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HomeMy WebLinkAbout2005 CON Healthanalytics - Consulting for Paramedic ProgramAGREEMENT BY AND BETWEEN THE CITY OF NATIONAL CITY AND HEALTHANALYTICS THIS AGREEMENT is entered into this 21st day of June, 2005, by and between the CITY OF NATIONAL CITY, a municipal corporation (the "CITY"), and HEALTHANALYTICS (the "CONTRACTOR"). RECITALS WHEREAS, the CITY desires to employ a CONTRACTOR to provide consulting services to the Fire Department to aid in the development of a paramedic program. WHEREAS, the CITY has determined that the CONTRACTOR is qualified by experience and ability to perform the services desired by the CITY, and the CONTRACTOR is willing to perform such services. NOW, THEREFORE, THE PARTIES HERETO DO MUTUALLY AGREE AS FOLLOWS: 1. ENGAGEMENT OF CONTRACTOR. The CITY hereby agrees to engage the CONTRACTOR and the CONTRACTOR hereby agrees to perform the services hereinafter set forth in accordance with all terms and conditions contained herein. The CONTRACTOR represents that all services required hereunder will be performed directly by the CONTRACTOR or under direct supervision of the CONTRACTOR. 2. SCOPE OF SERVICES. The CONTRACTOR will perform services as set forth in the attached Exhibit "A". The CONTRACTOR shall be responsible for all research and reviews related to the work and shall not rely on personnel of the CITY for such services, except as authorized in advance by the CITY. The CONTRACTOR shall appear at meetings cited in Exhibit "A" to keep staff and City Council advised of the progress on the project. The CITY may unilaterally, or upon request from the CONTRACTOR, from time to time reduce or increase the Scope of Services to be performed by the CONTRACTOR under this Agreement. Upon doing so, the CITY and the CONTRACTOR agree to meet in good faith and confer for the purpose of negotiating a corresponding reduction or increase in the compensation associated with said change in services. ORI GINAL. Revised April 2005 3. PROJECT COORDINATION AND SUPERVISION. The City of National City Fire Chief hereby is designated as the Project Coordinator for the CITY and will monitor the progress and execution of this Agreement. The CONTRACTOR shall assign a single Project Director to provide supervision and have overall responsibility for the progress and execution of this Agreement for the CONTRACTOR. David Lindberg, CEO thereby is designated as the Project Director for the CONTRACTOR. 4. COMPENSATION AND PAYMENT. The compensation for the CONTRACTOR shall be based on three billings covering actual work performed. Billings shall include labor classifications, respective rates, hours worked and also materials, if any. The total cost for all work described in Exhibit "A" shall not exceed the schedule given in Exhibit "A" (the Base amount) without prior written authorization from the City of National City Fire Chief. Invoices will be processed for payment and remitted within thirty (30) days from receipt of invoice, provided that work is accomplished consistent with Exhibit "A" as determined by the CITY. The CONTRACTOR shall maintain all books, documents, papers, employee time sheets, accounting records, and other evidence pertaining to costs incurred and shall make such materials available at its office at all reasonable times during the term of this Agreement and for three (3) years from the date of final payment under this Agreement, for inspection by the CITY and for furnishing of copies to the CITY, if requested. 5. LENGTH OF AGREEMENT. Completion dates or time durations for specific portions of the Project are set forth in Exhibit "A". 6. DISPOSITION AND OWNERSHIP OF DOCUMENTS. The Memoranda, Reports, Maps, Drawings, Plans, Specifications and other documents prepared by the CONTRACTOR for this Project, whether paper or electronic, shall become the property of the CITY for use with respect to this Project, and shall be turned over to the CITY upon completion of the Project, or any phase thereof, as contemplated by this Agreement. Contemporaneously with the transfer of documents, the CONTRACTOR hereby assigns to the CITY and CONTRACTOR thereby expressly waives and disclaims, any copyright in, and the right to reproduce, all written material, drawings, plans, specifications or other work prepared under this agreement, except upon the CITY's prior authorization regarding reproduction, which authorization shall not be unreasonably withheld. The CONTRACTOR shall, upon request of the CITY, execute any further document(s) necessary to further effectuate this waiver and disclaimer. The CONTRACTOR agrees that the CITY may use, reuse, alter, reproduce, modify, assign, transfer, or in any other way, medium or method utilize the CONTRACTOR's written work product for the CITY's purposes, and the 2 Revised April 2005 CONTRACTOR expressly waives and disclaims any residual rights granted to it by Civil Code Sections 980 through 989 relating to intellectual property and artistic works. Any modification or reuse by the CITY of documents, drawings or specifications prepared by the CONTRACTOR shall relieve the CONTRACTOR from liability under Section 14 but only with respect to the effect of the modification or reuse by the CITY, or for any liability to the CITY should the documents be used by the CITY for some project other than what was expressly agreed upon within the Scope of this project, unless otherwise mutually agreed. 7. INDEPENDENT CONTRACTOR. Both parties hereto in the performance of this Agreement will be acting in an independent capacity and not as agents, employees, partners or joint venturers with one another. Neither the CONTRACTOR nor the CONTRACTOR'S employees are employee of the CITY and are not entitled to any of the rights, benefits, or privileges of the CITY's employees, including but not limited to retirement, medical, unemployment, or workers' compensation insurance. This Agreement contemplates the personal services of the CONTRACTOR and the CONTRACTOR's employees, and it is recognized by the parties that a substantial inducement to the CITY for entering into this Agreement was, and is, the professional reputation and competence of the CONTRACTOR and its employees. Neither this Agreement nor any interest herein may be assigned by the CONTRACTOR without the prior written consent of the CITY. Nothing herein contained is intended to prevent the CONTRACTOR from employing or hiring as many employees, or subcontractors, as the CONTRACTOR may deem necessary for the proper and efficient performance of this Agreement. All agreements by CONTRACTOR with its subcontractor(s) shall require the subcontractor to adhere to the applicable terms of this Agreement. 8. CONTROL. Neither the CITY nor its officers, agents or employees shall have any control over the conduct of the CONTRACTOR or any of the CONTRACTOR's employees except as herein set forth, and the CONTRACTOR expressly agrees not to represent that the CONTRACTOR or the CONTRACTOR's agents, servants, or employees are in any manner agents, servants or employees of the CITY, it being understood that the CONTRACTOR, its agents, servants, and employees are as to the CITY wholly independent contractors and that the CONTRACTOR's obligations to the CITY are solely such as are prescribed by this Agreement. 9. COMPLIANCE WITH APPLICABLE LAW. The CONTRACTOR, in the performance of the services to be provided herein, shall comply with all applicable State and Federal statutes and regulations, and all applicable ordinances, rules and regulations of the City of National City, whether now in force or subsequently enacted. The CONTRACTOR, and each of its subcontractors, shall obtain and maintain a current City of National City business license prior to and during performance of any work pursuant to this Agreement. 3 Revised April 2005 10. LICENSES, PERMITS, ETC. The CONTRACTOR represents and covenants that it has all licenses, permits, qualifications, and approvals of whatever nature that are legally required to practice its profession. The CONTRACTOR represents and covenants that the CONTRACTOR shall, at its sole cost and expense, keep in effect at all times during the term of this Agreement, any license, permit, or approval which is legally required for the CONTRACTOR to practice its profession. 11. STANDARD OF CARE. A. The CONTRACTOR, in performing any services under this Agreement, shall perform in a manner consistent with that level of care and skill ordinarily exercised by members of the CONTRACTOR'S trade or profession currently practicing under similar conditions and in similar locations. The CONTRACTOR shall take all special precautions necessary to protect the CONTRACTOR's employees and members of the public from risk of harm arising out of the nature of the work and/or the conditions of the work site. B. Unless disclosed in writing prior to the date of this agreement, the CONTRACTOR warrants to the CITY that it is not now, nor has it for the five (5) years preceding, been debarred by a governmental agency or involved in debarment, arbitration or litigation proceedings concerning the CONTRACTOR's professional performance or the furnishing of materials or services relating thereto. C. The CONTRACTOR is responsible for identifying any unique products, treatments, processes or materials whose availability is critical to the success of the project the CONTRACTOR has been retained to perform, within the time requirements of the CITY, or, when no time is specified, then within a commercially reasonable time. Accordingly, unless the CONTRACTOR has notified the CITY otherwise, the CONTRACTOR warrants that all products, materials, processes or treatments identified in the project documents prepared for the CITY are reasonably commercially available. Any failure by the CONTRACTOR to use due diligence under this sub -paragraph will render the CONTRACTOR liable to the CITY for any increased costs that result from the CITY's later inability to obtain the specified items or any reasonable substitute within a price range that allows for project completion in the time frame specified or, when not specified, then within a commercially reasonable time. 12. NON-DISCRIMINATION PROVISIONS. The CONTRACTOR shall not discriminate against any employee or applicant for employment because of age, race, color, ancestry, religion, sex, sexual orientation, marital status, national origin, physical handicap, or medical condition. The CONTRACTOR will take positive action to insure that applicants are employed without regard to their age, race, color, ancestry, religion, sex, sexual orientation, marital status, national origin, physical handicap, or medical condition. Such action shall include but not be limited to the following: employment, upgrading, demotion, transfer, recruitment or recruitment advertising, layoff or termination, rates of pay or other forms of compensation, and selection for training, including apprenticeship. The CONTRACTOR agrees to post in conspicuous places available to employees and applicants for employment any notices provided by the CITY setting forth the provisions of this non-discrimination clause. 4 Revised April 2005 13. CONFIDENTIAL INFORMATION. The CITY may from time to time communicate to the CONTRACTOR certain confidential information to enable the CONTRACTOR to effectively perform the services to be provided herein. The CONTRACTOR shall treat all such information as confidential and shall not disclose any part thereof without the prior written consent of the CITY. The CONTRACTOR shall limit the use and circulation of such information, even within its own organization, to the extent necessary to perform the services to be provided herein. The foregoing obligation of this Section 13, however, shall not apply to any part of the information that (i) has been disclosed in publicly available sources of information; (ii) is, through no fault of the CONTRACTOR, hereafter disclosed in publicly available sources of information; (iii) is already in the possession of the CONTRACTOR without any obligation of confidentiality; or (iv) has been or is hereafter rightfully disclosed to the CONTRACTOR by a third party, but only to the extent that the use or disclosure thereof has been or is rightfully authorized by that third party. The CONTRACTOR shall not disclose any reports, recommendations, conclusions or other results of the services or the existence of the subject matter of this Agreement without the prior written consent of the CITY. In its performance hereunder, the CONTRACTOR shall comply with all legal obligations it may now or hereafter have respecting the information or other property of any other person, firm or corporation. CONTRACTOR shall be liable to CITY for any damages caused by breach of this condition, pursuant to the provisions of Section 14. 14. INDEMNIFICATION AND HOLD HARMLESS. The CONTRACTOR agrees to defend, indemnify, and hold harmless the City of National City, its officers and employees, against and from any and all liability, loss, damages to property, injuries to, or death of any person or persons, and all claims, demands, suits, actions, proceedings, reasonable attomeys' fees, and defense costs, of any kind or nature, including workers' compensation claims, of or by anyone whomsoever, resulting from or arising out of the CONTRACTOR's negligent performance of this Agreement. 15. WORKERS' COMPENSATION. The CONTRACTOR shall comply with all of the provisions of the Workers' Compensation Insurance and Safety Acts of the State of Califomia, the applicable provisions of Division 4 and 5 of the California Government Code and all amendments thereto; and all similar state or Federal acts or laws applicable; and shall indemnify, and hold harmless the CITY and its officers, and employees from and against all claims, demands, payments, suits, actions, proceedings and judgments of every nature and description, including reasonable attorney's fees and defense costs presented, brought or recovered against the CITY or its officers, employees, or volunteers, for or on account of any liability under any of said acts which may be incurred by reason of any work to be performed by the CONTRACTOR under this Agreement. 16. INSURANCE. The CONTRACTOR, at its sole cost and expense, shall purchase and maintain, and shall require its subcontractors, when applicable, to 5 Revised April 2005 purchase and maintain throughout the term of this agreement, the following insurance policies: , A. If checked, Professional Liability Insurance (errors and omissions) with m i um limits of $1,000,000 per occurrence. B. Automobile insurance covering all bodily injury and property damage incurred during the performance of this Agreement, with a minimum coverage of $1,000,000 combined single limit per accident. Such automobile insurance shall include non -owned vehicles. C. Comprehensive general liability insurance, with minimum limits of $1,000,000 combined single limit per occurrence, covering all bodily injury and property damage arising out of its operation under this Agreement. D. Workers' compensation insurance covering all of CONSULTANT's employees. E. The aforesaid policies shall constitute primary insurance as to the CITY, its officers, employees, and volunteers, so that any other policies held by the CITY shall not contribute to any loss under said insurance. Said policies shall provide for thirty (30) days prior written notice to the CITY of cancellation or material change. F. Said policies, except for the professional liability and worker's compensation policies, shall name the CITY and its officers, agents and employees as additional insureds. G. If required insurance coverage is provided on a "claims made" rather than "occurrence" form, the CONTRACTOR shall maintain such insurance coverage for three years after expiration of the term (and any extensions) of this Agree- ment. ment. H. Any aggregate insurance limits must apply solely to this Agree- I. Insurance shall be written with only California admitted companies which hold a current policy holder's alphabetic and financial size category rating of not less than A VIII according to the current Best's Key Rating Guide, or a company equal financial stability that is approved by the City's Risk Manager. J. This Agreement shall not take effect until certificate(s) or other sufficient proof that these insurance provisions have been complied with, are filed with and approved by the CITY's Risk Manager. If the CONTRACTOR does not keep all of such insurance policies in full force and effect at all times during the terms of this Agreement, the CITY may elect to treat the failure to maintain the requisite insurance as a breach of this Agreement and terminate the Agreement as provided herein. 17. LEGAL FEES. If any party brings a suit or action against the other party arising from any breach of any of the covenants or agreements or any inaccuracies in any of the representations and warranties on the part of the other party arising out of this Agreement, then in that event, the prevailing party in such action or dispute, whether by final judgment or out -of -court settlement, shall be entitled to have and recover of and from the other party all costs and expenses of suit, including attorneys' fees. For purposes of determining who is to be considered the prevailing party, it is stipulated that attorney's fees incurred in the prosecution or defense of the action or 6 Revised April 2005 suit shall not be considered in determining the amount of the judgment or award. Attorney's fees to the prevailing party if other than the CITY shall, in addition, be limited to the amount of attorney's fees incurred by the CITY in its prosecution or defense of the action, irrespective of the actual amount of attorney's fees incurred by the prevailing party. 18. MEDIATION/ARBITRATION. If a dispute arises out of or relates to this Agreement, or the breach thereof, the parties agree first to try, in good faith, to settle the dispute by mediation in San Diego, California, in accordance with the Commercial Mediation Rules of the American Arbitration Association (the "AAA") before resorting to arbitration. The costs of mediation shall be borne equally by the parties. Any controversy or claim arising out of, or relating to, this Agreement, or breach thereof, which is not resolved by mediation shall be settled by arbitration in San Diego, California, in accordance with the Commercial Arbitration Rules of the AAA then existing. Any award rendered shall be final and conclusive upon the parties, and a judgment thereon may be entered in any court having jurisdiction over the subject matter of the controversy. The expenses of the arbitration shall be borne equally by the parties to the arbitration, provided that each party shall pay for and bear the costs of its own experts, evidence and attorneys' fees, except that the arbitrator may assess such expenses or any part thereof against a specified party as part of the arbitration award. 19. TERMINATION. A. This Agreement may be terminated with or without cause by the CITY. Termination without cause shall be effective only upon 60- day's written notice to the CONTRACTOR. During said 60-day period the CONTRACTOR shall perform all services in accordance with this Agreement. B. This Agreement may also be terminated immediately by the CITY for cause in the event of a material breach of this Agreement, misrepresentation by the CONTRACTOR in connection with the formation of this Agreement or the performance of services, or the failure to perform services as directed by the CITY. C. Termination with or without cause shall be effected by delivery of written Notice of Termination to the CONTRACTOR as provided for herein. D. In the event of termination, all finished or unfinished Memoranda Reports, Maps, Drawings, Plans, Specifications and other documents prepared by the CONTRACTOR, whether paper or electronic, shall immediately become the property of and be delivered to the CITY, and the CONTRACTOR shall be entitled to receive just and equitable compensation for any work satisfactorily completed on such documents and other materials up to the effective date of the Notice of Termination, not to exceed the amounts payable hereunder, and less any damages caused the CiTY by the CONTRACTOR's breach, if any. Thereafter, ownership of said written material shall vest in the CITY all rights set forth in Section 6. E. The CITY further reserves the right to immediately terminate this Agreement upon: (1) the filing of a petition in bankruptcy affecting the CONTRACTOR; (2) a reorganization of the CONTRACTOR for the benefit of creditors; or (3) a business reorganization, change in business name or change in business status of the CONTRACTOR. 20. NOTICES. All notices or other communications required or permitted hereunder shall be in writing, and shall be personally delivered; or sent by 7 Revised April 2005 overnight mail (Federal Express or the like); or sent by registered or certified mail, postage prepaid, return receipt requested; or sent by ordinary mail, postage prepaid; or telegraphed or cabled; or delivered or sent by telex, telecopy, facsimile or fax; and shall be deemed received upon the earlier of (i) if personally delivered, the date of delivery to the address of the person to receive such notice, (ii) if sent by overnight mail, the business day following its deposit in such overnight mail facility, (iii) if mailed by registered, certified or ordinary mail, five (5) days (ten (10) days if the address is outside the State of California) after the date of deposit in a post office, mailbox, mail chute, or other like facility regularly maintained by the United States Postal Service, (iv) if given by telegraph or cable, when delivered to the telegraph company with charges prepaid, or (v) if given by telex, telecopy, facsimile or fax, when sent. Any notice, request, demand, direction or other communication delivered or sent as specified above shall be directed to the following persons: To the CITY: Chris Zapata City Manager City of National City 1243 National City Boulevard National City, CA 91950-4301 To the CONTRACTOR: David Lindberg Chief Executive Officer HealthAnalytics 2745 N. Sterling Drive Mesa, AZ 85207 Notice of change of address shall be given by written notice in the manner specified in this Section. Rejection or other refusal to accept or the inability to deliver because of changed address of which no notice was given shall be deemed to constitute receipt of the notice, demand, request or communication sent. Any notice, request, demand, direction or other communication sent by cable, telex, telecopy, facsimile or fax must be confirmed within forty-eight (48) hours by letter mailed or delivered as specified in this Section. 21. CONFLICT OF INTEREST AND POLITICAL REFORM ACT OBLIGATIONS. During the term of this Agreement, the CONTRACTOR shall not perform services of any kind for any person or entity whose interests conflict in any way with those of the City of National City. The CONTRACTOR also agrees not to specify any product, treatment, process or material for the project in which the CONTRACTOR has a material financialinterest, either direct or indirect, without first notifying the CITY of that fact. The CONTRACTOR shall at all times comply with the terms of the Political Reform Act and the National City Conflict of Interest Code. The CONTRACTOR shall immediately disqualify itself and shall not use its official position to influence in any way any matter coming before the CITY in which the CONTRACTOR has a financial interest as defined in Government Code Section 87103. The CONTRACTOR represents that it has no knowledge of any financial interests that would require it to disqualify itself from any matter on which it might perform services for the CITY. 8 Revised April 2005 If checked, the CONTRACTOR shall comply with all of the reporting requ rements of the Political Reform Act and the National City Conflict of Interest Code. Specifically, the CONTRACTOR shall file a Statement of Economic Interests with the City Clerk of the City of National City in a timely manner on forms which the CONTRACTOR shall obtain from the City Clerk. The CONTRACTOR shall be strictly liable to the CITY for all damages, costs or expenses the CITY may suffer by virtue of any violation of this Paragraph 21 by the CONTRACTOR. 22. MISCELLANEOUS PROVISIONS. A. Computation of Time Periods. If any date or time period provided for in this Agreement is or ends on a Saturday, Sunday or federal, state or legal holiday, then such date shall automatically be extended until 5:00 p.m. Pacific Time of the next day which is not a Saturday, Sunday or federal, state or legal holiday. B. Counterparts. This Agreement may be executed in multiple counterparts, each of which shall be deemed an original, but all of which, together, shall constitute but one and the same instrument. C. Captions. Any captions to, or headings of, the sections or subsections of this Agreement are solely for the convenience of the parties hereto, are not a part of this Agreement, and shall not be used for the interpretation or determination of the validity of this Agreement or any provision hereof. D. No Obligations to Third Parties. Except as otherwise expressly provided herein, the execution and delivery of this Agreement shall not be deemed to confer any rights upon, or obligate any of the parties hereto, to any person or entity other than the parties hereto. E. Exhibits and Schedules. The Exhibits and Schedules attached hereto are hereby incorporated herein by this reference for all purposes. F. Amendment to this Agreement. The terms of this Agreement may not be modified or amended except by an instrument in writing executed by each of the parties hereto. G. Waiver The waiver or failure to enforce any provision of this Agreement shall not operate as a waiver of any future breach of any such provision or any other provision hereof. H. Applicable Law. This Agreement shall be governed by and construed in accordance with the laws of the State of California. 1. Entire Agreement. This Agreement supersedes any prior agree- ments, negotiations and communications, oral or written, and contains the entire agreement between the parties as to the subject matter hereof. No subsequent agreement, representation, or promise made by either party hereto, or by or to an employee, officer, agent or representative of any party hereto shall be of any effect unless it is in writing and executed by the party to be bound thereby. J. Successors and Assigns. This Agreement shall be binding upon and shall inure to the benefit of the successors and assigns of the parties hereto. K. Construction. The parties acknowledge and agree that (i) each party is of equal bargaining strength, (ii) each party has actively participated in the 9 Revised April 2005 drafting, preparation and negotiation of this Agreement, (iii) each such party has consulted with or has had the opportunity to consult with its own, independent counsel and such other professional advisors as such party has deemed appropriate, relative to any and all matters contemplated under this Agreement, (iv) each party and such party's counsel and advisors have reviewed this Agreement, (v) each party has agreed to enter into this Agreement following such review and the rendering of such advice, and (vi) any rule or construction to the effect that ambiguities are to be resolved against the drafting party shall not apply in the interpretation of this Agreement, or any portions hereof, or any amendments hereto. IN WITNESS WHEREOF, the parties hereto have executed this Agreement on the date and year first above written. CITY OF NATIONAL CITY HEALTHANALYTICS (Two signatures required for a corporation) By: Nick lnzunza, Mayor Davf Lindberg APPROVED AS TO FORM: /) George H. Eiser, III City Attorney Chief Executive Officer By: (Name) (Title) 10 Revised April 2005 EXHIBIT "A" HEALTHANALYTICS will provide consulting services to the City of National City for a National City Fire Department run Paramedic Program, EMS System and Develop a Request for Proposal for an ALS Transport Provider. I. SCOPE OF THE PROJECT Five phases of the project will include: • An Analysis of Current and Future Performance • Development of A New EMS System Design • Development of An RFP • RFP Process • Provider Contracting Below is a non -exhaustive list of some of the activities and objectives anticipated for each phase: 1. Current Performance Analysis Phase a. AMR Performance i. Turn -Out Times ii. Drive Times iii. Response Times iv. Performance probability analysis v. Analyze & predict synergies with ALS first response b. National City Performance i. Turn -Out Times ii. Drive Times iii. Response Times iv. Performance probability analysis v. Analyze & predict synergies with ALS first response 2. System Design Phase a. Facilitate Stakeholder meeting(s) b. Develop Current & Future Operational & Performance Objectives i. National City on its own ii. National City with other South Bay Agencies c. Develop System Governance structure i. National City on its own ii. National City with other South Bay Agencies d. Develop System Finance Objectives and Structure i. National City on its own ii. National City with other South Bay Agencies 3. RFP Development Phase a. Write RFP to conform with system design objectives i. Operational ii. Performance Requirements iii. System and Governance Structure iv. Financial v. Other 4. Develop RFP process guidelines and timeline a. RFP Distribution and Publication b. Pre -bid conference (if necessary) c. Proposer Question Period d. Final Addendums and questions answered e. Proposal Evaluation Committee Makeup f. Develop protest process g. Develop Proposal Scoring Matrix i. Using Analytical Hierarchy Process 5. RFP Process Phase a. RFP distribution (and marketing RFP) b. Pre -bid conference (if necessary) c. Proposer Question Period d. Final Addendums and questions answered (if necessary) e. Receive Proposals f. Ensure Minimum Requirements are Met g. Convene Evaluation Committee h. Provide education of Scoring Methodology i. Evaluate Proposals j. Score Proposals k. Host Finalist Interviews (if necessary) 1. Select winning Bidder m. Provide proposer notifications n. Process proposer protest (if necessary) o. Resolve protest (if necessary) p. Submit for City Council Approval 6. Contracting Phase a. Negotiate Contract with winning proposer b. Sign & Implement Contract c. Begin Implementation of new system 2 7. Timeline, completion dates a. RFP to be completed by September 23, 2005 b. RFP to be distributed by September 26, 2005 c. Evaluate proposals by October 24, 2005 d. Selection of provider by October 31, 2005 e. Schedule for November 15, 2005 City Council Meeting for approval f. Agreement to terminate on or before February 28, 2005 II. HEALTHANALYTICS' STANDARD PRICING A. FIXED Cost of hiring the consultant for this project is to be built into the new EMS system design and RFP process. The winning bidder will cover the cost as part of winning the contract. HealthAnalytics will provide services at a fixed price. Fixed rate quote below based on the previous scope of work described above: National City Project Cost Estimate 1. Current Performance Analysis Phase 2. System Design Phase 3. RFP Development Phase 4: RFP Process Phase 5. Contractin• Phase $4,800 $12,600 $11,415 $7,725 $3,090 $3,600 $10,710 $9,703 $6,953 $2,781 25.0% 15.0% 15.0% 10.0% 10.0% Estimated Professional Fees Estimated Travel Expenses Estimated Total Project Cost $39,630 $33,746 15% $3,963 $4,000 $43,593 $37,746 Payment Method 30% retainer upon entering into agreement. 40% after the first major deliverable is completed. 30% when the project is fully completed to the City's satisfaction. B. TRAVEL EXPENSE Travel expenses are separate from professional fees and are due and payable upon submission. 3 HEALTHANAL `11CS A Proposal For The National City Fire Department To Restructure The EMS System And Develop A Request For Proposal For An ALS Transport Provider 2745 N. Sterling Drive Mesa, AZ 85207 978-223-1443 x202 P© Box 2128 Lakeland, FL 33806 978-223-1443 x201 207 Trent Woods Way Cary, NC 27591 978-223-1443 x203 http:!/www.hea hanalytics.net HEALTHANALYTICS PROPOSAL FOR PROFESSIONAL SERVICES TO COMPLETE AN EMS SYSTEM RESTRUCTURE AND DEVELOP AN RFP FOR ALS TRANSPORT SERVICES TABLE OF CONTENTS I. Introduction 3 II. About HealthAnalytics 3 III. Project Team 7 A. David Lindberg, Chief Executive Officer 7 B. Dr. Jeff Goldberg, PhD, Vice President 8 C.Gene Begnell, MPA, Executive Vice President 9 D. Todd Hatley, MBA, MHA, REMT-P, Chief Operating Officer 10 E. Mic Gunderson, President 10 IV. Scope of the Project 12 V. HealthAnalytics' Standard Pricing 14 A. Fixed And Hourly Pricing 14 Fixed Rate Pricing 14 Hourly Rate Pricing 14 B. Subscription Pricing 15 Purpose 15 Methodology 15 C.Travel Expense 16 VI. Analytical Hierarchy Process 17 1. Coming to a Decision Under Multiple Criteria and Multiple Alternatives 17 2. Evaluating the weights for each criterion 18 HealthAnalytics, LLC Page 2 of 19 © 2005 HEALTHANALYTICS PROPOSAL FOR PROFESSIONAL SERVICES TO COMPLETE AN EMS SYSTEM RESTRUCTURE AND DEVELOP AN RFP FOR ALS TRANSPORT SERVICES 1. INTRODUCTION HealthAnalytics respectfully submits this proposal at the request of Battalion Chief Donald Condon. It is HealthAnalytics' understanding that the City of National City needs conduct an RFP (request for proposal) process for the provision of an ALS transport provider before the end of this year. Further, that the National City Fire Department is interested in exploring EMS system design changes such as the implementation of ALS first responder services and have them paid for through ambulance user fees. HealthAnalytics is excited and would be very honored to assist the City of National City in these endeavors. 11. ABOUT HEALTHANALYTICS HealthAnalytics, LLC (HA) is a healthcare consulting, management and information services firm that was founded in August of 2000. Shortly thereafter, it merged with the Institute for Prehospital Medicine, founded in 1992. We now have offices in Arizona, Florida, Michigan and Massachusetts. Our mission is to help our clients and the industries we serve become more effective and efficient. We are organized into several divisions: EMSAnalytics for emergency medical services related products and services; FireAnalytics for the fire service; DispatchAnalytics for 9-1-1 and medical call centers; CareAnalytics for hospitals; and PsychAnalytics for behavioral healthcare. This project would involve our flagship EMSAnalytics division. HealthAnalytics has an extensive background in EMS system evaluation and healthcare performance improvement that includes: • Multiple EMS system evaluation projects across the United States • Serves as the association management firm for the National EMS Management Association; Gunderson and Lindberg serve as the Co - Executive Directors. • Collaboration with the National EMS Management Association (NEMSMA; http://www.nemsma.org) in development of an international EMS Performance Improvement & Benchmarking Network (http: / /www.healthanalytics.net/ems/services/pibn-detail.htm) • Collaboration with NEMSMA in sponsorship of our EMS Performance Conference & NEMSMA Annual Meeting (http: / /www.nemsma.org/annualmeeting/2004/) • Development and delivery of the Six Sigma EMS Executive Workshop; Six Sigma EMS Yellow Belt Workshop; Six Sigma EMS Green Belt Workshop HealthAnalytics, LLC Page 3 of 19 ©2005 HEALTHANALYTICS PROPOSAL FOR PROFESSIONAL SERVICES TO COMPLETE AN EMS SYSTEM RESTRUCTURE AND DEVELOP AN RFP FOR ALS TRANSPORT SERVICES • Development and delivery of EMS Deployment Workshop • Development and delivery of online courses on the use of the Baldrige Criteria for EMS system evaluation • Support of the Open Source EMS Initiative's Performance Indicator Group (http: / /www.mhf.net / opensource /) • Publishing the first peer -reviewed periodical for EMS managers, the EMS Management Journal (http:/ /www.emsmj.com) • Provision of JCAHO-authorized performance measurement system services to hospitals and behavioral healthcare organizations through our AdvantaCare system (http: / /www.healthanalytics.net/care/; http: / /www.healthanalytics.net/psych/; http: / /www.advantacare.com), which will soon be re -branded under our new division names of CareAnalytics and PsychAnalytics). HA is a part of the LifeOptions group of companies, which includes the Crisis Care Network (http://www.crisiscare.com), and WorkLife Media (http:/ /www.worklifemedia.net). HA principals and associates have worked in a wide variety of EMS, healthcare, fire, and 9-1-1/medical call center organizations. HA also has associates with skills and experience from outside the emergency services arena — in disciplines such as information technology, healthcare finance, accounting, operations research, and marketing. Our sister companies in the LifeOptions group bring additional resources and skill sets in crisis care, human resources, distance education, and new media development. Through our principals, associates, strategic partner (University of Arizona) and sister companies, HA brings the experience, skills and tools needed to identify key resources, strengths, weaknesses, opportunities and risks in each part of a fire and EMS organization. Our broad range of services draws upon decades of experience in crafting effective and efficient solutions in: • EMS System Evaluations & Design • EMS Deployment Analysis • Request for Proposal development and process management • EMS Finance, Billing & Reimbursement • Data Analysis, Quality/Performance Management, & Benchmarking • Customized Data Analysis & Reporting Services • Clinical and Operations Research • Medical Direction/Clinical Management • Outsourced EMS Management Services HealthAnalytics, LLC Page 4 of 19 © 2005 HEALTHANALYTICS PROPOSAL FOR PROFESSIONAL SERVICES TO COMPLETE AN EMS SYSTEM RESTRUCTURE AND DEVELOP AN RFP FOR ALS TRANSPORT SERVICES Our general approach to projects starts with a thorough assessment process that includes interviews with key managers and stakeholders, review of key documents, conducting employee surveys, open public meetings, and review of key data files (e.g., CAD records, fire and/or EMS report databases). This information gathering phase is followed by a refining of the originally stated problems and needs from the client. Indexes of key strengths and weaknesses are made for each major area impacting the refined problem and need statements. This paves the way for development of a list of potential options to consider that is consistent with the client's original scope of work requirements. If a strong option is revealed that was not originally contemplated by the client, it is brought to their attention for their permission to include in further considerations. Major pros and cons for each of the potential options are developed for preliminary review by the client. The most favored items are then subjected to more detailed analyses. The results of those analyses are presented to the client in a clear format with presentation of strengths, weaknesses, opportunities and challenges. Our recommendations for changes and improvements will be based on a scoring and weighting of options using our Analytical Hierarchy Process. This lets the client clearly see why a particular option was recommended for a specific community and its circumstances. Our Analytical Hierarchy Process is particularly helpful to elected officials and senior administrators who must make difficult decisions in light budget constraints and other political realities - with full knowledge of the probable consequences that these decisions will have on system's performance and costs. HA makes extensive use of virtual workplace technologies to manage projects, collaborate with strategic partners and communicate with its clients — for maximum efficiency and convenience. These virtual workplace technologies are intended to augment and complement face to face meetings and telephone calls — not replace them. This allows the team members from HA, our client's staff and invited key stakeholders to communicate and collaborate on a continuing basis throughout the project — remotely and asynchronously. These are methods that do not require participants to get together in the same physical place or meet electronically at the same time — as you would with face to face meetings and conference calls. Email is one of the best examples of remote asynchronous electronic communications. Project team members and process participants from most of our clients still have their normal professional responsibilities in addition to responsibilities for a project that HA might be engaged for. Remote asynchronous communications and work flow management provide our clients with a great deal of flexibility in their efforts to effectively managingtheir time and multiple responsibilities. These technologies also allow our project teams to HealthAnalytics, LLC Page 5 of 19 © 2005 HEALT ANALY` ICS PROPOSAL FOR PROFESSIONAL SERVICES TO COMPLETE AN EMS SYSTEM RESTRUCTURE AND DEVELOP AN RFP FOR ALS TRANSPORT SERVICES better manage overall document development, collaborative review and comment, editing, and version control — in less time and at less total cost. We utilize the Documentum eRoom platform for our project team workspaces. A 'Flash' tour illustrating the capabilities of our eRoom facilities is available at http: / /www.documentum-info.com/mk/get/ 11-07- 03 COLLAB PROP FLASH). Since many of the projects that HA is engaged for are likely to have a very high level of interest from EMS and healthcare stakeholders at all levels, the intranet for these types of projects can be configured in such a way that allows them to follow the progress of the project through our posting of announcements, soliciting comments on specific ideas, soliciting review and comment on draft documents, or review of completed documents. This functionality is often helpful in preventing or controlling rumors about the project. These features may be added or removed based on the preferences of our clients. HA uses Microsoft Office software for most of its document preparation and analyses. Groupware features such as 'Track changes', version control and other groupware functionality are used to integrate the written contributions of all our consultant team members. Documents are posted to our secure intranet for designated client representatives to download and review works in progress. Client comments and change suggestions can also be clearly noted with the 'Track Changes' features in MS Office applications, thereby adding to the speed, efficiency and accuracy of client feedback. HA houses its information technology infrastructure in a high security data center to maintain the highest levels of information reliability and security. A virtual tour of the facility is available at: www.equinix.com/prod serv/ibx/ibxtour.htm. HealthAnalytics, LLC Page 6 of 19 ©2005 HEALTHANALYTICS PROPOSAL FOR PROFESSIONAL SERVICES TO COMPLETE AN EMS SYSTEM RESTRUCTURE AND DEVELOP AN RFP FOR ALS TRANSPORT SERVICES III. PROJECT TEAM David Lindberg, HealthAnalytics' CEO will serve as the project manager for this project. He will be supported by key HealthAnalytics staff for assistance in their respective specialty areas. The Team Members and their roles are: • David Lindberg, Chief Executive Officer — Project Manager • Jeff Goldberg, PhD, Vice President — Capacity planning; Deployment analysis; Staffing analysis • Gene Begnell, Executive Vice President — GIS & Deployment analysis • Todd Hatley, Chief Operating Officer — Six Sigma; Organizational development; Data Analysis; RFP Development • Mic Gunderson, President — EMS System structure and RFP Development A brief biography is included for each team member below. A. DAVID LINDBERG, CHIEF EXECUTIVE OFFICER Mr. Lindberg will serve as the overall project manager for this project and perform a great deal of the analyses. Before founding HealthAnalytics, Mr. David Lindberg served as an independent consultant specializing in emergency healthcare economics and the design and management of medical transport companies. Prior to his consulting experience, Dave served as Vice President of Managed Care and Strategic Development at Visiting Physicians Association (VPA) - the largest physician house call practice in the U.S. Prior to joining VPA, Dave served at the Rural/Metro Corporation as Director, International Healthcare Group and prior to that as their National Director of Managed Care. While at Rural/Metro, he created and directed the development and implementation of Rural/Metro's managed care marketing strategy, including the development and implementation of client -focused managed care system solutions. In that role, he was often called upon as an internal consultant to represent Rural/Metro on various EMS system redesign projects across the country. One of his projects included the development of a statewide medical transportation network to cover more than 450,000 of Aetna's managed care lives in Ohio utilizing over 20 other subcontracted providers. HealthAnalytics, LLC Page 7 of 19 © 2005 HEALTHANALYTICS PROPOSAL FOR PROFESSIONAL SERVICES TO COMPLETE AN EMS SYSTEM RESTRUCTURE AND DEVELOP AN RFP FOR ALS TRANSPORT SERVICES He also gained international business development experience with managed care call centers and healthcare system design in Australia and South America. Dave was instrumental in the development of the San Diego Medical Services Enterprise, which is arguably the most successful public/private EMS ventures in the U.S. to date. Prior to joining Rural/Metro, Mr. Lindberg served as the Director of Business Development at MedAmerica, a wholly owned Management Services Organization of the California Emergency Physicians. At the time, California Emergency Physicians was the largest emergency medicine practice in the State of California, serving over 45 facilities and employing over 400 physicians. He was directly responsible for the development of services necessary to manage the full continuum of urgent and emergent medical services for managed care organizations, including the development of an access management call center. Prior to MedAmerica, Mr. Lindberg served in a number of different management roles over his ten-year experience at MedTrans in San Diego. During that period of time Dave co-founded the San Diego County Paramedic Association and served on many San Diego EMS tasks forces and committees. The most pertinent to this project were the San Diego County EMS Trauma Task Force, San Diego County Base Hospital Physicians Committee, San Diego County Prehospital Audit Committee, San Diego County Quality Improvement Grant Task Force, San Diego County Rural ALS Task Force, San Diego County EMT & EMT-P Protocol Task Force, San Diego County Education Committee Task Force and Allied Health Department Advisory Committee - Palomar Community College. He has over twenty five years of EMS and healthcare management experience including, EMS system design, RFP development and response, marketing & business development, operations, 9-1-1 communications, patient care, education, and research. David also currently serves as the Co -Executive Director of the National EMS Management Association. He is a frequent speaker on managed care, future EMS trends and healthcare access management solutions. B. DR. JEFF GOLDBERG, PHD, VICE PRESIDENT Dr. Goldberg and his staff at the U of A will work closely with David Lindberg and Gene Begnell on the mathematical modeling of the system in an effort to identify more efficient deployment models. Dr. Goldberg has spent 20 years on the faculty in Systems and Industrial Engineering at the University of Arizona. He has been a consultant to the Tucson Arizona Fire Department, the El Cajon California Fire Department, and the Mount Vernon Washington Fire Department. In each of these instances he has HealthAnalytics, LLC Page 8 of 19 © 2005 HEALTHANALYTlCS PROPOSAL FOR PROFESSIONAL SERVICES TO COMPLETE AN EMS SYSTEM RESTRUCTURE AND DEVELOP AN RFP FOR ALS TRANSPORT SERVICES worked on the problem of deploying paramedic vehicles and predicting system performance. His work has been used to analyze situations where service in a sub -area was weak, new vehicles became available, and additional area was under consideration for annexation. Dr. Goldberg has published mathematical models for optimal EMS deployment in the operations research literature and in the Annals of Emergency Medicine. The models that he has developed and used consider issues such as location dependent demand and service time, stochastic travel times, co -located vehicles that share load, and inter -district dispatching. Recently he published a literature survey covering 35 years of operations research work in EMS Deployment for the EMS Management Journal. Besides his research work, Dr. Goldberg is an excellent educator and is the Associate Dean of Academic Affairs in the College of Engineering. He has won the El Paso Gas Foundation career educator award at the University of Arizona (2 named annually over entire campus). He Also offers a course in mathematical modeling applied to EMS deployment and has guided 5 Masters Student projects and theses in the area. C. GENE BEGNELL, MPA, EXECUTIVE VICE PRESIDENT Mr. Begnell will lead all aspects of the project regarding fire department analysis. He will work closely with Jeff Goldberg and David Lindberg on the overall system modeling and performance analysis. Gene is currently serving as the Strategic Services Chief for the Orange County Fire Authority (OCFA) in California. Gene is responsible for all of the strategic ' and advanced planning for OCFA. Gene holds a Masters Degree in Public Administration and a Bachelor of Science Degree in Fire Administration. His certifications include, Master Instructor, State of California: Strike Team Leader, Group/Division Supervisor and is currently in the process of completing his Operations Section Chief certification. His over twenty-nine years of experience including time as the Fire Chief and Fire Marshal for the San Clemente F.D., Training Officer for the Newport Beach F.D. and as an Assistant Fire Chief for the U.S. Federal Fire Service. At OCFA he has served as the JPA Transition Coordinator for the Orange County Fire Authority (the JPA was established as a full service organization with no other governmental support) and as the analyst for the department's equity study. He is a contributing author to the rewrite of the NFPA Standards of Cover Manual and does consulting on deployment modeling. HealthAnalytics, LLC Page 9 of 19 © 2005 HEALTHANALYTICS PROPOSAL FOR PROFESSIONAL SERVICES TO COMPLETE AN EMS SYSTEM RESTRUCTURE AND DEVELOP AN RFP FOR ALS TRANSPORT SERVICES D. TODD HATLEY, MBA, MHA, REMT-P, CHIEF OPERATING OFFICER Mr. Hatley will assist in writing the RFP and provide strategic analysis and recommendations pertaining to clinical services, quality management, education and training. Todd Hatley is the Chief Operating Officer of HealthAnalytics. Before coming to HA, he was a Research Assistant Professor in the Department of Emergency Medicine at the University of North Carolina — Chapel Hill and is the Executive Director of the North Carolina Prehospital Medical Information System (PreMIS). Todd's background includes clinical practice in rural, urban and air medical environments, training, performance improvement and administration positions in EMS. In addition he has served as the Performance Improvement Coordinator for a large health network. Todd's formal education includes an Associates Degree in EMS, Bachelors in Business Administration and dual Masters Degrees in Business Administration and Healthcare Administration. He has recently begun post -graduate work in business and organizational behavior. He is a Six Sigma Black Belt, certified by the North Carolina State University under Blanton Godfrey, who formerly served as the CEO of the world renowned Juran Institute. Finally, Todd is involved in numerous national EMS projects and organizations including being the Immediate Past President of the National EMS Management Association, serving on the National EMS Information Systems Taskforce and he is a faculty member for the NHITSA Quality Management Initiative. E. MIC GUNDERSON, PRESIDENT Mr. Gunderson will assist in writing the RFP and provide strategic analysis and recommendations pertaining to clinical services, quality management, education and training, and medical direction. Mic Gunderson has been involved in EMS for over 25 years as a manager and field clinician with third service, fire, private and military EMS systems, research teams, EMS medical direction groups and as a consultant/publisher. Mic has served on the boards of directors for several national EMS organizations and the editorial boards for several academic EMS journals. His professional specialties include quality and performance management, EMS continuing education program development, and e-business strategy for EMS providers and suppliers. Mic now serves as the President of HA, Co -Executive Director of the National EMS Management Association (www.nemsma.org), editor of the EMS Management Journal (www.emsmj.com) and the Open Source EMS Initiative HealthAnalytics, LLC Page 10 of 19 © 2005 HEALTHANALYTICS PROPOSAL FOR PROFESSIONAL SERVICES TO COMPLETE AN EMS SYSTEM RESTRUCTURE AND DEVELOP AN RFP FOR ALS TRANSPORT SERVICES (www.mhf.net/opensource). Mic is also on the faculty of the University of Maryland at Baltimore County, teaching courses in management information systems and quality management for their Master's Program in Emergency Health Services. Among his previous positions, Mic served as the National Director for Quality, Education and Research with the Rural/Metro Corporation. He was responsible for developing a comprehensive quality/performance management strategy for all aspects of the organization, to include EMS, fire, and medical call centers as well as all administrative and support services. During his tenure with Rural/Metro, Mic served as an internal management consultant to more than 350 operations centers. Mic was deeply involved in development of the public - private partnership between San Diego Fire and Life Safety Service with Rural/Metro to form the San Diego Medical Services Enterprise, which is the current ambulance service provider for the City of San Diego. Prior to his service at Rural/Metro, Mic was the Director of Research and Education with the Office of the Medical Director in the Pinellas County, Florida EMS system. That medical direction group provided on-line and off-line medical direction services to 19 fire and private EMS providers. Mic was involved with several highly successful projects there including ones which doubled system survival rates from cardiac arrest, reduced the frequency of drowning incidents by over 50%, reduced major trauma scene times by over 50%, and created a unique post -graduate style paramedic fellowship education program. Mic is very active with EMS and quality management professional associations. He is one of the founders and a previous Vice -President of the National Association of EMS Quality Professionals. He has led their Board of Directors through a reorganization and vision process, which has led to it renaming as the National EMS Management Association (NEMSMA). NEMSMA and HA are collaborating on several other projects under Mic's stewardship including the EMS Management Journal, an EMS management textbook and an annual conference. Mic now serves as NEMSMA's Executive Director under an association management services contract with HA. Mic has played a similar founding role and served on the Board of Directors for the National Association of EMS Educators. He has served as a member of several committees of the National Association of EMS Physicians and has been a member of the American Society for Quality and the National Association for Healthcare Quality. He is one of the original Associates with the Prehospital Care Research Forum at the UCLA Center for Prehospital Care. Mic is one faculty for the National EMS Medial Director's Course and the NHTSA Quality Management Workshop. HealthAnalytics, LLC Page 11 of 19 02005 HEALTHANALYTICS PROPOSAL FOR PROFESSIONAL SERVICES TO COMPLETE AN EMS SYSTEM RESTRUCTURE AND DEVELOP AN RFP FOR ALS TRANSPORT SERVICES During his field EMS career, Mic worked for many years as a firefighter / paramedic on an ALS engine company. IV. SCOPE OF THE PROJECT HealthAnalytics would like to suggest this project be separated in to five phases. These phases would include: • An Analysis of Current and Future Performance • Development of A New EMS System Design • Development of An RFP • RFP Process • Provider Contracting Below is a non exhaustive list of some of the activities and objectives anticipated for each phase: 1. Current Performance Analysis Phase a. AMR Performance i. Turn -Out Times ii. Drive Times iii. Response Times iv. Performance probability analysis v. Analyze & predict synergies with ALS first response b. National City Performance i. Turn -Out Times ii. Drive Times iii. Response Times iv. Performance probability analysis v. Analyze & predict synergies with ALS first response 2. System Design Phase a. Facilitate Stakeholder meeting(s) b. Develop Current & Future Operational & Performance Objectives i. National City on its own ii. National City with other South Bay Agencies c. Develop System Governance structure i. National City on its own ii. National City with other South Bay Agencies d. Develop System Finance Objectives and Structure i. National City on its own HealthAnalytics, LLC Page 12 of 19 ©2005 HEALTHANALYTICS PROPOSAL FOR PROFESSIONAL SERVICES TO COMPLETE AN EMS SYSTEM RESTRUCTURE AND DEVELOP AN RFP FOR ALS TRANSPORT SERVICES ii. National City with other South Bay Agencies 3. RFP Development Phase a. Write RFP to conform with system design objectives i. Operational ii. Performance Requirements iii. System and Governance Structure iv. Financial v. Other 4. Develop RFP process guidelines and timeline a. RFP Distribution and Publication b. Pre -bid conference (if necessary) c. Proposer Question Period d. Final Addendums and questions answered e. Proposal Evaluation Committee Makeup f. Develop protest process g. Develop Proposal Scoring Matrix i. Using Analytical Hierarchy Process (a brief description of a analytical hierarchy process is included at the end of this document) 5. RFP Process Phase a. RFP distribution (and marketing RFP) b. Pre -bid conference (if necessary) c. Proposer Question Period d. Final Addendums and questions answered (if necessary) e. Receive Proposals f. Ensure Minimum Requirements are Met g. Convene Evaluation Committee h. Provide education of Scoring Methodology i. Evaluate Proposals j. Score Proposals k. Host Finalist Interviews (if necessary) 1. Select winning Bidder m. Provide proposer notifications n. Process proposer protest (if necessary) o. Resolve protest (if necessary) p. Submit for City Council Approval 6. Contracting Phase a. Negotiate Contract with winning proposer b. Sign & Implement Contract c. Begin Implementation of new system HealthAnalytics, LLC Page 13 of 19 © 2005 HEALTHANALYTICS PROPOSAL FOR PROFESSIONAL SERVICES TO COMPLETE AN EMS SYSTEM RESTRUCTURE AND DEVELOP AN RFP FOR ALS TRANSPORT SERVICES V. HEALTHANALYTICS' STANDARD PRICING A. FIXED AND HOURLY PRICING HealthAnalytics would like to suggest that the cost of hiring a consultant for this project be built into the new EMS system design and RFP process. In other words, the winning bidder should cover this cost as part of winning the contract. Depending on the project and tasks associated with a given project, HealthAnalytics is willing to provide services on either a fixed price or hourly rate. We have included a fix rate quote below based on the previous scope of work described above: National City Project Cost Estimate 1. Current Performance Analysis Phase 2. System Design Phase 3. RFP Development Phase 4. RFP Process Phase 5. Contractin. Phase $4,800 $12,600 $11,415 $7,725 $3,090 Estimated Professional Fees Estimated Travel Expenses Estimated Total Project Cost $39,630 $3,963 $43,593 Fixed Rate Pricing For projects that have a clear end date and clearly defined final deliverables, HealthAnalytics prefers a fixed flat fee for project completion. We have found that this allows the client to accurately budget for the project. In these situations, HealthAnalytics would typically receive a 30% retainer up front, another 40% after the first major deliverable is completed and the last 30% when the project is fully completed to the client's satisfaction. Hourly Rate Pricing For projects that have a clear deliverable but an uncertain end date or it is too difficult to calculate the time necessary to complete the given deliverable, HealthAnalytics prefers to work within an hourly rate structure (with an initial agreed upon retainer). HealthAnalytics' hourly rate structure is outlined in the table below: HealthAnalytics, LLC Page 14 of 19 02005 HEALTHANALYTICS PROPOSAL FOR PROFESSIONAL SERVICES TO COMPLETE AN EMS SYSTEM RESTRUCTURE AND DEVELOP AN RFP FOR ALS TRANSPORT SERVICES HealthAnalytics' Hourly Consulting Rates With 7 days advance notice Hourly Onsite Consulting (Min. 4 Hrs.) $150 Daily Onsite Consulting $1,200 Hourly Internet/Remote Consulting $100 Hourly Phone Consultation $75 Less than 7 days advance notice Hourly Onsite Consulting (Min. 4 Hrs.) $188 Daily Onsite Consulting $1,500 Hourly Internet/Remote Consulting $120 Hourl Phone Consultation $90 B. SUBSCRIPTION PRICING Purpose HealthAnalytics is committed to providing an easy and affordable program for key clients who have ongoing needs for consulting services. This program will allow key clients topurchase services from a flexible menu of consulting services at a fixed monthly discounted rate. This also allows our clients to predict and budget for future expenditures. Methodology a) Rates HealthAnalytics requests clients to commit to a defined level of base monthly services for a six month or one year period of time. Depending on the base monthly service and time period commitment, discounts are applied (see tables below). b) Adjustments HealthAnalytics allows clients the flexibility to exchange consulting services from one month to another. For example, if the client used more than their contracted base allocation in a given month, they could use less the next month and not pay any additional fees. Similarly, if a client does not use their full allotment of services in a given month the unused services will be banked for the next or subsequent months left in the contract period. If a client has a particular month where they need a significant increase in consulting services, they can pay for the additional services above the planned monthly base expenditures in that month and qualify for a higher monthly discount for that given month. HealthAnalytics, LLC Page 15 of 19 © 2005 HEALTHANALYTICS PROPOSAL FOR PROFESSIONAL SERVICES TO COMPLETE AN EMS SYSTEM RESTRUCTURE AND DEVELOP AN RFP FOR ALS TRANSPORT SERVICES Clients are encouraged to use all of their base service allocations by the end of their contract period. Reconciliation will be completed at the end of each contract period for services consumed above the contacted level. c) Payments Monthly payments for subscription services would be due at the beginning of each contract month. An example of the how the subscription methodology works is included in the tables below: With 7 days advance notice Hourly Onsite Consulting (Min. 4 Hrs.) Daily Onsite Consulting Hourly Internet/Remote Consulting Hourly Phone Consultation Less than 7 days advance notice Hourly Onsite Consulting (Min. 4 Hrs.) Daily Onsite Consulting Hourly Internet/Remote Consulting Hourly Phone Consultation $150 $1,200 $100 $75 $188 $1,500 $120 $90 Amount 1 3 1 Subtotal: Apply Monthly Base Expenditure Discount: Subtotal: Apply Monthly Plan Commitment Discount: Monthly Tot Plan Discounts 0 - 499 500 - 999 1000 - 1499 1500 - 1999 2000 - 2499 2500 - 2999 3000 & Greater 6 Month Commitment 1 Year Commitment C. TRAVEL EXPENSE 0.0% 2.5% 5.0% 7.5% 10.0% 12.5% 15.0% / $ 1,500 $ 3,000 S 450 $ 2,550 255 $ ,295 Travel expenses are separate from professional fees and are due and payable upon submission. 15.0% 10.0% HealthAnalytics, LLC Page 16 of 19 © 2005 HEALTHANALYTICS PROPOSAL FOR PROFESSIONAL SERVICES TO COMPLETE AN EMS SYSTEM RESTRUCTURE AND DEVELOP AN RFP FOR ALS TRANSPORT SERVICES VI. ANALYTICAL HIERARCHY PROCESS 1. Corning to a Decision Under Multiple Criteria and Multiple Alternatives The Analytical Hierarchy Process (AHP) is a method of coming to a single decision (or set of decisions) for multi -criteria decision problems. The criteria can be quantitative, qualitative, or hard to measure. The versatility of the technique is the key factor in its broad use for difficult decision problems with many stakeholders. Three assumptions are needed to use the technique: 1. There is a finite set of options to choose from 2. Criteria at the same level of a hierarchy must be comparable, that is, individuals must be able to express their preferences for the criteria. The stakeholders / decision makers are going to have to tell how much more they like one criterion over another. This technique "asks" many pair wise comparison questions of the stakeholders / decision makers. 3. There is a reciprocal condition. If alternative A is K times more preferred than alternative B for a criterion, then alternative B is 1/K times more preferred than alternative A for that same criterion. The goal is to pick the best alternative. The key question is what do we mean by 'best' when there are multiple criteria? If there is only one criterion — let's say its percentage of calls that meet the time standard — then the decision is easy. Simply pick the system design that maximizes this percentage (assuming that we can, estimate the percentage based on the design). When there are multiple criteria, the idea of 'best' is not clear as systems that are better on one criterion may be weak on others. For example, the system that is best on percentage of calls that meet the time standard may be much worse on cost as that system requires a great deal of equipment to get such as high standard. Our approach is to try and combine all of the criteria into a single criterion called "score." Therefore, the 'best' alternative is the one with the highest score. We can give a simple computing formula for score. Assume that we can find a 'weight' for each criterion. This weight is a measure of importance of those criteria that are more important and given a higher weight. We have to determine these weights and the consulting team will do this in conjunction with the LFD. The weights must have 'relative consistency' so we HealthAnalytics, LLC Page 17 of 19 © 2005 HEALTHANALYTICS PROPOSAL FOR PROFESSIONAL SERVICES TO COMPLETE AN EMS SYSTEM RESTRUCTURE AND DEVELOP AN RFP FOR ALS TRANSPORT SERVICES will need a formalized process — this become complex even when there are only 4 or 5 criteria to consider. Also, we assume that we can score each alternative on each criterion using a comparable scale that is relatively consistent. For example, a 1 to 5 scale is satisfactory. If option 1 scores 3 and option 2 scores 1.5, then option 1 is twice as good (or 2 times as good) than option 2 for this criterion. This is what we mean by relative consistency. You can always compare things on such a scale even if you are comparing different unit values. Given the scores and the weights for each option and each criterion, we multiply the criterion weight by the score of that option for that criterion. We then sum these products over all criteria and this is a total score for the alternative. We then pick the alternative with the maximum score. We need to answer the following questions to use the above method: How do we get the weights for each of the criteria? How do we get the score values for each option for each criteria? Is there anything that we should be worried about or be careful about? 2. Evaluating the weights for each criterion To do this, we could simply ask the stakeholders/decision makers however; there is a problem here in that it is hard to be consistent with weights. One generally gets many approximations. For example, say one gives a decision maker 10 criterion and asks for 10 weights. The response usually looks like one or two high values and one or two low values and then 6 values right in the middle and all the same. There is no easy way for the decision maker to calibrate so that these weights really represent the relative values of the criteria. The problem is that we are asking for too complicated a set of values. This would be easier for the decision maker if there were only 2 criteria. Then, we could ask the question "What is the importance of criterion 1 over criterion 2 on a relative scale" This is the process we will use. We will ask a series of questions, one question for each pair of criteria. Normally we use a 1 through 9 scale for the answer. HealthAnalytics, LLC Page 18 of 19 ©2005 HEALTHANALYTICS PROPOSAL FOR PROFESSIONAL SERVICES TO COMPLETE AN EMS SYSTEM RESTRUCTURE AND DEVELOP AN RFP FOR ALS TRANSPORT SERVICES 1 Criteria 1 and 2 are equal importance 3 1 is weakly more important than 2 5 ri is strongly more important than 2 7 I 1 is very strongly more important than 2 9 1 is absolutely more important than 2 The approach will work even in the case where there are major criteria that are each made up of sub -criteria. We will attack this is in a hierarchical fashion starting at the lowest level and eventually getting to weights at the top level. As before, we will only require a sequence of pair wise comparisons. HealthAnalytics, LLC Page 19 of 19 © 2005 HEALTHANALYT CS Memo To: Donald Condon, Battalion Chief, City of National City Fire Department From: David Lindberg, CEO, HealthAnalytics, LLC CC: Date: June 7, 2005 Re: Updated Project Pricing Proposal After further review of the original Scope and hours proposed and with the recent completion of some analysis software developed at the University of Arizona (which will automate some of the analysis), HealthAnalytics believes it can decrease the original quote without significantly diminishing the work product. I have included below a revised pricing quote for each major component of the scope of work originally proposed: National City Project Cost Estimate 1. Current Performance Analysis Phase 2. System Design Phase 3: RFP Development Phase 4. RFP Process Phase 5. Contracting Phase $4,800 $12,600 $11,415 $7,725 $3,090 $3,600 $10,710 $9,703 $6,953 $2,781 25.0% 15.0% 15.0% 10.0% 10.0% Estimated Professional Fees Estimated Travel Expenses Estimated Total Project Cost $39,630 $33,746 15% $3,963 $4,000 $43,593 $37,746 The new pricing represents roughly a 15% decrease from the original amount proposed. Please don't hesitate to call me if you have any questions. Again, thank you for your consideration of our proposal. 1 City of National City, California COUNCIL AGENDA STATEMENT MEETING DATE 06/21/05 AGENDA ITEM NO. 14 (-ITEM TITLE Mayor to Execute an Agreement With HealthAnalytics in the Amount of $37,746, Including Actual Travel Expenses, to Provide Consulting Services to Aid in the Design and Development of a Paramedic Program PREPARED BY DEPARTMENT EXPLANATION Donald Condon, Fire Battalion Chief, 336-4550 Resolution of the City Council of the City of National City Authorizing the To provide a higher level of emergency medical care to the citizens, visitors and personnel of the City of National City, the Fire Department has recommended that a Paramedic Program operated by the Fire Department be implemented. City Council has directed the Fire Department to initiate the design, development and implementation of a Fire Department Paramedic Program. To accomplish the development of the Paramedic Program in the most effective and efficient manner, the Fire Department has elected to contract with a consultant that is an expert in the field of Emergency Medical Services (EMS) analysis. HealthAnalytics was selected based on their experience in the EMS field and their knowledge of local emergency care provider systems. A proposal and revised pricing proposal prepared by HealthAnalytics is attached. ( Environmental Review _ N/A Financial Statement $37,746 to be paid from the EMT-D Fund. All costs to be reimbursed by the successful bidder in the EMS system bid process. >STAFF RECOMMENDATION Account No. City Council by resolution authorize the execution of the agreement with HealthAnalytics. BOARD / COMMISSION RECOMMENDATION N/A ATTACHMENTS ( Listed Below ) 1. Resolution. 2. City Contract. 3. HealthAnalytics Proposal. 4. Revised HealthAnalytics Pricing Proposal. A-200 (9/80) Resolution No. 0 209s-30 HEALTHANALYTICS Memo To: Donald Condon, Battalion Chief, City of National City Fire Department From: David Lindberg, CEO, HealthAnalytics, LLC CC: Date: June 7, 2005 Re: Updated Project Pricing Proposal After further review of the original Scope and hours proposed and with the recent completion of some analysis software developed at the University of Arizona (which will automate some of the analysis), HealthAnalytics believes it can decrease the original quote without significantly diminishing the work product. I have included below a revised pricing quote for each major component of the scope of work originally proposed: National City Project Cost Estimate 1. Current Performance Analysis Phase 2. System Design Phase 3: RFP Development Phase 4. RFP Process Phase 5. Contractin. Phase Estimated Professional Fees Estimated Travel Expenses Estimated Total Project Cost $4,800 $12,600 $11,415 $7,725 $3,090 $3,600 $10,710 $9,703 $6,953 $2,781 25.0% 15.0% 15.0% 10.0% 10.0% $39,630 $33,746 15% $3,963 $4,000 $43,593 $37,746, The new pricing represents roughly a 15% decrease from the original amount proposed. Please don't hesitate to call me if you have any questions. Again, thank you for your consideration of our proposal. 1 RESOLUTION 2005-130 RESOLUTION OF THE CITY COUNCIL OF THE CITY OF NATIONAL CITY AUTHORIZING THE MAYOR TO EXECUTE AN AGREEMENT IN THE AMOUNT OF $37,746 WITH HEALTHANALYTICS TO PROVIDE CONSULTING SERVICES TO ASSIST IN THE DESIGN AND DEVELOPMENT OF A PARAMEDIC PROGRAM WHEREAS, the City desires to employ a contractor to provide consulting services to assist in the design and development of a National City Paramedic Program; and WHEREAS, the City has determined that HealthAnalytics is a qualified consulting and information services firm in the Emergency Medical Services (EMS) industry firm and is qualified by experience and ability 0074o perform the services desired by the City, and HealthAnalytics is willing to perform such services. NOW, THEREFORE, BE IT RESOLVED that the City Council hereby authorizes the Mayor to execute an agreement with HealthAnalytics in the amount of $37,746 to provide consulting services to assist in the design and development of a National City Paramedic Program. Said Agreement in on file in the office of the City Clerk. PASSED and ADOPTED this 21st day of Jun 2005. fot. Nick Inzunza, Mayor ATTEST: A Michael Dalla, City ' Ierk APPROVED AS TO FORM: George H. "Eiser, Ill City Attorney V 16.E MA look Passed and adopted by the Council of the City of National City, California, on June 21, 2005, by the following vote, to -wit: Ayes: Councilmembers Inzunza, Morrison, Natividad, Parra, Zarate. Nays: None. Absent: None. Abstain: None. AUTHENTICATED BY: By: NICK INZUNZA Mayor of the City of National City, California City C rk of the City of ational City, California Deputy I HEREBY CERTIFY that the above and foregoing is a full, true and correct copy of RESOLUTION NO. 2005-130 of the City of National City, California, passed and adopted by the Council of said City on June 21, 2005. By: City Clerk of the City of National City, California Deputy City of National City Office of the City Clerk 1243 National City Boulevard, National City, CA 91950-4397 Michael R. Della, CMC - City Clerk (619) 336-4228 Fax: (619) 336-4229 September 19, 2005 David Lindberg Chief Executive Officer HealthAnalytics 2745 N. Sterling Drive Mesa, AZ 85207 Dear David, On June 21, 2005, Resolution No. 2005-130 was passed and adopted by the City Council of the City of National City, authorizing the Mayor to execute an agreement in the amount of $37,746 with HealthAnalytics to provide consulting services to assist in the design and development of a National City Paramedic Program. We are forwarding a certified copy of the above Resolution and a copy of the agreement for your files. Michael R. Dalla City Clerk MRD/lw Enclosure File No. C2005-30 ® Recycled Paper