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HomeMy WebLinkAboutAgreements/Contracts - Renew (002)GRANT COUNTY COMMISSIONERS AGENDA MEETING REQUEST FORM (Must be submitted to the Clerk of the Board by 12:00pm on Thursday) REQUESTING DEPARTMENT: Renew REQUEST SUBMITTED BY. Sarah Nelson. CONTACT PERSON ATTENDING ROUNDTABLE.Dell Anderson CONFIDENTIAL INFORMATION: DYES ®NO DATE:4/1 1 /24 PHONE;509-765-9239 21: 31 DAgreement /Contract ❑AP Vouchers F-1 Bids /RFPs /Quotes Award ❑Bid Opening Scheduled ❑Appointment /Reappointment ❑ARPA Related ❑Computer Related El County Code ❑Boards /Committees ❑Emergency Purchase ❑Budget El Employee Rel. ❑Facilities Related El Financial 1:1 Funds ❑Hearing ❑Invoices /Purchase Orders []Grants —Fed/State/County ❑Leases 11 MOA / MOU ❑Minutes ❑Ordinances ❑Policies ❑Out of State Travel ❑Petty Cash 1:1 Proclamations ❑Recommendation El Professional Sery/Consultant ❑Request for Purchase ❑Support Letter ❑Resolution ❑Tax Levies []Thank You's ❑Tax Title Property ❑Surplus Req. ❑WSLCB Ila RequestingaRenew's approval of Service Capacity Improvement proposal with Ingenium Digital Health Advisors. Total cost: $95,000.00 Fund: 108.150.00.0000.564004100 Professional Services If necessary, was this document reviewed by accounting.? ❑ YES S IR NO If necessary, was this document reviewed by legal? IR YES g ❑ NO DATE OFA ' L- CTION. APPROVE: DENIED ABSTAIN D1: D2: D3: 4/8/24 DEFERRED OR CONTINUED TO: Smik e t �twifi tallness e% K24-116 0 Ingenlum 00,� O�Advisor$ Digital Health Renew Servi*ce Capaci Improve enAl- 46 qituation AnalUsis Over the past two years, the Renew team has invested significant time and nd resources in optimizing its use of connected care to deliver care to clients "at a distance". With additional funding, the optimization paved the way last year for a rapid expansion of service c • opacity for crisis support ("Tele Crisis") in the regional EDs and the jail, SUD treatmentT ( eIeSUD) in three regional clinics through connected care, and school-based telehealth services in two schools. The organization's adoption of Connected Care as a viable service delivery modality now offers additional opportunities to leverage Connected Care to het achieve e Renew s key strategic objectives, especially around advancing financial health through increased ' g eased clinician productivity and improving access through increased clinician capacit . Y Following our discussion earlier this month, this proposal las out p y various paths to leverage Connected Health to achieve Renew's and your leadership goals. Desired Outcomes and Measures of Success The primary key desired outcomes of our work together are: 1. Improved productivity of Renew's clinicians. 2. Cost-effective increase in Renew's capacity to serve the needs of its population. 3. Increased, strategic use of Connected Care to improve productivity, increase capacity, and expand access to Renew's services. To assess our level of success, we will track the following Y ke measures: Renew"s clinicians are spending more time with clients, while clinician and staff satisfaction improves or remains unchanged. Renew is expanding its service capacity with minimal capital expenditures, p p tures, e.g., for the expansion of office space. The use of connected care as an alternative care modalityis growing g g across all service offerings. CONFIDENTIAL March 22, 2024 -1- Renew service Capacity Improvement ]n genium Digital Health Advisors The ultimate measure of success is that the overall use of Renew's w s services across all of the population in Grant county is increasing due to higher productivity, increased service capacity, and a higher utilization of connected care to provide care and services at a distance. Value of Achieving the Desired outcomes Achieving the Desired Outcomes will create the following value for Renew: • Improved retention of clinicians and service providers that value the flexibility of partially or fully working remotely, yielding significant savings from a lower turnover urnover rate. This includes lost service capacity while a clinician vacancy is beingfilled recruitment hiring fitment and hiring costs, increased remuneration, training and onboardin costs, and an ' • 9 initial loss of productivity until the new staff member is fully productive. • Improved ability to attract and recruit additional clinicians and service providers to Renew that value the flexibility of partially or fully working remotely,, avoiding the losses incurred while the community's needs are not being met. • Increasing Renew"s service capacity without the need for a significant g ant capital investment toexpand office space or construct a new building or add a new wing. g • Increased access to Renew's services through connected care will result in increased revenue for fee-for-service offerings and better outcomes and service coverage for capitated contracts. In addition, timelier and more consistent access to care and services will also improve both client and organizational outcomes. Achieving the Desired Outcomes will significantly contribute to achieving chieving your vital strategic objectives around financial health and improved access, while demonstrating how you value your clinicians' time and expertise. All in all, this will support advancing ' pp g your vision to be a model of behavioral health & wellbeing. lie Achieving Uour Desired Outco es To achieve the Desired Outcomes we have you developed for p y a custom menu of different alternatives around two main focus areas: A. Data -Driven Improvement of Staff Productivity and Capacity p Y B. Expanding Access to Care through Connected Care While these two areas are separate in their focus, they are highly synergistic and support each other to achieve Renew's and your desired outcomes. Common to both focus areas and all presented alternatives is_ our systematic, data driven approach to solution design and our systems -focused approach to solution n implementation. Solution Design Process To identify potential solutions, we first seek to deeply and comprehensively understand the current challenges (e.g., low productivity) and aspirational goals (e.g., connect faster with people in crisis). CONFIDENTIAL March 22, 2024 -2- Renew Service Capacity Improvement Ingenium Digital Health Advisors Next, through conversations with staff and leaders and informed by your and our team's collective experience, we develop hypotheses around the contributing factors that are creatin g t he challenges. For aspirational goals we explore past and current barriers that havep revented the achievement of those goals. Finally, equipped with an understanding of the past and the present, we design and develop p i systems solutions n the form of processes and workflows supported by — as technology simple as g p a spreadsheet or as complex as an AI -supported case management product. Solution Launch Methodology For all Alternatives below, we follow the process of verification, solutionization, validation, and implemen- tation of the identified solutions. Verification focuses on ensuring that the solution is not only financially viable and clinically sound, but that it also meaningfully and relevantly contributes to the strategic objectives of an organization (i.e., the strategic case). Solutionization starts with the design of workflows to identify the desired experience by all people involved in the process, which then enables the search for and selection of the best technology solution. The third step, Operationalization, defines the processes needed to support the solution in the day-to-day work. *; or anizationat 4 Deploy - Change Concept Methods ment Prior to Implementation, Validation is focused on confirming all assumptions made in the identification, validation, and design of the solution during the proof -of -concept phase. In addition, a launch on a small scale allows for perfecting the workflows, adjustingthe technology gY configuration, ensuring training objectives have been realized, etc. Implementation, the final phase, focuses on deploying the solution to more staff or across more locations, using proven Change Management approaches such as ADKAR® or thea roach described in the book Switch„ pp by Chip and Dan Heath. All of the alternatives below are designed to achieve the desired outcomes. Higher -lettered alternatives will provide you with a higher value based on their expanded scope. A. Data -Driven Improvement of Staff Productivity and Capacity To improve staff productivity and explore options to cost-effectively increase our service . y capacity, we will jointly and collaborative work with you, your leadership team, supervisors, clinicians, service providers, and staff to: 1. assess and study the current productivity and capacity across key service lines and key staff to establish a baseline productivity, capacity, and staff satisfaction CONFIDENTIAL March 22, 2024 -3- Renew Service Capacity Improvement Ingeniurn Digital Health Advisors 2. identify and capture productivity bottlenecks, barriers to capacity -growth, and sources of staff dissatisfaction 3. identify, design, and develop solutions or improvements that may or may not involve the use of connected care (video visits) 4. validate each solution through a proof of concept that is intended to systematically validate assumptions 5. implement each solution across the respective teams Alternative Al.a Improve to Productivity and Capacity through Connected Health This alternative follows the approach outlined above and will focus on solutions that take advantage of the delivery of care and services "at a distance" through connected care. Potential solutions may include: minimize travel time by substituting connected care for in-person care where clinically appropriate, if the service provider would have to travel to the patient location • minimize unfilled appointment slots by filling them with connected care appointments • provide clinicians opportunities to work from home, by serving their clients through connected care • etc. 8 Alternative A2. Improve Staff Productivity and Capacity through Process, @Dd Systems Ontimization This Alternative includes all of Al. In addition to Connected Care solutions, we will systematically study and review the processes (workflows) and systems (technologies, policies, communication channels, etc.) to identify opportunities for optimization. Using a data -driven analysis informed by the Pareto-principle (the 80:20 rule), we will then jointly identify, validate, and implement the 2-3 most valuable optimization solutions that we expect to yield 60-80% of the possible improvement. The additional value of this Alternative lies in addressing any potential underlying systemic issues that provide barriers to productivity and capacity growth vs. solely relying on Connected Care to improve productivity. -10AIL:40i'm M,� 114 or Each of the alternatives below is designed to expand and improve Renew's use of Connected Care across its service lines and to its community members. Alternative 131: Integrate Connected Care into more of Renew's Services In this alternative we will work with the leadership and staff of 2 or 3 of Renew's services lines to identify and implement solutions that will increase each service's reach, access, and efficacy through connected care. CONFIDENTIAL March 22, 2024 -4- Renew Service Capacity Improvement Ingenium Digital Health Advisors As previously explored in September 2023, this includes the expansion and increase in service quality through connected care solutions for Case Management services, for the WISe, ram ro or p g in the form of a mobile unit for the Community Outreach Services. Alternative B2: Participate in Thriving Together's Community -Based Offerings In this Alternative (that is independent of Alternative 131) we will continue to implement connected care services in Thriving Together's community-based programs. This could include additional schools (e.g., Royal City, Mattawa, ACH, Roosevelt, etc.), Librariese. ., Warden Coulee C g City), or Fire Stations within Renew's service area. While the Thriving Together program will fund the creation of these communitypoints, access p s, Renew may be asked to provide its own funding to launch its services at these new community locations. hm ogistics With the exception of Alternative B2, we will be able start our work within 2-3 weeks ofro os to p p al acceptance nce and expect completion in January 2025. The timing of B2 will depend on thero ress p g of the school-based and library -based projects in Grant county. Ingenium will: • Sign Non -disclosure, Confidentiality, or Business Associate Agreements, as requested. • Return all calls and emails within S business hours, US Eastern Time. You will: • Provide introductions and ensure access to key stakeholders and leaders as needed to fulfill the objectives. • Make available all information that has a bearing on the project. • Provide clear support and sponsorship of this project. • Abide by the payment schedule and all terms and conditions below. • Be accessible and return calls or emails within 24 hours, except for pre -communicated circumstances, such as vacation or travel. We both will: • Immediately inform each other of any developments that might jeopardize the successful achievement of the objectives and/or the creation of the value outlined above. • Respect each other's confidentiality and proprietary materials and proprietary approaches. roaches. CONFIDENTIAL March 22, 2024 -5- Renew Service Capacity Improvement IV. Terms Ingenium [digital Health Advisors As a value -focused solutions provider, our fees are designed to be commensurate with the value provided by each alternative and are represented in a single fee. More time spent does not automatically translate into higher value, which is whydo not we assess an hourly or daily rate. Until we achieve the desired outcomes, you should feel comfortable t interact with us whenever necessary,i- o without the fear of a meter running. Fees Your investment options are as follows: • Alternative Al: $40,000 • Alternative A2: $75,000 (includes Al • Alternative 131: $30,000 for 2 services, $40,000 for 3 services • Alternative 132: $20,000 for up to 3 locations, $30,000 for up to 5 locations Administrative expenses (duplication, mail, etc.) are included in our fee. Travel expenses will b p e billed as actually incurred and are due on receipt of our invoice. Reasonable travel expenses p ses include air travel, mileage, transportation, lodging, meals and tips. A deposit of 50% is due to secure our availability and start the work. The balance is due and must be received 30 days after acceptance. As a professional courtesy you can apply a 5% discount ' the f pp y t if fee is paid in full upon acceptance; 10% if you select all offered alternatives (A2,, 131, 132). Once accepted, this project is non -cancellable, though it may be delayed or rescheduled with our mutual agreement and all payments are due as indicated. Our work together will be led by Fatlhv Letendre and Trevor Cunnin ham withuidance and input put from _Qhristia _ haste. -r and additional assistance from Ingeniums consultin ' g team. We ma y, at no additional cost to you, use additional qualified professionals to complete the work. As trusted advisors, our most valuable marketing currency is strong word-of-mouth referrals and glowing references from highly satisfied customers. As the founder of the In enium Consulting ng Group, Inc., I personally stand behind the quality of our work. If you feel that we have not aggressively and competently pursued the objectives we have jointly agreed on, I will confer with you to identify all problems and develop solutions. If after that processou remain dissatisfied, Y satisfied, I will refund fees paid as requested. ��M This proposal is valid through Friday, April 5, 2024. CONFIDENTIAL March 22, 2024 -6- Renew Service Capacity Improvement Ingenilurn Digital Health Advisors Acceptance Your signature below and indication of your selected alternatives indicates acceptance of this proposal and your agreement with the terms above. Alternatively, your deposit or full payment of a chosen option also constitutes that acceptance and allows us to start the project together. Please select one: I ( ) Alternative Al Alternative A2 (includes Al) Please select one or more: Alt rnative 131 2 Services 3 Services Alt LWIternative B2 C 'Locations 5 Locations Renew Grant Behavioral Health Services By: Name.- Dell Anderson Title: Executive Director Date: ............... Renew Grant Behavioral Health Svcs. % Dell Anderson 840 E Plum St Moses Lake, WA Ingenium Consulting Group, Inc.0 d/bla Ingenium Digital Health Advisors By: iL Name: Christian Mila r Title: Founder & CEO Date: March 22, 2024 Ingenium Consulting Group, Inc. % Christian Milaster 1173 Bayview Vista Annapolis, MD 21409 0 2024 Ingenium Consulting Group, Inc, Confidential — This document may not be shared without the express, written consent of the Ingenium Consulting Group, Inc. CONFIDENTIAL March 22, 2024 - 7 - Date:—,. -q-, j ATTEST: Ia r a ra J. Vag u6 z C a/rd le of the B rd BOARD OF COU Y COMMISSIONERS Pid�T,COUNT,�(, WA INGTON Cindy Carterl Chair Danny Stone, Vice -Chair P7J Bober 'a embe-F-_'_ 049 ��,vv�C� CcL�U c� i� Iyv�prCUe��2�-� �vp Dad .. ingevl I " �um �,c� W, Ith AAV % SYS