active policy changes.

Main Improvements From Work Session

  1. Provide alternative training options for Supervisors/HR Administrators.
  2. Electronic or online versions of the training.
  3. Department HR administrator training so they can provide the training to their department supervisors.
  4. Provide training that incorporates the resources available and how and why to use them.
  5. Creation of new templates that will provide a tailored template for all disciplinary actions.
  6. Current policy review to determine if the process steps can be decreased.

Most Recent Metric Outcome

  1. Reduce the number of cycles to delivery of disciplinary action.
    • Baseline data sent including 4 cases: Average for the 4 cases = 4 cycle times (Dept to HSC had multiple cycles as well as the Director approval process)
  2. Reduce processing time.
  3. Number of supervisors trained.
  4. Number of faculty supervisors trained in Employee Life Cycle: Baseline = 10 faculty members trained.

Budget Topic

Goals

  1. Establish a standardized shared salary process for all of HSC.
  2. Reduce time spent identifying shared salaries.
  3. Reduce number of indices thrown out of balance after lock date.

Main Improvements From Work Session

  1. Development of new report that shows employees with shared salaries outside of the department.
  2. Deans office downloading current salary data to populate a template to send out to shared departments.
  3. Shared departments responsible for updating template for new budget year and communicating populated template to home org department.
  4. Training/guidance on shared salaries in the annual Budget Build Kickoff Presentation including tracking template.
  5. Distribution of an updated HSC departments contact list for Budget Build.

Most Recent Metric Outcome

Will measure at end of budget cycle-May of 2017 and 2018.

  1. User feedback survey monkey to be sent out post budget season.
  2. End of budget season debrief, ask departments "what worked well", feedback on new tools.

Faculty Leave Management

Goals

  1. Streamline leave process by standardizing one form for all HSC for submission to consolidate multiple forms.
  2. Establish one standardized flow of documentation for efficient administrative processing.
  3. Review of signature authority/designation for each type of leave (should be routed to higher level on limited basis).

Main Improvements From Work Session

  1. Educate faculty on leave through consolidated HSC leave webpage or administrative procedures aid published to HSC Faculty.
  2. Streamlined processes and policies to ensure consistency and uniformity among all colleges/depts.
  3. Make uniform documents for a all departments to allow completion, submission, and signature authority to be processed online or electronically.

Most Recent Metric Outcome

Baseline data provided:
Data comparison of staff vs faculty annual leave balances:

  1. HSC faculty with maximum leave hours: 272 faculty (27%)
  2. HSC faculty between 168 and 251 leave hours: 398 faculty (40%)
  3. HSC staff with maximum leave Hours: 109 (6.05%) of 1802
  4. HSC staff between 168 and 251 leave hours: 525 (29.13%) of 1802
  5. HSC Hourly Avg Rate for FAC- $82.90
  6. HSC Hourly Avg Rate for STA- $26.60
  7. Average estimated cost for FAC payout for all faculty at 168 or above (670 faculty)= $9.3 Million Dollars- liability increased with any hours/payout over 168
  8. Average estimated cost for STA payout for all staff at 168 or above (634 staff)= $2.83 million dollars (calculated based on minimum 168 hour payout- liability increased with any hours/payout over 168

Payroll Adjustment Data:
From 4/1/16 to 6/30/16, e-print data showed 21 payroll adjustments submitted for faculty. For this limited amount of adjustments, there was not a reason entered related to leave submissions either turned in late or incorrectly

IT On-boarding

Goals

  1. Eliminate input errors in account request form.
  2. Reduce account request delays from 1-5 days to less than 24 hours.
  3. Reduce notification delays from 1 day to no delay after Banner ID creation.

Main Improvements From Work Session

  1. Account creation automated with data from Banner.
  2. Email automatically sent to supervisors.
  3. Automated back-up notification.
  4. Filtering of org code and receiving org code notification.
  5. Program can be used as a model for other areas that can be automated.

Most Recent Metric Outcome

As of 11/16- no further tracking

  1. Reduced HSC IT Account Creation from 3-5 business days to 1 day & 6 minutes
  2. Reduced verifying and creating an HSC NetID from 8 minutes to 0 minutes for a total savings of 327.3 labor hours to date.
  3. Reduction of labor hours allowed for realignment of resources to value added services for customers.

Department Salary Agreements With UH

Goals

  1. Reduce time to execute a document with all needed signatures.
  2. Eliminate duplicated steps or documentation in HSC/Dept processes.
  3. Eliminate lost or unknown status of documents.

Main Improvements From Work Session

  1. Implement document submission/approvals via email attachments.
  2. Implement automated/electronic process through Total Contract Management-TCM.
  3. Removed K. Gates from signature requirement.
  4. Standardize salary report used by all stakeholders.

Most Recent Metric Outcome

Phase 1: As of 1/27/17:

  1. Reduced cycle time from FY16 baseline of 139 calendar days to FY17 YTD to 51 calendar days
  2. Improved completion percent from FY16 of 52% to FY17 as of 1/26 to 84%.

Phase 2
New set of measurements Fall of 2017

Affiliation Site Agreements - SOM MD Students

Goals

  1. Determine necessary tasks to complete an affiliation agreement.
  2. Develop a streamlined process flow for completing SOM MD Program affiliation agreements.
  3. Create flows, tools, job sheets necessary to help implement process.
  4. Lock sections of templates that should not be edited
  5. Consider a centralized tracking system for active/expired agreements.

Main Improvements From Work Session

  1. Reallocate existing Program Coordinator tasks to the Office of Community Faculty/Contract review officer and to MD program contact to ensure compliance to policy 2010 and centralized tracking.
  2. Utilize existing acadaware.com software to store and access site, student and preceptor information for MD programs for use by users/stakeholders to help provide access to agreement information.
  3. Utilize Total Contract Management (TCM new version of Contract Manager) to automate and centralized tracking of all affiliated agreements throughout the process.
  4. Create master affiliated agreement template and add addendums for each SOM program working with HSC Counsel to improve standardization and turnaround time.

Most Recent Metric Outcome

Measurement cycle:
Baseline:

  1. Average = 89.23
  2. N=16
  3. Max = 147.43
  4. Min = 7 days

90 day check-in:

  1. Average = 44.09
  2. N=56
  3. Max=185 days
  4. Min=7 days

Research Compliance - IRB Billing

Goals

  1. Reduce time spent processing IRB payments.
  2. Improve efficiencies in payment collections.
  3. Reduce invoices over 120 days on the Aging report by 75%.
  4. Number of invoices target is no more than 1.875 per month

Main Improvements From Work Session

  1. Automate the IRB Fee Form as a Smart Form.
  2. If contact is never fully executed, then process start up and IRB fees via NSAR.
  3. Develop a mandatory Clinical Trials Training Class for PI's and administration.
  4. Move tasks to process IRB payments to Contract and Grant Accounting who is also doing the billing for clinical trial.
  5. Track unfunded clinical trials using NSAR.

Most Recent Metric Outcome

  1. Add session start to end times from Banner
  2. Reduce invoices on Aging report over 120 days by 75%.
  3. Eliminate IRB charges hitting a non-clinical trial index.

TnE Pcard Recon Exceptions

Goals

  1. Reduce cycle time for PCard exceptions.
  2. Improve Pcard holders' compliance.

Main Improvements From Work Session

  1. PCard holder will identify index and account code to expense in advance.
  2. Place documents associated with index/grant in WebXtender for query.
  3. Hold additional training regimens for PCard holders.
  4. Survey for PCard reviewers to discover which exceptions are routinely approved/denied.

Most Recent Metric Outcome

Reporting cycle: monthly

  1. Cycle time w/out email queue times: Baseline = 25 minutes.
  2. SLA with email queue times: Baseline = 1 business day.
  3. Total number of after the fact exceptions processed per month: Baseline = 140.
  4. Batches of exceptions via Chrome River (once released) to observe any improvements if countermeasures can be implemented.

Research - Effort Certs

Goals

  1. Reduce the time required to certify effort by 50%.
  2. Reduce the number of times that effort is certified to once per year.
  3. Reduce delinquency data by 25%.
  4. Develop a standardized report that compares payroll actuals to proposed budget effort.
  5. Recommend some form of delegation for PIs.
  6. Eliminate the need to sort data.

Main Improvements From Work Session

  1. Develop a data format that would include sort options.
  2. Improve PI delays in certification by implementing a delegate certification.
  3. Reduce the number of times effort is certified to once, annually.
  4. Create a notification from Banner workflow to close or extend current restricted fund.
  5. Ownership of changes.

Most Recent Metric Outcome

Reporting cycle: 2x/year

  1. The time required to certify effort: Baseline = 5.8 days if no corrections needed; 10-15 days if corrections needed
  2. The number of times effort is certified per year: Baseline = Twice per year
  3. The reduction in delinquency data for CY2017: Baseline = Less than 10%

Fund Establishment Form

Goals

  1. Eliminate paper routing and manual entry.
  2. Utilize the electronic workflow system which is integrated with Banner.

Main Improvements From Work Session

  1. Fund establishment future flow diagram forwarded to FSM to build in workflow for process improvement.

Most Recent Metric Outcome

As of 4/3/17

  1. Number of new set up fund establishment forms
    • FY16 - 29
    • FY17 - 43
  2. Number of issues identified after the set up fund establishment form was completed
    • 10 - 12 issues over FY16 - FY17

Volunteer Faculty

Goals

  1. Have signatures and necessary forms sent to Academic Affairs within 10 days of start of department process.
  2. Improve coordination between various HSC units and Volunteer Faculty

Main Improvements From Work Session

TBD

Most Recent Metric Outcome

  1. Turnaround time of department start process to documents sent to Academic Affairs
    • Baseline = Average of 12.80 days turnaround time (includes all depts) N=62

HSC Award Administration - C&G Setup Process

Goals

  1. Reduce errors on NGSUSHT and duplicate keying
  2. Reduce wasted time with index approvals
  3. Reduce the time for each FM to wait on index to be requested and approved
  4. Reduce resources by not printing the NGSUSHT and index request and going paperless

Main Improvements From Work Session

  1. NGSUSHT to be populated electronically from CLICK-to prevent duplicate effort and keying of information.
  2. Information for set up generated from CLICK existing information and updated by Contracts and Grants. Accounting Fiscal Monitor directly in CLICK. Electronic document emailed to Tech for set up.
  3. Index requests to be emailed when ready to approve
  4. Possibly having non-FM approve index (has not yet been approved-requires FSM approval).

Most Recent Metric Outcome

As of 12/31/16:
2016 Stats:

  • July 2016—9 errors out of 97 set ups (9%)
  • Aug 2016—9 errors out of 116 set ups (7%)
  • Sept 2016—4 errors out of 108 set ups (3%)