Document:

Consulting Agreement

 Exhibit 10.9 
  
 

 
  
 National Consulting Agreement

  
 This CONSULTING AGREEMENT (“AGREEMENT”) is made
and entered into effective this 8th day of July, 2004, by and between Source Atlantic Inc (“SA”) a Delaware corporation with its principal place of business located at 55 Accord Park Dr. Rockland, MA and E-Quip Consultants LLC (
“E-Quip”) a Pennsylvania limited liability company with its principal place of business located at 128 North 3rd Street Philadelphia, PA 19106 . 
  
 Whereas, SA is the owner and marketer of a certain suite of capital management software and associated services hereinafter defined as the “PRODUCT” as set
forth on Exhibit A attached hereto and made a part hereof. 
  
 Whereas, E-Quip
provides a host of management and consultative services focused on the dietary needs of the healthcare industry hereinafter defined as the “SERVICES” as set forth in Exhibit B attached hereto and made a part hereof. 
  
 Whereas, SA and E-Quip want to create and nationally launch an exclusive relationship that
would allow each company to mutually promote one another’s products and services as it applies to the healthcare service industry 
  
 Whereas, SA wishes to promote E-Quip and make available their skills and abilities to its existing and prospective healthcare clients and E-Quip wants to exclusively
represent SA products and services and make their skills and abilities in strategic capital planning, procurement and logistics available to its existing and prospective healthcare clients. 
  
 NOW, THEREFORE, the parties hereto, intending to be legally bound hereby, and
in consideration of the mutual covenants herein contained, agree as follows: 
  

	I	STRUCTURE 

  

	 	1.	SA hereby exclusively engages E-Quip, and E-Quip agrees to accept such engagement, as a consultant to exclusively represent SA by managing and directing all efforts as they apply to
the arena of Dietary & Food Service with in the Healthcare & Research Communities. E-Quip is free to engage on its own (i.e., without representing SA) in all other activities it presently or may in the future wish to pursue in industries
outside of the Healthcare & Research Communities. . SA can expect to draw on the dietary services expertise and resources available through E-Quip. E-Quip will draw on the strategic capital planning, procurement and management expertise of SA.
E-Quip will create and support a department dedicated to supplying equipment related food service planning for all projects that will have a dietary component to SA’s list of professional services. E-Quip will also support a remote office that
will serve SA’s Medical Equipment planning services in the Philadelphia area 

	 	2.	Each firm will give the other firm the right of first refusal in engagements where the other firm’s expertise is part of a consulting team. 

  

	 	3.	Each firm will advertise the services of the other under their own consulting banner and supply the other firm with marketing descriptions and materials to promote the other
firm’s success. Both firms will reasonably support one another’s marketing efforts where there is opportunity for the other firm. 

  

	 	4.	SA may give notice of the relationship between SA and E-Quip to include announcement via press release and inclusion in marketing materials. SA will submit materials to E-Quip for
review. SA shall not utilize the name of E-Quip in any promotional, marketing, or similar materials that have not been given prior approval by E-Quip. 

  

	 	5.	E-Quip may give notice of the relationship between E-Quip and SA to include announcement via press release and inclusion in marketing materials. E-Quip will submit materials to SA
for review. E-Quip shall not utilize the name of SA in any promotional, marketing, or similar materials that have not been given prior approval by SA. 

  

	 	6.	E-Quip will represent SA and no other within the healthcare, construction and architectural communities. In accounts where E-Quip has introduced SA, E-Quip will have an exclusive
consulting relationship with SA. SA will not engage with other consultants except by mutual agreement. 

  

	 	7.	As a corollary to item 4 and in overlapping markets, SA and E-Quip will each inform the other on an ongoing basis of the market opportunities as they arise. At each instance both
firms will define the consulting role of the other for each opportunity. 

  

	 	8.	Either SA or E-Quip can continue to use consultants with which they have some pre-existing relationship except in accounts introduced by the other firm; provided, however, that
E-Quip can use such dietary consultants in performing its Services hereunder as it deems necessary in its sole and absolute discretion. 

  

	 	9.	The term of this agreement will continue for an initial period of two (2) years and will be automatically extended for successive one (1) year periods unless and until either party
gives the other written notice of termination at least ninety (90) days prior to the commencement of each such successive one (1) year period. Notwithstanding the foregoing, either party will be entitled to terminate this agreement, at any time and
with or without cause, on sixty (60) days prior written notice. 

  

	 	10.	Without the prior written consent of the other party, SA and E-Quip each agree to refrain from conducting employment discussions with, or hiring, directly or indirectly, the other
party’s employees, agents, and subcontractors (“Personnel”) who have performed projects under this Agreement, until twelve (12) months after the date the Personnel was last involved in any activity related to this Agreement.

	 	11.	It is expressly understood and agreed by the parties hereto that SA and E-Quip shall at all times be and act as independent contractors. This Agreement is not intended to create and
shall not be construed as creating any relationship between the parties other than that of independent entities contracting for the purposes of effecting the provisions of this Agreement. Neither party nor none of its representatives shall be
construed to be the partner, associate, affiliate, joint venture, agent, employer, employee or representative of the other. Except as otherwise set forth in this Agreement, each party shall be responsible for its own taxes, charges, and expenses.
Except as otherwise set forth in this Agreement, neither party shall have any right to enter into any contracts or commitments in the name of, or on behalf of, the other party, or to bind or obligate the other party in any manner. Neither party
shall be liable in any way for any engagement, obligation, liability, contract or representation or for any negligent acts or omissions to act on the part of the other party. 

  

	II.	REGISTERING OPPORTUNITIES 

  
 The parties hereto desire to maximize their marketing efforts and avoid an overlap of marketing opportunities. To that end, E-Quip agrees to contact the
designated member of the SA’s sales staff to register an opportunity with a specific account in an attempt to avoid overlap with SA’s sales efforts or the sales efforts of any other SA designee. SA shall avoid intentional overlapping sales
efforts with registered opportunities, but makes no guarantees that incidental or accidental overlap will not occur. SA agrees to leave an account registered for a period if six (6) months and shall extend the registration of specific accounts in 3
months periods based on acceptable proof of continuing contact and progress towards closing the opportunity. 
  

	III.	COMPENSATION 

  
 In the case SA contracts with E-Quip directly for support services SA will provide a detailed Scope of Work in return E-Quip will provide a detailed
Proposal identifyiny proposed services and the associated costs of those services. In which case an adendum to this agreement will be developend and enclosed herein as Exhibit B 
  

	 	1.	Additionally, E-Quip shall receive lead generation compensation in the amount of five percent (5%) of revenue received by SA in connection with an Agreement between SA and an end
user for any portion of those services outlined in Exhibit A that was initiated by the efforts of E-Quip. This lead generation compensation shall be paid by SA to E-Quip upon receipt of payment by SA from the end user. 

  

	IV	INDEMNITY 

  

	 	1.	INDEMNIFICATION BY SA. SA shall indemnify, defend and hold harmless E-Quip and its managers, members, officers and employees against all damages arising from or in connection with
any misrepresentation or breach of any representation, warranty or covenant of SA under this Agreement and any End User Agreement with SA resulting from this Agreement. 

  

	 	2.	INDEMNIFICATION BY E-Quip. E-Quip shall indemnify, defend and hold harmless SA and its directors, officers and employees against all damages arising from or in connection with any
misrepresentation or breach of any representation, warranty or covenant of “E-Quip” under this Agreement and any End User Agreement with E-Quip resulting from this Agreement. 

	 	3.	NOTICE OF INDEMNIFICATION. A party seeking indemnification pursuant to this Agreement (an “Indemnified Party”) from or against the assertion of any claim by a third person
(a “Third Person Assertion”) will give prompt notice to the party from whom indemnification is sought (the “Indemnifying Party”); provided, however, that failure to give prompt notice will not relieve the Indemnifying Party of
any liability hereunder. 

  

	 	4.	ASSUMPTION OF DEFENSE. The Indemnifying Party will have the right, exercisable by written notice to the Indemnified Party, to assume the defense of a Third Person Assertion. If the
Indemnifying Party assumes such defense, the Indemnifying Party may select counsel in its sole discretion. 

  

	 	5.	SETTLEMENT. The party controlling the defense of a Third Person Assertion, will have the right to consent to the entry of judgment with respect to, or otherwise settle, such Third
Person Assertion with the prior written consent of the other party, which consent will not be unreasonably withheld. 

  

	V	TRADEMARKS AND TRADE NAMES: ADVERTISING 

  
 Except as otherwise set forth in this Agreement, no right or license is granted by SA to E-Quip to use SA trademarks or trade names except as they appear
on the Product marketed by E-Quip or, as authorized by SA, in advertising or promoting the Product. E-Quip will not use any mark or name other than as permitted herein in connection with the marketing of Product. E-Quip will not include SA
trademarks or trade names in any name under which E-Quip does business but may use in correspondence, proposals or other materials in type smaller and less prominent than E-Quip’s own name. E-Quip will not affix any SA trademarks, logos or
trade names to any of its products. E-Quip will not disturb any legend, notice, label, plate, designation of any SA trademark, logo or trade name or serial number on Product. SA, at its sole discretion, will also provide E-Quip with written
guidelines to assist E-Quip in developing other advertising and promotional programs and materials for the Product. 
  

	VI	PROTECTION OF PROPRIETARY INFORMATION 

  
 With respect to any Proprietary Information (as hereinafter defined) supplied by either party to the other, the receiving party agrees: to use such
Proprietary Information only in the performance of the services under this Agreement; not to make copies of any such Proprietary Information without the express consent of the other party; not to disclose any such Proprietary Information or any part
thereof outside that party’s business organization for any purpose; and to limit dissemination of such Proprietary Information to persons within that party’s business organization, who have a need to see such Proprietary Information for
purpose of such services. “Proprietary Information” means any information (including business information) confidential to either party, which is disclosed to the other party and marked “proprietary”, “restricted”,
“confidential” or with a similar notice, or that, from the type of material or the context in which it was disclosed, is clearly intended to be confidential. The parties acknowledge that unauthorized disclosure of Proprietary Information
may cause substantial economic loss to the other party. The parties will inform their employees of their obligations under this Section and instruct them so as to insure such obligations are met. This Section will not be construed to grant to either
party any license or other rights, except as expressly set forth in this section. Upon termination, cancellation or expiration of this 

 
Agreement, the parties will destroy (and, in writing, certify destruction) or return to the other party all copies of Proprietary Information in their
possession. The parties’ obligations under this Section will survive termination, cancellation or expiration of this Agreement for three (3) years from the date of termination. 
  

	VII	TERM, TERMINATION AND CANCELLATION 

  

	 	1.	This AGREEMENT will begin on the effective date and terminate without notice upon expiration of the term. 

  

	 	2.	Either SA or E-Quip may terminate this Agreement without cause upon sixty (60) days written notice. 

  

	 	3.	If either party breaches this Agreement, the other may cancel it upon 30 days notice, unless the breach is cured within a 30-day notice period. 

  

	 	4.	Upon the effective date of termination, cancellation or expiration: 

  
 SA will no longer compensate E-Quip for any successful sales leads, except for the Agreements with End Users then in effect; End User subscriptions to any
services outlined in Exhibit A, and related support to those customers, shall remain in effect until the end of their respective terms. 
  

	 	5.	In the event that E-Quip and/or SA are presently in negotiations for a contract with an End User at the time of termination of this Agreement the parties hereto agree to extend the
term of the Agreement for a period of thirty days in order to complete the negotiations, and by mutual agreement may further extend the terms of the Agreement if necessary to complete the negotiations. Orders outstanding on the effective date of
termination or cancellation will be subject to acceptance, rejection or performance as if this Agreement remained in force. Payment terms for orders accepted after the date of notice of termination or cancellation will be as specified by mutual
agreement of the parties. 

  

	 	6.	If E-Quip becomes insolvent or declares bankruptcy, this Agreement will terminate immediately. 

  

	VIII	OTHER PROVISIONS 

  

	 	1.	GOVERNING LAWS. This Agreement will be governed by the laws of the Commonwealth of Massachusetts. 

  

	 	2.	ASSIGNMENT. Neither party of this Agreement shall assign or delegate this AGREEMENT or any rights, duties, or obligations hereunder to any other person and/or entity without prior
express written approval of the other party. Subject tot the foregoing, this Agreement shall inure to the benefit of and be binding upon the successors, legal representatives and assignees of the parties hereto. 

  

	 	3.	WAIVER. Any failure or delay by E-Quip in exercising any right or remedy will not constitute a waiver. The waiver of any one default will not waive subsequent defaults of the same
or different kind. 

  

	 	4.	LIMITATION ON ACTIONS. No legal proceeding, regardless of form, related to or arising from this Agreement may be brought by either party more than two years after the cause of
action has accrued. 

	 	5.	NOTICES. All notices shall be in writing and shall be deemed to be given or made when delivered by hand or an overnight delivery service that routinely provides confirmation of
delivery at the address set forth in this Agreement or at such other address as either of the parties may from time to time designate by notice to the other party, in writing. Notice given by hand shall be effective when given. Notice given by
overnight delivery service shall be effective when, according to the records of the delivery service, delivery is made. 

  

	 	6.	SEVERABILITY. Each provision of this Agreement is severable and, if one or more provisions are declared invalid, the remaining provisions of this Agreement will remain in full force
and effect. 

  

	 	7.	FORCE MAJURE. Neither party hereto shall be liable for any failure or delay in performance of its obligations hereunder by reason of any event or circumstance beyond its reasonable
control, including without limitation acts of God, war, terrorism, riot, strike, labor disturbance, fire, explosion, flood or shortage or failure of suppliers. 

  

	 	8.	MODIFICATION. This Agreement may be modified only by writing signed by a duly authorized representative of each party and may not be modified verbally. The duly authorized
representatives of SA are individuals with the title of Controller or President. No modification of this Agreement will be effected by the acknowledgement or acceptance of purchase order or shipping instruction forms or any other document containing
terms and conditions at variance with or in addition to those set forth in this Agreement, all such varying or additional terms being deemed invalid. 

  

	 	9.	SA AND E-QUIP EACH ACKNOWLEDGE IT HAS READ AND UNDERSTANDS THIS AGREEMENT (INCLUDING ALL ATTACHED EXHIBITS) AND IS NOT ENTERING INTO THIS AGREEMENT ON THE BASIS OF ANY
REPRESENTATION NOT EXPRESSLY SET FORTH IN IT. 

  
 IN
WITNESS WHEREOF, the parties to this NATIONAL CONSULTING AGREEMENT hereby indicate their acceptance of the terms and conditions stated herein by the signatures of their authorized representatives; 
  

			
	 Source Atlantic, Inc.

		
	 BY:
	 	 /s/ Chris Sanborn

	 Name:
	 	 Chris Sanborn

	 Date:
	 	 April 6, 2004

  

			
	E-Quip Consultants LLC
		
	 BY:
	 	 /s/ Don Armstrong

	 Name:
	 	 
	 Date:
	 	 April 6, 2004

 Exhibit A – PRODUCTS & SERVICES 
  
 EQUIPMENT PLANNING 
  
 Capital Equipment Assessment 
  
 Experience suggests that a full inventory conducted early in the project schedule usually proves to be futile. Time allows for the movement and addition of assets and
lost items requiring another inventory, hence Source Atlantic conducts a scaled down evaluation or assessment of existing equipment. 
  
 The assessment permits Source Atlantic to take a brief evaluation of existing assets allowing for the development of early-stage budgets. Source Atlantic can evaluate and
recommend whether an asset should be marked for relocation or liquidation. Our Assessment Team can review all major items of equipment, looking to identify those with current and future value. The location, condition and basic information of a
“movable” piece of equipment will be collected. The assessment is also a crucial point in the development of long-term Capital Forecasting and Replacement Programs. 
  
 Capital Equipment Inventory 
  
 The inventory phase consists of collecting data from all the items of medical equipment with a purchase value of over $500.00 within existing spaces that will move to the
new facility. The Source Atlantic team will collect the following data: 
  

	 	•	 	Existing Asset Tag Number 

  

	 	•	 	Type of Equipment (Radiology, Surgery, etc.) 

  

	 	•	 	Item Description 

  

	 	•	 	Location 

  

	 	•	 	Manufacturer 

  

	 	•	 	Condition / Age 

  

	 	•	 	Serial Number 

  
 Compiled data will be used for the creation of detailed move plans, qualification of any previous assessments, and the creation of multi-year forecasting plans. 
  
 Coordination 
  
 Source Atlantic can position its staff and technology to be the pivot point of any project. We provide clear navigation through user
reviews, vendor demonstrations/interviews and architectural design meetings. Accepted with this responsibility, Source Atlantic will provide structured data base on the outcome of these sessions. This will provide a structured environment for ease
in reporting and review. 
  
 Schematic Design 
  
 Source Atlantic’s Managers and Planners work closely with our client’s management
teams, clinicians or researchers, and architects to develop preliminary equipment budgets and space equipment lists. During this phase, Source Atlantic can begin preliminary qualification of the specifications by coordinating equipment location
reports, drawings and cutsheets. As the 

 
project matures, Source Atlantic works hand and hand with the owner and architect to ensure drawings and documents always reflect the most recent edits and
revisions. 
  
 Design & Development 
  
 The focus during this process is the completion and sign-off of equipment lists and budgets
concurrent with the design effort. Lists will include (Groups 1-5) reuse and equipment identified for replacement. Project Managers and Planners are active participants during this phase of clinical user reviews. During these reviews, Source
Atlantic can provide all of the necessary electrical, mechanical and dimensional data required for the engineers and architects to complete space design. 
  
 Construction Documents 
  
 In executing this phase Source Atlantic proactively populates its online database with all of the pre-identified medical and laboratory equipment. This allows the architect, engineers, and end users to produce their
own detailed reports and cutsheets. Reports include but are not limited to: 
  

	 	•	 	Equipment Location – Lists equipment and the spaces in which that specific piece of equipment is located. 

  

	 	•	 	Space-by-Space Equipment – Lists all spaces/rooms and each piece of equipment allocated to it. 

  

	 	•	 	AEM (Architectural, Electrical & Mechanical data) 

  

	 	•	 	Executive Summary Reports 

  

	 	•	 	All reports can include the cost and AEM data or not, based on selected report options, and can include empty spaces and departments or not. 

  
 Each report includes purchase and installation responsibility codes (i.e. which party is
responsible for purchasing and which is responsible for installation), and the same code identifies any items to be reused as existing. Funding codes identify any and all funding sources. These same reports identify bid package by type or Vendor
assignment to expedite and maximize procurement efforts. They further include secondary power requirements, emergency power requirements, blocking, rough-in requirements, and more. Reports are customizable based on the filter and sort that the user
elects. All data and reports are available for use and export 24/7 via Source Atlantic’s web based planning and management solution named HOURGLASS. In support of the reports Source Atlantic can make available cutsheets for the
architectully significant equipment in disc form or hard copy. 
  
 CAD
Development and Revision Management 
  
 During the planning phase of our
work, Source Atlantic will begin the placement of specified equipment in assigned rooms. The equipment placed will include significant equipment, or that having significant footprint and/or service connection. When supplied with Auto Cad version
2000 background floor plans, Source Atlantic can create “Plan View” Auto Cad version 2000 drawings with equipment on a separate layer. 

 IT PLANNING DESIGN & SUPPORT 
  
 LAN & WAN Deployment: 
  
 Source Atlantic can provide a broad array of experience in the design, provisioning and management of LANs, WANs, and Data Security. We are chartered by major partners
including: Cisco Systems, AT&T, Citrix, Check Point, RSA and others to deliver solutions based networks to clients throughout the world. 
  
 Carrier Services 
  
 Source Atlantic can provide contracts, order administration and provisioning assistance to customers that require an added level of support during the provisioning process. Whether point to point, frame relay or IP,
Source Atlantic can provide the resources and knowledge to help manage and simplify the ordering experience 
  
 Citrix & Server Based Computing 
  
 IT
managers have to do more with less and save TIME, MONEY, INCREASE THE PERFORMANCE OF YOUR USERS AND WEB ENABLE YOUR APPLICATIONS using server based computing technology gets you more for less. 
  
 Contract Management 
  
 The Managed Maintenance Program is a free service that gives the customer a minimal number of contracts for their network gear with a single
contract date. Reduces up-front costs and is easy to add new hardware and software to the existing coterminous contract with one invoice. 
  
 IP Telephony 
  
 The IP Telephony team specializes in the cost, design and implementation of IP Telephony. With over ten years of experience in this field they are one of the most advanced teams in the country. They have rolled out
hundreds of projects and they know what it takes to make a successful work. 
  
 Design & Development 
  
 Source Atlantic can provide
resources to assist in the advanced implementation, design and consulting for such projects as Network Design, Network Analysis, Firewall installation, Security Policy Generation, Security Audits, Citrix implementations, VoIP, IP Telephony, MARO
implementations, Disaster Recovery, and Data Center Moves. 
  
 Project
Management 
  
 Source Atlantic can provide project management to help
coordinate the delivery of not only services, such as local access, Frame Relay, IP transport and MIS Internet connectivity, but also equipment and technology from other vendors that are engaged by the customer. 
  
 RADIOLOGY INFORMATION SYSTEMS, PICTURE ARCHIVING & COMMUNICATION 
  
 RIS 
  
 Source Atlantic can guide your practice to success by differentiating among RIS vendors, optimizing the use of the RIS to your workflow and
processes, identifying areas where 

 
workflow redesign can improve efficiency, leveraging synergies among RIS, PACS and Speech Recognition, and developing an implementation plans. 
  
 PACS 
  
 Source Atlantic assists your practice to determine how and when to implement PACS technology, how to identify and marshal the necessary
internal and external resources, how workflow redesign will increase your operational effectiveness, and what the return on investment will be (both soft and hard dollar cost savings). 
  
 Speech Recognition 
  
 Source Atlantic assists in the planning and implementation of advanced speech recognition technology to automate radiology dictation, speeding information to referring
physicians, while reducing costs associated with transcription and conventional dictation systems.  
  
 Cost Justification 
  
 Source Atlantic
provides clients with an objective assessment of the financial impact of implementing new technology. The consulting team builds an objective financial model that includes operational, technical, clinical and market-impact analyses. 
  
 EQUIPMENT SOURCING AND PROCUREMENT 
  
 Source Atlantic can provide a variety of procurement services from basic support of the
existing materials and purchasing team to accepting the associated risks by purchasing the equipment via our “Guaranteed Maximum Pricing Program” (GMPP). Components of our turnkey solutions include; but are not limited to: 
  

	 	•	 	Product Packaging 

  

	 	•	 	Specification Development 

  

	 	•	 	RFP Development & Submission 

  

	 	•	 	Proposal Review 

  

	 	•	 	Scheduling &Management of Vendor Demonstrations 

  

	 	•	 	Mock Room Development 

  

	 	•	 	Comparative Matrix Development 

  

	 	•	 	Negotiation 

  

	 	•	 	Procurement 

  
 Capital Lease Financing 
  
 While this
core service is directed at lease financing for capital equipment, we offer a diversified range of solutions able to accommodate financings of $1,500 to $100 million. 
  
 Logistics Management 
  
 The culmination of the planning and procurement effort is to assure the client that what has been purchased is coordinated and installed in the correct space, and is in
good operating condition for occupancy. Our experience has proven the only way of guaranteeing this, is by placing a Source Atlantic staff member on-site as needed to manage the process. In addition to directing the installation process, the manager
will be responsible for general crisis resolution, scheduling of deliveries and the coordination of any vendor provided installation. We find the project progresses to a seamless occupancy with the placement of an on-site manager. 

 PRODUCTS 
  
 Web Based Process Management System 
  
 

 
  
 Source Atlantic’s Hourglass is a web-based
Capital Planning and Forecasting System specifically designed for the healthcare industry. Hourglass begins at project conception and proceeds through procurement, installation and asset management. Whether researching an equipment need via our
Medical Equipment Directory, creating multi-year forecasting programs, or planning the construction of a new facility, Hourglass delivers the appropriate tools to efficiently run the project. 
  
 Hourglass standardizes the capital forecasting and planning process, providing a means for
aggregating equipment requests throughout a hospital or IDN. Aggregation reports are quickly generated and may be printed or exported into any standard format. 
  

The Hourglass application is available as an online service requiring no installation or maintenance. Accessible using a standard web browser, Hourglass is always
available to users, providing a “window” into the entire capital equipment process. Typical users include department heads, executives, planners, contractors, architects, and project managers. 
  
 Comprised of multiple products integrated as a single system or used as stand-alone
applications, Hourglass’ Capital Allocation Planner, Request Management System and the Medical Equipment Directory offer all the tools needed to save time and money. 
  
 Capital Allocation Planner (“CAP”) 
  

 
  
 Hourglass’ CAP is designed for
facility managers, project planners, architects and anyone responsible for capital planning. 
  
 CAP enables the forecasting and management of small- and large-scale projects. Whether choosing from a series of Hourglass’ space and department templates or developing their own, planners can build a
project from a single space to an entire facility in hours rather than weeks. Eliminating the time delay inherent in existing systems, CAP allows project team members immediate access to the information and resources needed to effectively
plan and complete projects on time and under budget. 

 Through Hourglass’ Medical Equipment Directory (“MED”) product specifications, such as cutsheets,
including architectural, mechanical and electrical requirements are immediately available to planners, contractors, architects, and project managers. 
  
 CAP provides the tools for securely sharing information between your organization and its extended team, bridging the communication gap which is crucial to
successful project management. 
  
 Request Management System (“RMS”)

  
 

 
  
 Hourglass’ RMS automates the
capital equipment and project budgeting process, saving time and money. 
  
 By
standardizing the budget process, RMS dramatically increases buying power by aggregating products across the entire organization. Accurate product analysis and enhanced communication during the approval process give executives the tools
needed to appropriately allocate resources. 
  
 

 
  
 Traditionally, CFOs have been inundated with
over-inflated budgetary requests from both department heads and vendors. Through Hourglass’ Medical Equipment Directory and product comparison features, users now have access to complete product specifications including cutsheets,
architectural, mechanical and electrical requirements — these are immediately available to planners, contractors, architects, and project managers. With accurate information, controlling the budgetary process is easily accomplished anywhere,
anytime. 

 Medical Equipment Directory (“MED”) 
  
 

 
  
 At the heart of the Hourglass application
is the MED. With over 10,000 capital products accessible to planners, contractors, architects, and administrators of the forecasting process, MED simplifies the difficult practice of forecasting and sourcing products. 
  
 “MED” items may be searched by product code, manufacturer, directory number
or model name. The product comparison features allow for side-by-side analysis of specifications, pricing and environmental requirements. “Cut Sheets” including architectural, electrical and mechanical specifications are available on-line
to all approved project members. Users have the ability to view and export plan and elevation views of equipment via CAD as well as store and export training, maintenance and operational manuals all captured within the Hourglass document library.

  
 With Hourglass’ MED module, users can view data, documents and
images anywhere, anytime they’re needed. 
  
 Flexibility 
  
 Source Atlantic’s model can be as flexible as a client needs it to be. We can provide
an all-encompassing, comprehensive Capital Management Program incorporating our web-based products supported by our staff clinicians and bio-engineers, or we can provide access to the intuitive, user-friendly Hourglass application that can be
managed internally with little or no assistance. 
  
 Exhibit B – SOW

  
 (To be attached)Dormitory  Authority State of New York-Kings County Hospital Center Agreement

 Exhibit 10.13 
  
 

 
  
 Dormitory Authority

 State of New York 
  
 Request for Proposal 
  
 Kings County Hospital Center 
  
 Logistics Services 
  
 February 7, 2005 
  
 

 

 Table of Contents 
  

					
	 Scope and Understanding
	  	3
			
	 Section 1.0
	  	 Executive Summary
	  	5
			
	 Section 2.0
	  	 Project Design and Management Team
	  	8
			
	 Section 3.0
	  	 Professional Services
	  	13
			
	 Section 4.0
	  	 Logistics Management
	  	20
	 	  	 Scope of Work Technical Proposal
	  	 
			
	 Section 5.0
	  	 Option 1a Operations Planning Minimal Service
	  	38
	 	  	 Option 1b Operations Planning Full Service
	  	 
	 	  	 Option 2 Occupancy Planning Development
	  	 

  

 1 

 Scope & Understanding 
  

 2 

 Scope & Understanding 
  

			
	Project:	  	Kings County Medical Center
	Project Owner:	  	Dormitory Authority of New York
	Project Manager:	  	 
	Architect:	  	 
	Construction Manager

  
 Back Ground and Understanding:

  
 Logistic Consulting Services 

 

					
	Milestones:	  	Medical Equipment Installations	  	3/1/05 – 8/31/05
	 	  	FF& E Installations	  	3/1/05 – 8/31/05
	 	  	Clinical Cleaning	  	8/10/05 – 9/20/05
	 	  	DOH Inspections	  	9/21/05 – 9/27/05
	 	  	DOH Inspect Sub Completion	  	9/28/05
	 	  	Owner Move in	  	9/21/05 – 12/30/05

  

			
	Categories Addressed	  	Medical Equipment
	 	  	Furniture
		
	Proposed Services:	  	Logistic Consulting Services
	 	  	Move Plan Development

  

 3 

 Section 1.0 Executive Summary 
  

 4 

 Source Atlantic is pleased to present the following proposal to provide Medical Equipment Management Services and
Hourglass, Source Atlantic’s Capital Management Platform, The proposal is based on a review of the RFP dated 12, 2005. 
  
 Section 1.0 Executive Summary 
  
 For over 15 years Source Atlantic has delivered technology and professional service solutions for the specialized needs of the healthcare and bio-research communities.
With over 100 years of combined experience in management, planning, forecasting and procurement of medical equipment, furniture and IT related hardware for hospitals and research facilities throughout the world, Source Atlantic provides the
expertise to meet the logistical needs of organizations engaged in expansions, renovations and the construction of entire facilities. 
  
 Source Atlantic’s mission is to shorten the plan-buy-delivery cycle, reduce risk, and improve the quality of document storage, process, and task management and
information exchange. 
  

			
	Years in Operations	  	15
	Focus	  	Forecasting, Planning, Procurement and Management of Capital Medical Equipment, Furniture, IT and Logistical Services.
		
	Areas of Expertise	  	University Based Replacement Facilities
	 	  	Greenfield Site Hospitals
	 	  	Children’s Hospitals
	 	  	Research Facilities
	 	  	Renovations
	 	  	Imaging Centers
	 	  	Operating Rooms
	 	  	Emergency Departments
		
	Corporate Office	  	Rockland, Massachusetts
		
	Support Offices	  	Lexington, South Carolina
	 	  	San Diego, California
	 	  	Philadelphia Pennsylvania
		
	Staff and Officers	  	14

  
 Should you have any questions or
comments regarding this proposal, please do not hesitate to contact me at 781.871.8500. 
  

 5 

					
	 Sincerely yours,
	 	 	 	 
			
	 /s/ Bill Burke
	 	 	 	7/28/05
	 Bill Burke
	 	 	 	 Date

	 Vice President of Sales
	 	 	 	 

  
 Signature will confirm acceptance of
this proposal in its entirety. This proposal will serve as the governing document until such time as an official service agreement can be drafted and mutually agreed upon. 
  
 Accepted on behalf of: Dormitory Authority of New York 
  

			
		
	By:	 	 
		
	 Name
	 	 
		
	 Title:
	 	 
	
	AWAITING FINAL SIGNATURES. CONTRACT BEING PERFORMED.

  

 6 

 Section 2.0 Project Design & Management Team 
  

 7 

 Section 2.0 Project Design & Management Team 
  
 Team Structure and Touch Points 
  
 

 
  
 The typical approach when providing support and
management services are to follow historic, defensive courses and allow the project to force major decisions and resolutions. We do it differently by changing the term project to process.  
  
 By combining process standardization with intuitive web-based technology Source Atlantic
users have the ability to substantially lower project and capital equipment acquisition costs by tightly managing the planning, scheduling, procurement and delivery of equipment, technology, furniture and related materials. Our products and services
can provide Kings County Hospital Center with a method to organize, streamline and improve the efficiency of capital equipment planning, procurement, management and logistical services. 
  
 Our process is a communication driven solution. Meetings with our planning and support team and your staff will concentrate on your
benchmarks and the goals that you want us to manage. Specifics of budget, schedule, resources, team building, technology and the staff-driven design issues are critical areas of concentration. 
  

 8 

 Our successful processes and systems allow us to seamlessly manage the equipment with in the design and construction
process by use in projects worldwide, but the methodology is the same. It includes: 
  

	 	•	 	Developing client-defined goals including schedule, cost or staff-driven issues. 

  

	 	•	 	Educating all members of the team to the process. 

  

	 	•	 	Developing benchmarks that include complex cost control modules, scheduling tools and regular user review and team meetings. 

  

	 	•	 	Analyzing project team performance and process milestone performance. 

  

	 	•	 	Keeping the team focused on client goals and the project mission. 

  

	 	•	 	Dedicated personnel. 

  
 The staff assigned to this project will be, in effect, your employees. The sole purpose of our team will be to act as the hospital’s advocates and drive your goals as though they were their own. One word that
defines these individuals is attitude — and theirs is superb. Their perspective on the construction phenomena disarms the typically aggressive construction types and focuses all players on accomplishing the project mission. 

 
 Source Atlantic considers our potential relationship to be a commercial partnership or
venture. The process we direct on your behalf will result in far fewer change orders due to the coordination processes and standards that we follow. Our methods cause less friction between the design/build team and the users because of our unique
style of people management. 
  
 Resource Distribution 
  
 Source Atlantic will be managing this project from our corporate head quarters in Rockland
Massachusetts. The team that has been assigned has been will be able to complete existing commitments, which will enable them to meet any and all benchmarks identified by WMHS. 
  
 Project Management Team 
  

					
	 	  	 Title

	  	Project Role

	Chris Sanborn	  	VP Operations	  	Project Principal
	Bill Burke	  	VP Sales	  	Contract Manager
	Don Armstrong	  	Project Manager	  	Project Manager
	Philip Paradis	  	Project Manager	  	Project Manager
	Jed Luby	  	Project Manager	  	Project Manager
	Sandra Hamper	  	President HCT	  	Project Lead
	Nancy Bowen	  	Project Manager HCT	  	Project Manager
	Tom Van Hook	  	Assistant Lead HCT	  	Assistant Lead
	Kevin Mettler	  	Assistant Project Mgr HCT	  	Assistant Project Mgr

  

 9 

 William B. McGowan, Jr. 
  

Bill brings over 25 years of sales and consulting experience in healthcare. Following several years of successful field sales experience for a leading industry medical
supplier, Bill sought out opportunities in the hospital construction and healthcare capital equipment market. His hospital design and construction experience started with The Architect’s Collaborative (TAC) in Cambridge, Massachusetts, where he
successfully designed and implemented an application to plan equipment and perform cost estimates. The application was employed for TAC’s healthcare clients throughout North America and around the globe, including several projects in Europe,
the Middle East and Southeast Asia. He then moved to RHA, a South Carolina firm dedicated to equipment planning. At RHA, Bill began the planning for Healthcare International (HCI) in Scotland where he joined the staff in 1991. During a three-year
posting in the UK, Bill managed the entire equipment/furniture procurement effort totaling more than $20 million and employed project and negotiating tactics that have become his hallmark. In 1995, Bill returned to the States and launched William B.
McGowan & Associates, a project planning and equipment procurement consulting firm. After operating independently for several years, Bill merged operations with RHA to form Source Atlantic. His skill set includes in-depth knowledge of the
healthcare capital equipment market, strategic acquisition planning, procurement tactics, and contract negotiation. He has presented to the United Nations Development Council on how to plan and execute healthcare projects in the developing world and
has participated in several industry roundtable forums. 
  
 Chris Sanborn

  
 Chris has over 10 years of professional experience in Project and Supply
Chain Management. For the past four years Chris has successfully implemented and managed solutions for: BJC Health Systems, Fletcher Allen Health Care and Massachusetts General Hospital to name a few. Prior to joining Source Atlantic as the Vice
President of Operations, Chris was a senior associate with RP Associates, a private equity firm providing seed stage funding and management services to emerging e-businesses. In this capacity, Chris provided leadership to client companies including
Medibuy.com a procurement portal for the Healthcare Industry, FRS Inc, a leading manufacture and distributor of automated POS systems, FSBuy.com an e-commerce portal for the food service industry, and Kawama.com, an education vertical. His skills in
the management, development and optimization of internal processes and control systems gave these businesses the competitive advantage to become leaders in their markets. 
  
 Prior to joining RP Associates, Chris managed International Distribution and Purchasing Divisions for Dominos Pizza where he was
instrumental in the development of his divisions automated forecasting, replenishment and logistics applications. These applications set the information and quality standards still in use today. 
  
 Bill Burke 
  
 Bill brings over 25 years of Sales and Marketing experience 18 years of which was dedicated to the healthcare and scientific markets. Prior
to joining Source Atlantic, Bill worked in both Sales and Sales Management with the Castle Company, now commonly known as Getinge. Throughout the years, Bill helped design, develop, and implement, large construction projects like Johns Hopkins, Yale
New Haven Hospital, Massachusetts General Hospital, to name a few. Over the past several years, with the growth of Minimally Invasive Surgery, Bill has designed some of the most advanced, state of the art, Operating Room Suites in the world. He
participated in the “OR of the Future” project with CIMIT, a collaboration with Mass General Hospital, 

  

 10 

 
Brigham and Women’s, MIT, and Draper Labs. In addition, he designed additional Operating Rooms at NY Presbyterian, Rochester General, Danbury Hospital,
Hospital of the University of PA, which also incorporated full integration and video routing including PACS. In addition, he worked in concert with Johnson and Johnson on developing an Operating Room to train surgeons, both at an onsite facility
along with remote education capabilities. Bill has a vast knowledge of the healthcare market and the progression of new construction or renovation projects and project management. 
  
 Philip Paradis 
  
 Phil’s experience includes project management at Rhode Island Hospital (Hasbro Children’s) and St. Elizabeth’s, Brighton, MA. Phil has directed unique,
multi-million dollar hospital projects of progressive size and complexity for the past 15 years. In addition, he has held department head level management positions responsible for the operation, maintenance and planning of hospital physical plants
since 1978. Phil started his healthcare experience as a State Inspector of hospitals and nursing facilities in the Commonwealth of Massachusetts and has experience in architectural firm and construction trades. 
  
 Don Armstrong 
  
 Don is an architect with over 12 years of experience in healthcare design. Prior to joining Source Atlantic’s team of professionals,
Don was the Director of Equipment Planning for FCFH Architects LTD in Philadelphia. Don founded the department, which focused on both the dietary and medical equipment needs of his firm. The division added valued support for the technical
documentation and the budget needs of CON reports for its healthcare projects. Also, Don has worked for Morrison Management Specialist as an in-house designer servicing its culinary program nation wide. Providing the operational skills to the
Architectural and Engineering firms, Don has pursued timely information in both the healthcare and hospitality specialties. Along with providing a dietary services to Source Atlantic, Don beings an architectural perspective in both foodservice and
medical equipment planning. Don is a member of the (AIA) in Philadelphia and belongs to both (HFM) Healthcare Food Service Management and (ASHFSA) American Society for Healthcare Food Service Administrators. 
  
 James E. Luby, II 
  
 James “Jed” Luby began his healthcare work with the major U.S. furniture manufacturer, responsible for the installation management
for the New England area. As such, Jed gained tremendous experience in healthcare construction and project management. 
  
 Jed joined Source Atlantic three years ago, when he managed the installation and logistics for a large healthcare project in Algeria. In addition to this project, Jed has
been involved with The Lanarkshire Hospital project in Scotland, Hanscom Air Force Base in Bedford, Massachusetts, Portsmouth Naval Shipyard, Mid Coast Hospital in Maine and South Shore Hospital in Weymouth, Massachusetts. 
  

 11 

 Section 3.0 
 Professional Services 
  

 12 

 Section 3.0 Professional Services 
  
 Source Atlantic delivers technology and professional service solutions for the specialized needs of the healthcare and bioresearch
communities. With over 25 years of experience in Project Management, Equipment Planning, Equipment Forecasting and Procurement for hospitals and research facilities throughout the world, Source Atlantic provides the expertise to meet the logistical
needs of organizations engaged in expansions, renovations and the construction of entire facilities. 
  
 Source Atlantic’s mission is to shorten the plan-buy-delivery cycle, reduce risk, and improve the quality of document storage, process, task management and information exchange. 
  
 Source Atlantic’s web-based technology gives users the ability to substantially lower
project and capital equipment acquisition costs by tightly managing the planning, scheduling, procurement and delivery of equipment, technology, furniture and related material to clients. Our products and services provide project owners with a
method to organize, streamline and improve the efficiency of capital equipment forecasting, procurement and management. 
  
 Methodology 
 

 
  
  

 13 

 PROPOSED & QUOTED SERVICES 
  
 INITIAL EQUIPMENT ASSESSMENT 
  
 Experience suggests that a full inventory conducted early in the project schedule usually proves to be futile. Time allows for the movement and addition of assets and
lost items requiring another inventory, hence Source Atlantic conducts a scaled down evaluation or assessment of existing equipment. 
  
 The assessment permits the project team to take a brief evaluation of existing assets allowing for the development of early-stage budgets. Source Atlantic can evaluate
and recommend whether an asset should be marked for relocation or liquidation. Our Assessment Team can review all major items of equipment, looking to identify those with current and future value. The location, condition and basic information of a
“movable” piece of equipment will be collected. The assessment is also a crucial point in the development of long-term Capital Forecasting and Replacement Programs. 
  
 User Group Meetings 
  
 The project team will initially participate in 2 rounds of meetings lasting 3 days each with each of the 27 department heads to review and discuss current department
requirements and issues, anticipated growth, planned service expansions, work and traffic flow, and operational criteria. These meetings will determine the appropriate medical equipment .to meet the hospital’s project service and volume needs.
If necessary project team will participate in a final set of meetings to obtain sign off of equipment needs. 
  
 The project team offers options and alternatives based on current technology, product advances, budgetary constraints, vendor capabilities, service, pricing, cost of moving or upgrading existing equipment, current
market conditions and other factors that will help the hospital meet its current and future equipment needs most cost-effectively. The project team also meets routinely with the project architect to ensure information obtained during meetings with
the owner’s staff is shared and coordinated with the project team. 
  
 Cut
Sheets (Architecturally Significant) 
  
 Documentation includes an Index
listing all of the AS items in the project, Equipment Location Report, Electrical & Mechanical reports, manufacturer or supplier “cut sheets” for each AS item. 
  
 The Preliminary documentation is historically issued at the end of Design Development. Based existing requirements an initial draft of this
book will be developed for CON submission. 
  
 Preliminary Budget Development

  
 Based on the results of the initial assessment the project team will
produce a Preliminary Medical Equipment Budget for the Project. Project specific equipment budgets can be generated in a variety of formats to meet a specific informational need of the Owner. Budgets will be able to be reviewed reported by depart,
type, (Group 1, 2, 3, 5), Responsibility, (OFCI, OFOI, CFCI, Re-Use). 
  

 14 

 Deliverables: 
  

	 	•	 	List of assets by department and room 

  

	 	•	 	Two teams of Two on site for 5 days to conduct assessment 

  

	 	•	 	Detail and summary reports showing equipment slotted for re-use and liquidation 

  

	 	•	 	Move plan based on re-use and liquidation results 

  

	 	•	 	Development of Preliminary equipment budget 

  

	 	•	 	Develop Architecturally Significant cutsheet books for use by project architects, engineers and contractors, which contain equipment utility requirements and spatial information.

  

	 	•	 	Updated Equipment Lists & Budgets 

  

	 	•	 	Responsibility Matrix for Medical Equipment (OFOI, OFCI, OFCI, Reuse) 

  

	 	•	 	Space & Utilities Report 

  

	 	•	 	Room by Room Listing showing all fixed and moveable equipment in Source Atlantic scope of services 

  

	 	•	 	Department Space Listing with Budget Amount by Space 

  

	 	•	 	Department Summary with Budgets by Department with Inflation, Freight and Tax 

  

	 	•	 	All New Equipment scheduled for the Project — by Space, Department, Project, etc. 

  

	 	•	 	All Existing Equipment to be relocated — by Space, Department, Project, etc. 

  
 ADDITIONAL PRODUCTS & SERVICES (NOT QUOTED) 
  
 MEDICAL EQUIPMENT PLANNING & COORDINATION 
  
 Medical equipment planning is the process of gathering, manipulating and distributing data. The majority of equipment information is
maintained with in our Web-Based planning application, Hourglass, developed and maintained by Source Atlantic. Hourglass can produce reports in a variety of formats to meet the specific needs of our clients. Equipment lists are comprehensive and
user friendly. 
  
 Capital Equipment Inventory 
  
 The inventory phase consists of collecting data from all the items of medical equipment with
a purchase value of over $500.00 within existing spaces that will move to the new facility. The Source Atlantic team will collect the following data: 
  
 1. Existing asset tag number 
  
 2. Type of equipment (Radiology, Surgery, etc.) 
  
 3. Item Description 
  
 4. Location 
  
 5. Manufacturer 
  
 6. Condition / Age 
  
 7. Serial Number 
  
 Compiled data will be used for the creation of detailed move plans, qualification of any previous assessments, and the creation of multi-year forecasting plans.

  
 Coordination 
  
 Source Atlantic can position its staff and technology to be the pivot point of any project.
We provide clear navigation through user reviews, vendor demonstrations/interviews and architectural design meetings. Accepted with this responsibility Source Atlantic will provide structured data based on the outcome of these sessions. This will
provide a structured environment for ease in reporting and review. 
  

 15 

 Schematic Design 
  
 Source Atlantic’s Managers and Planners work closely with our client’s management teams, clinicians or researchers, and architects to develop preliminary
equipment budgets and space equipment lists. During this phase, Source Atlantic can begin preliminary qualification of the specifications by coordinating equipment location reports, drawings and cutsheets. As the project matures, Source Atlantic
works hand and hand with the owner and architect to ensure drawings and documents always reflect the most recent edits and revisions. 
  
 Design & Development 
  
 The focus during this process is the completion and sign-off of equipment lists and budgets concurrent with the design effort. Lists will include (Groups 1-5) reuse and
equipment identified for replacement. Project Managers and Planners are active participants during this phase of clinical user reviews. During these reviews, Source Atlantic can provide all of the necessary electrical, mechanical and dimensional
data required for the engineers and architects to complete space design. 
  
 Construction Documents 
  
 In executing this phase Source
Atlantic proactively populates its online database with all of the pre-identified medical and laboratory equipment. This allows the architect, engineers, and end users to produce their own detailed reports and cutsheets. Reports include but are not
limited to: 
  

	 	•	 	Equipment Location – Lists equipment and the spaces in which that specific piece of equipment is located. 

  

	 	•	 	Space-by-Space Equipment – Lists all spaces/rooms and each piece of equipment allocated to it. 

  

	 	•	 	AEM (Architectural, Electrical & Mechanical data) 

  

	 	•	 	Executive Summary Reports 

  
 All reports can include the cost and AEM data or not, based on selected report options, and can include empty spaces and departments or not. 
  
 Each report includes purchase and installation responsibility codes (i.e. which party is
responsible for purchasing and which is responsible for installation), and the same code identifies any items to be reused as existing. Funding codes identify any and all funding sources. These same reports identify Bid Package by type or Vendor
assignment to expedite and maximize procurement efforts. They further include secondary power requirements, emergency power requirements, blocking, rough-in requirements, and more. Reports are customizable based on the filter and sort that the user
elects. All data and reports are available for use and export 24/7 via Source Atlantic’s web based planning and management solution named HOURGLASS. In support of the reports Source Atlantic can make available cutsheets for the
architectully significant equipment in disc form or hard copy. 
  
 CAD
Development and Revision Management 
  
 During the planning phase of our
work, Source Atlantic will begin the placement of specified equipment in assigned rooms. The equipment placed will include significant equipment, or that having significant footprint and/or service connection. When supplied with Auto Cad version
2000 background floor plans, Source Atlantic can create “Plan View” Auto Cad version 2000 drawings with equipment on a separate layer. 
  

 16 

 IT PLANNING DESIGN & SUPPORT 
  
 LAN & WAN Deployment: 
  
 Source Atlantic can provide a broad array of experience in the design, provisioning and management of LANs, WANs, and Data Security. We are chartered by major partners
including: Cisco Systems, AT&T, Citrix, Check Point, RSA and others to deliver solutions based networks to clients throughout the world. 
  
 Carrier Services 
  
 Source Atlantic can provide contracts, order administration and provisioning assistance to customers that require an added level of support during the provisioning process. Whether point to point, frame relay or IP,
Source Atlantic can provide the resources and knowledge to help manage and simplify the ordering experience 
  
 Citrix & Server Based Computing 
  
 IT
managers have to do more with less and save TIME, MONEY, INCREASE THE PERFORMANCE OF YOUR USERS AND WEB ENABLE YOUR APPLICATIONS using server based computing technology gets you more for less. 
  
 Contract Management 
  
 The Managed Maintenance Program is a free service that gives the customer a minimal number of contracts for their network gear with a single
contract date. Reduces up-front costs and is easy to add new hardware and software to the existing coterminous contract with one invoice. 
  
 IP Telephony 
  
 The IP Telephony team specializes in the cost, design and implementation of IP Telephony. With over ten years of experience in this field they are one of the most advanced teams in the country. They have rolled out
hundreds of projects and they know what it takes to make a successful work. 
  
 Design & Development 
  
 Source Atlantic can provide
resources to assist in the advanced implementation, design and consulting for such projects as Network Design, Network Analysis, Firewall installation, Security Policy Generation, Security Audits, Citrix implementations, VoIP, IP Telephony, MARO
implementations, Disaster Recovery, and Data Center Moves. 
  
 Project
Management 
  
 Source Atlantic can provide Project Management to help
coordinate the delivery of not only services, such as local access, Frame Relay, IP transport and MIS Internet connectivity, but also equipment and technology from other vendors that are engaged by the customer. 
  

 17 

 RADIOLOGY INFORMATION SYSTEMS, PICTURE ARCHIVING & COMMUNICATION 
  
 RIS 
  
 Source Atlantic can guide your practice to success by differentiating among RIS vendors, optimizing the use of the RIS to your workflow and
processes, identifying areas where workflow redesign can improve efficiency, leveraging synergies among RIS, PACS and Speech Recognition, and developing an implementation plans. 
  
 PACS 
  
 Source Atlantic assists your practice to determine how and when to implement PACS technology, how to identify and marshal the necessary internal and external resources,
how workflow redesign will increase your operational effectiveness, and what the return on investment will be (both soft and hard dollar cost savings) 
  
 Speech Recognition 
  
 Source Atlantic assists in the planning and implementation of advanced speech recognition technology to automate radiology dictation, speeding information to referring physicians, while reducing costs associated with
transcription and conventional dictation systems.  
  
 Cost
Justification 
  
 Source Atlantic provides clients with an objective
assessment of the financial impact of implementing new technology. The consulting team builds an objective financial model that includes operational, technical, clinical and market-impact analyses. 
  
 DIETARY & FOODSERVICE 
  
 The dietary and foodservice equipment team provides a successful all-in-one approach to
Source Atlantic’s specialized planning services. Source Atlantic can form a professional resource to provide equipment related dietary services allowing for an understanding and control over your facilities foodservice needs. Source
Atlantic’s foodservice team is committed to providing a range of services that work directly with your dietary staff to create a successful project. Along with our services, our team is focused on meeting the financial needs of fast track
projects by providing detailed specifications and budgetary reports on request. 
  
 Our range of services is extensive; from small renovations that need supporting documents, to the creation of a new facility with support systems that have remote location delivery. Our services include: 
  
 Programming 
  
 The detailed determination of your foodservice needs; feasibility study 
  

	 	•	 	Defining the types of dining: patient, staff, public 

  

	 	•	 	Locating the areas of service 

  

	 	•	 	Exploring and evaluating methods of delivery 

  

	 	•	 	Reviewing Receiving and storage flow patterns 

  

	 	•	 	Sanitation and waste removal 

  

	 	•	 	Inventory and value assessment of existing facilities and equipment 

  

	 	•	 	Benchmarking of local and related projects 

  
 Design Services 
  

	 	•	 	The conceptual development of your foodservice project. 

  

 18 

	 	•	 	Schematic design 

  

	 	•	 	Foodservice system evaluation and selection 

  

	 	•	 	Contract documentation (A full set of documents) 

  

	 	•	 	Coordination with equipment RFP’s and fair bid development 

  

	 	•	 	Equipment selection and specifications, with supporting documentation 

  
 Source Atlantic’s food service team will be there through completion of your project so that each concern or detail will be addressed. As a professional team of
dietary and foodservice equipment consultants we will conduct our business in accordance with the ethical codes as laid down by the Foodservice Consultants Society International (FCSI). We are also members of American Society for Healthcare Food
Service Administrators (ASHFSA) and Healthcare Food Service Management (HFM). 
  
 EQUIPMENT SOURCING AND PROCUREMENT 
  
 Source
Atlantic can provide a variety of procurement services from basic support of the existing materials and purchasing team to accepting the associated risks by purchasing the equipment via our “Guaranteed Maximum Pricing Program” (GMPP).
Components of our turnkey solutions include; but are not limited to: 
  

	 	•	 	Product Packaging 

  

	 	•	 	Specification Development 

  

	 	•	 	RFP Development & Submission 

  

	 	•	 	Proposal Review 

  

	 	•	 	Scheduling & Management of Vendor Demonstrations 

  

	 	•	 	Mock Room Development 

  

	 	•	 	Comparative Matrix Development 

  

	 	•	 	Negotiation 

  

	 	•	 	Procurement 

  

	 	•	 	Logistics Management 

  
 Capital Lease Financing 
  
 While
this core service is directed at lease financing for capital equipment, we offer a diversified range of solutions able to accommodate financings of $1,500 to $100 million. 
  
 Logistics Management 
  
 The culmination of the planning and procurement effort is to assure the client that what has been purchased is coordinated and installed in the correct space, and is in
good operating condition for occupancy. Our experience has proven the only way of guaranteeing this, is by placing a Source Atlantic staff member on-site as needed to manage the process. In addition to directing the installation process, the manager
will be responsible for general crisis resolution, scheduling of deliveries and the coordination of any vendor provided installation. We find the project progresses to a seamless occupancy with the placement of an on-site manager. 
  

 19 

 Section 4.0 
 Logistics Management 
  

 20 

 Source Atlantic’s response to the Technical Proposal for Kings County Hospital Center Logistics
Services RFP. 
  
 Scope of Work: 
  
 Source Atlantic in concert with our partners, Health Care Transitions, llc (HCT) will
compliment the services of the primary responder, Source Atlantic, Inc with the provision of the stated services as noted in the RFP. Source Atlantic is in the business of transition planning for Health Care Facilities with new construction
projects. Over a 17 year period and with nearly 50 health care facilities supported, the services routinely provided by Source Atlantic include: 
  

	•	 	Development of the Transition Plan and Organizational Structure for the process. 

  

	•	 	Support to the Operations Planning, which is the detailed evaluation of how the organization will function in the new facility. 

  

	•	 	Implementation of Occupancy Planning which includes: 

  

	 	•	 	Development of plans (occupancy readiness activities) for the finish of the facility for which the organization has responsibility after the contractor completes their work.

  

	 	•	 	Development of sequencing for the move and activation activities. 

  

	 	•	 	Individual department move plans with pre move, move and post move activities addresses. 

  

	 	•	 	An occupancy master tracking plan to track all occupancy readiness and move activities. 

  

	 	•	 	Support service daily work plans which delineate the specific activities the many vendors and hospital support departments must accomplish. 

  
 It is within this planning component of Source Atlantic expertise that the response to the
requirements of the RFP will by and large reside. Source Atlantic also supports the development of move plans for any patient move that may be involved with the project. 
  

	•	 	Human Component Planning including: 

  

	 	•	 	Development of a plan for educating, orienting and training the staff and other stakeholders, 

  

	 	•	 	Address the substance and timing of public relations and internal project communications 

  

	 	•	 	Develop an exercise that allows the staff to evaluate their operational function within the new facility while familiarizing with the facility, equipment and systems without risk to
real patients by using mock patients (Day in the Life). 

  

	•	 	Support to management of implementation of the plans, the move and the post move activities. 

  
 From our wide scope of expertise, Source Atlantic will provide the following support within the technical proposal responding to the scope
of the RFP for the financial considerations submitted in the cost proposal. 
  

 21 

 TECHNICAL PROPOSAL RESPONSE: 
  
 All of the services indicated below will be done within a logical, organized process and will be reflected in a plan. The strategy for
that process and plan will be prepared with the input of the organization’s staff, will be communicated and will be adjusted to match the organizational culture. 
  
 2.1 a. Source Atlantic will meet with key staff to develop a move strategy and move assumptions. From this information and
discussions with moving departments / sections, the Source Atlantic’s staff will prepare a departmental move sequence. This sequence will address service continuity, timing, relationships of departments and resources required. The basis and
timing of the sequence will take into consideration that the move will be taking place in the presence of active patients, visitors and staff and will minimize downtime of services to the maximum degree possible. This sequence will be prepared in a
draft format and presented to the relocation contractor for evaluation of the availability of move resources, elevators, entrances, exits and corridors to support the move. 
  
 2.1 b. Source Atlantic staff will meet regularly with POC, DASNY and KCHC staff. It is anticipated that a monthly formal meeting will
be held to discuss and document the status. Additionally Source Atlantic will participate in periodic informal meetings, teleconferences, one on one discussions which will provide the ongoing continuity of the status. Source Atlantic will work with
DASNY and KCHC staff to develop processes for issues identification, issues management and timeline management. 
  
 2.1 c. Source Atlantic staff will fulfill the requirements of this paragraph and conduct cost evaluations regarding leasing of equipment and the financial
feasibility of such leases compared to out right purchase. 
  
 2.1 d.
Source Atlantic will fulfill the requirements of this paragraph and coordinate with trades in the building, including the construction trades, furniture deliveries, technology deliveries and miscellaneous vendors and consultants. Plans developed by
Source Atlantic, and client staff for this contract will supply the timelines and individuals responsible for many of these activities. The ongoing coordination will be the responsibility of Source Atlantic in house staff and possibly the
installation contractor when there is one (often the same company as the relocation contractor). 
  
 2.1 e. Source Atlantic will fulfill the requirements of this paragraph and interface with KCHC staff to arrange elevator time for reused equipment. 
  
 2.1 f In the course of development of plans for occupancy readiness and moves, staffing requirements will be addressed to accomplish
the activities. In house staffing, vendors or contract staff identified as needed outside of those already available will be identified by Source Atlantic to the managing team for decisions about how those needs will be met. 
  

 22 

 2.1 g. Source Atlantic will develop a master plan which addresses the key activities for the entire relocation
process. These activities will be aligned in relationship to key milestones from the construction and regulatory plans and will include the key components of transition from the time of plan development to post occupancy. This will be prepared
either as a visual plan in Excel or a gantt chart in Microsoft Project depending on the wishes of the organization. Source Atlantic will develop a detailed transition plan with activities for all elements of transition as an option and for an
additional fee above what is quoted in the cost proposal. See the triangles enclosed in this submittal for the elements of transition within each phase and planning component that would be addressed in this detailed plan. This is a more in depth,
tracking document. 
  
 2.1 h. Source Atlantic will meet with
representatives of each support service to determine activities for the occupancy readiness plan (those activities that need to be done by other than the prime contractor such as network and electronics installation, furniture and equipment
installation / placement, cleaning activities among many others). This plan creates the foundation for the departmental move plans. Using this document and its time line as a basis, meetings will be held with staff from each moving of the department
and sections. The resulting information will be used to develop the following documents: 
  

	 	•	 	Occupancy Sequence List and Gantt – a quick reference on moves and activations of each department and section. 

  

	 	•	 	Occupancy Master Tracking Plan List and Gantt– full plan containing all identified occupancy readiness and move activities which is intended to be used by all key staff to
track the entire implementation process. 

  

	 	•	 	Support Service Daily Work Plans – a “sort” off of the Master Tracking Plan which addresses each support services requirements for all supported departments (such as
EVS for all cleaning requirements; Biomed for installation, biomed checks on new equipment and checks on relocated equipment requiring it, etc). This individualized document simplifies the management of the support service department (such as IS or
EVS) or vendors’ tasks since they do not have to look at all of the activities in the Master Tracking Plan to find and manage their work. The Master Tracking Plan is made available in their manuals in case they want to see the relationship of
their work with another’s, such as installation of a phone after the desk is installed. 

  

	 	•	 	Department / Section Move Plans – the plan for each moving department or section. Activities within the plans address not only requirements for the actual physical move but
they also address pre move preparation (clean out, clean up, organize, training, etc.) and post move activities such as execution of a unit close down checklist and special reclamation requirements for that area (eg: decommissioning a hot lab).

  
 An orientation to the use of the documents will be provided to
all executing staff, vendors and managing team. 
  

 23 

 2.1 i. Source Atlantic will address any impacts to the move of furniture that is to be cross leveled to other
areas (the “from” “to” list to be developed by others prior to move plan development so Source Atlantic can address the timing impacts of those relocations). 
  
 2.1 j. Source Atlantic will fulfill the requirements of this paragraph and oversee the implementation of DASNY and KCHC orders that
relocate equipment. 
  
 2.1 k. Source Atlantic will review any changes in
the original schedule for impacts to the overall master schedule and to any plans that have already been developed. These impacts will be brought to the attention of the team keeping track of the project status and recommendations made in regards to
options to try to keep on track or adjust the plans as necessary. (Depending on the stage at which these revisions need to be made, there may be an additional fee to update the occupancy plans and republish them - including the Occupancy Master
Tracking Plan, Support Service Daily Work Plans, Department / Section Move Plans and Occupancy Sequence). 
  
 2.1 l. Source Atlantic will fulfill the requirements of this paragraph and prepare and monitor budgets including cost comparisons and move pricing. Source Atlantic will support as required within their area of
expertise and within their support of the selection of the relocation contractor. 
  
 2.1 m/n. Source Atlantic will fulfill the requirements of this paragraph and will support the development of the relocation contractor RFP; support the pre-bid walk through, and support the selection process. 
  
 2.1 o. Source Atlantic will fulfill the requirements of this paragraph. It is usual
that the tagging program is presented by the relocation contractor (as each uses a different tagging system). Source Atlantic will support the adaptation of such a tagging system to work within this organization and the move process being
implemented. 
  
 2.1 p. Source Atlantic’s Project Manager will meet
regularly with POC, DASNY and KCHC staff. It is anticipated that a monthly formal meeting will be held to discuss and document the status which Source Atlantic’s PM will attend. In addition, the Source Atlantic Project Lead will attend every
third formal status meeting. Additionally Source Atlantic will participate in periodic informal meetings, teleconferences, one on one discussions which will provide the ongoing continuity of the status. Source Atlantic will work with DASNY and KCHC
staff to develop processes for issues identification, issues management and timeline management. 
  
 2.1 q It is anticipated that Source Atlantic, Inc. will fulfill the requirements of this paragraph and Source Atlantic will assure that the building protection from damage and loss is addressed in both the
relocation contractor’s RFP and the Occupancy Readiness Plan. Physical security during the move will be a point of discussion with the Occupancy Readiness group and the organization’s security staff. 
  

 24 

 2.1 r. Source Atlantic will assist the organization in developing a “start up” plan to determine how the
organization will gather and manage issues (operational, training, systems, equipment, furniture, technology, etc) that arise upon occupancy. 
  
 2.1 s It is anticipated that Source Atlantic will fulfill the requirements of this paragraph and conduct a move walk through when completed. 
  
 2.1 t. Source Atlantic will work with DASNY and KCHC in determining contents for the
requested newsletter and write periodic articles for that newsletter at key times in the occupancy process. 
  
 OTHER REQUIREMENTS: 
  
 2.1 a.
Source Atlantic is uniquely qualified to support this project based on their success over 17 years of transition and move planning with developing successful moves. Our process maximizes hospital function while considering the safety of patients and
stressors of the move process on staff. Given the resources, it is possible to continue 100% functionality during the relocations and that will be Source Atlantic’s goal. Our innovative planning minimizes the cost of reaching that goal.
However, it will be the final decision of DASNY and KCHC as to whether they will approve any additional resources required to reach that goal (such as resources needed to provide duplicity of services). 
  
 2.1 b. Source Atlantic’s staff come from clinical backgrounds and understands the
necessity to always keep patient safety (both those patient who are moving and those patients receiving care while the move goes on around them) and quality of care concerns as number one in planning. Source Atlantic has worked with hospitals who,
with our guidance in developing their plans, have relocated as many at 300 patients as far as 15 miles on crowded interstates with no adverse patient impacts. Our superior knowledge of logistics and equipment, our clinical and move expertise will
help meet KCHC’s goal of negative patient impacts. 
  
 Source
Atlantic’s RECOMMENDATIONS FOR OTHER SERVICES THAT KCHC MAY REQUIRE FOR A SUCCESSFUL MOVE AND ACTIVATION OF SERVICES: 
  

	•	 	A Transition Assessment, Transition Structure Review and Budget Template and Full Transition Plan (as addressed in 2.1.g as the more in depth plan). These services are
addressed in the Initial Basic Scope in the Typical Services Section shown next. Source Atlantic believes that the Occupancy Process is greatly enhanced when the organization has evaluated all aspects of the transition process to assure themselves
that they have not overlooked critical success factors and activities. The review of the Transition Structure and Budget should be done to assure that as this next occupancy step is entered, the organization has the correct process structure to
adequately and productively manage it and that the hidden costs of transition have been identified and planned. 

  
 This key service will assist the organization in identifying any non occupancy activities (those not addressed in the RFP) that need attention prior to
occupancy for successful start up of operations in the new facility. 
  

 25 

	•	 	Day in the Life. The day in the life process that Source Atlantic brings to the relocating organization is a mock exercise like an EPP, but exercises day to day operations in
the new facility. This is an exercise that all of our clients who have executed it have said “how could we have occupied without it and been successful?” Source Atlantic believes that it is imperative to combine operations with the new
physical plant, systems and equipment in a “no patient risk” environment by performing this exercise if the goal of patient safety is to be met. 

  
 These key services can be discussed and priced for KCHC if desired. 
  
 SOURCE ATLANTIC”S TYPICAL SERVICES AVAILABLE: 
  
 The following sections are an example of the typical services that Source Atlantic is qualified to provide and provides on a regular
basis. 
  

 26 

 TRANSITION PLANNING 
  
 PROPOSAL OVERVIEW 
  

Planning and implementing a major construction project at your health care facility is a long and arduous process. Design and construction and management of these
processes for the physical completion of the building structure and installation of major items of equipment and furniture are not the only responsibilities that the organization must undertake for successful completion of the project. From the time
the facility is declared open, it must function effectively as a delivery site for quality patient care and all support services. All operations must perform efficiently. 
  
 The organization must also be prepared to face the challenges of the future. To meet these dynamic challenges, a comprehensive transition
process must be developed and implemented in a timely manner. Transition planning organizes the staff for their participation in the transition process while it provides step by step activity plans and documents to address Operations Planning and
Occupancy Planning for the move into and operational start up in the new facility. 
  
 The Transition Process also includes activities to review operational implementation after occupying the new facility ensuring integration of operations, maximized use of the major capital investment made in the facility, equipment, systems
and optimized productivity of staff. 
  
 COMPANY HISTORY 
  
 Health Care Transitions is an experienced consulting firm, which has been providing services
in Transition Planning since 1988. In 1997 Health Care Transitions became Health Care Transitions L.L.C. The president, Sandra Hamper, began Transition Planning in 1981 as the director of an internal Transition department for Tripler Army Medical
Center in Hawaii. Sandra was responsible for operational design input, transition planning and move execution for a 450,000 square foot addition and 750,000 square foot renovation project containing inpatient and ambulatory functions. Since that
time, Health Care Transitions refined the transition process and developed tools, which provide proactive planning and problem solving for transition into and activation of operations in health care facility construction projects. Health Care
Transitions has provided all aspects of transition planning consultation services to a broad range of clients including freestanding and hospital based outpatient facilities; high intensity, tertiary care facilities; community based hospitals, and
pediatric facilities as an independent company and as an associate to other companies. 
  

 27 

 PRINCIPLES of the PROCESS 
  
 A well developed Transition Process and Plan adheres to six key principles: 
  

	 	•	 	Ownership and participation at the lowest staff levels through education of and use of executing resources to develop the plan. Transition Planning has been developed to
interface with your Performance Improvement process. 

  

	 	•	 	Flexibility of the process to meet the needs of the unique project and organization. 

  

	 	•	 	Organization and accountability of transition resources through task force structure, task assignment and delineation of authority to get tasks done and the assignment and
consultant support of an internal staff member to “champion” the process and provide internal process facilitation. 

  

	 	•	 	Identification and integration of activities by placing activities that must be executed in a logical sequence and by coordinating those activities with other participating
resources. 

  

	 	•	 	Documentation and communication of planning information through development of transition documents organized into easy to use manuals. 

  

	 	•	 	Successful execution through consultant coaching, staff ownership, contingency planning, timely performance and attention to risk exposure and details of the process.

  
 These principles are the cornerstones of Health Care
Transitions, L.L.C.’s approach to transition planning. Health Care Transitions, L.L.C.’s process has been successfully tested to bring optimum effectiveness to your project. A comprehensive coordination plan to identify the staff
accountable for various activities and address timing of the various tasks to assure a smooth occupancy is critical and will be a focus of the HCT consultants in development of all plans and guidance of staff through the project. 
  
 On page 1 you will find a graphic (Health Care Transitions, L.L.C.’s “Transition
Triangles”) delineating the elements of Health Care Transitions, L.L.C.’s planning process brought to your project through the Scopes of Work defined herein. Although all elements are supported in the basic scopes through documents
and work tools, teach and train of internal staff and ongoing guidance and support throughout the project, elements with in depth consultant activities covered by the options are shown in the option descriptions later in this proposal. This
delineation will be described under the Continued Basic Scopes of Service introduction note on page 8. Throughout the process, as depicted by the Triangles, macro to micro planning is the key to managing activity detail and complexity, controlling
time sensitivity and functioning within budgetary constraints that accompany every project. For any project, where there are identified internal resources with the background and experience needed who are provided the time and availability to
accomplish the more in depth processes, HCT recommends election of only the Basic Scopes of Service. 
  

 28 

 FOCUS OF THIS PROPOSAL 
  

Health Care Transitions, L.L.C. believes that organizational ownership and continuity of the process of Transition Planning are critical to the success of its
execution. To achieve this end, the focus of the basic scopes of this proposal will be to provide education and coaching throughout the process; plan development using written procedures, data gathering techniques and proven prompts;
supporting document preparation throughout the process (as delineated in the basic scopes and options), and ongoing support, direction, suggestions, assistance and guidance to the staff in their execution of the plan. 
  
 Involvement of in-house hospital resources who are already responsible for the operation of
the organization is key to success of the process. However, most of these individuals have never had the opportunity to plan for a project with the scope required to execute the significant transition required for this project. The transition
experience, proven process, highly developed tools and project expertise provided by Health Care Transitions, L.L.C. in this proposal are designed to bridge this gap. 
  
 Since activities of transition often begin before the consultant is hired, HCT consultants work with the hospital staff to identify
activities already addressed to assure a complete process without redundancy. 
  
 Health Care Transitions, L.L.C. will work with hospital transition and other assigned staff to develop work plans to accomplish their key activities in a timely, cost effective manner. HCT will then assist the hospital staff in monitoring
execution of the plan. 
  
 KEY COMPONENTS 
  
 The key components of Transition Planning included in this proposal are: 
  

	 	1.	Creation of the Transition Design specific to this project. 

  

	 	2.	Operations Planning for operational start up of the organization in the new facility. 

  

	 	3.	Occupancy Planning addressing logistical preparation of the building for the move and of the organization for the relocation of departments and patients.

  

	 	4.	Human Component Planning that link the Operations Planning and Occupancy Planning to the Implementation Phase by addressing staff needs in the process.

  

	 	5.	Implementation of the Transition Planning efforts to include post move requirements. 

  
 Further delineation of the scope of services for these components will be found in the Basic Scopes of Work and Options
section. 
  

 29 

 Sample 
 Initial Basic Scope of Work 
 TRANSITION ASSESSMENT, STRUCTURE, 
 BUDGET AND PLAN 
  
 This Initial Basic Scope of transition planning offered by Health Care Transitions, llc. Following are additional optional scopes. Although copyrighted documents and work
tools will be demonstrated to the client, the documents for any processes beyond those directly covered by this scope (those covered are assessment document, transition plan document, budget template, team structure organizational chart) will not be
released for use by this scope. The products produced in this scope can stand alone and be useable documents if further services are not selected. Requirements for further client needs for the next scope of service can best be determined as this
scope is executed. 
  
 In this initial basic scope of services,
Health Care Transitions consultants support development of the Transition Assessment, Budget and Plan for this project that includes: 
  

	 	•	 	Development of the organizational transition strategy 

  

	 	•	 	Development of the transition assessment and structure 

  

	 	•	 	Development of the elements and transition plan (work plan) 

  

	 	•	 	Projection of the transition budget items 

  
 The following are actual processes and key steps that Health Care Transitions’ consultants will follow in execution of the Initial Basic Scope of
Service. 
  
 HEALTH CARE TRANSITIONS, llc’s PROCESS / SERVICES

  
 Development of the organizational transition strategy:

  

	 	•	 	Meet with project staff to develop a strategy appropriate to the organization and its culture for performing the transition assessment and preparation of the transition plan.

  

	 	•	 	Develop a preliminary organizational structure to manage the transition process internally. 

  
 Development of the transition assessment: 
  

	 	•	 	Educate key staff members in the transition process through a Transition Kick Off presentation during a Transition Retreat. 

  

	 	•	 	Assist senior staff in finalizing the internal organizational structure to manage the process. 

  

 30 

	 	•	 	Delineate key staff (during the retreat) to gather data to assess the current status of transition planning, determine key activities yet to be accomplished and assign staff
within the organization as element leaders to manage those activities. 

  

	 	•	 	Prepare the initial Transition Assessment for hospital staff review and approval. 

  

	 	•	 	Prepare the draft internal organizational structure for the process. 

  
 Development of the transition plan: 
  

	 	•	 	Interview assigned element leaders to review all activities of that element, assign dates for execution of key activities and determine the responsible individual for
accomplishing those activities. 

  

	 	•	 	Prepare a visual chart showing the key activity time line to be used in development of the working Transition Plan. 

  

	 	•	 	Develop the draft Transition Plan to include recommended dates for each activity based on key project and organizational dates. . 

  

	 	•	 	Prepare the working Transition Plan after organizational review and provide in formats sorted by activity dates, responsible party and responsible teams, then provide to the
organization for their implementation. 

  

	 	•	 	Hold a one day working session with the individual who will manage the plan and provide orientation to the format, tools for utilization, tips and tricks for managing the
document. 

  
 Projection of the transition budget:

  

	 	•	 	Formulate the initial draft of the Transition Budget Items (costs to be added by hospital transition teams or centralized work group) through discussion with key staff
members.  

  
 Deliverables: 
  
 Assessment draft (elements to be internally addressed and assigned
element leaders)  
  
 Basis of the Plan Key Activity
Document (visual document of key activities over the timeline of the project) 
  
 Organizational Structure (directing staff and teams with assigned elements)  
  
 Budget Template. (budget items and years to be incurred) 
  

Transition Plan Working Document (elements, activities, responsible parties and time line). 
  
 All HCT forms and formats are copyrighted. Through execution of this Scope of Service, the
copyrighted forms used are released for use on this project. HCT or the client may modify these forms to fit the needs of this project. (Use of these documents by the client for any subsequent projects or provided to other hospital projects,
consultants or other firms is prohibited and is protected by copyright laws.) 
  

 31 

 Optional Continued Basic Scope of Work 
 TRANSITION DESIGN and 
 PROCESS SUPPORT 
  
 This scope of service provides
continued support to the transition process and teams throughout the entire transition process. Health Care Transitions consultants facilitate all elements of the process through support to the hospital’s transition staff and committees.

  
 Electing this scope of service provides the following services and work tools
and release of copyright for use on this project of all work tool templates (to include intake forms, prompts, procedures and sample documents) for all phases and elements. This allows a cost effective alternative to full services for organizations
with the staff and experience necessary for internal development of the work tools (including Operations Planning and Occupancy Planning). 
  
 This scope provides consultation on all aspects of the transition process, but minimal direct plan preparation by Health Care Transitions. The services shown here are the
standard services that most clients need and elect for this continued support. However, actual requirements can best be determined mutually during the initial basic scope with the following services modified to maximize use of client’s in house
talent. 
  
 (Note: Election of the Operations Planning and Occupancy Planning
Optional scopes of service will provide the organization with the greatest use of the consultants’ expertise, experience and direct plan preparation as described in the options by the consultants through interview processes with internal staff.
While these are much more expensive services due to more consultant intensive work both on and off site, they are by far the best options for full execution of the transition process in organizations that do not have the internal resources or
expertise to accomplish these activities. Exercising these options with the basic scope may provide the best outcome for the process. Although there is greater consultant involvement and greater direct use of consultant expertise, all services are
still delivered with “staff ownership” and understanding by the staff who need to implement the process as the key principle.) 
  
 In this basic scope of services, Health Care Transitions consultants continue support for this project which includes: 
  

	 	•	 	Kick off and ongoing support of the transition organizational structure and process. 

  

	 	•	 	Preparation of the transition manuals. 

  

	 	•	 	Special teach and train sessions for internal staff, preparing them to use the work tools and understand their responsibilities for their execution of Operations Planning and
Occupancy Planning activities. 

  

	 	•	 	Support to development and implementation of a “Day in the Life”. 

  

	 	•	 	Development of the start up plan. 

  

	 	•	 	HCT copyrighted work tools. 

  
 The following are actual processes and key steps that Health Care Transitions’ consultants will follow in execution of the Basic Scope of Service. 
  

 32 

 HEALTH CARE TRANSITIONS, llc.’s PROCESS / SERVICES 
  
 Kick off, and ongoing support of the transition structure and process:

  

	 	•	 	Assist the organization in orienting the transition staff and team chairs to the process and management tools. 

  

	 	•	 	Provide a “kick off and transition orientation” for each transition team delineating tasks and responsibilities. 

  

	 	•	 	Provide process management document formats (issues lists, issues tracking, change order request, special study request) and assist in modifying them as necessary for this project.

  

	 	•	 	Attend transition team meetings to provide support, guidance, experience and direction to teams (___trips provided after kick off trip in this basic scope—teams need to meet on
2-3.5 consecutive days for consultant to attend all teams). Specific visit dates to be determined with client based on process needs. More visits than those within this proposal which provide further support are available at additional cost.

  

	 	•	 	Coach the committees to develop understanding of activities for which they are responsible and the inter-relationships of the dates with other teams’ elements and importance of
meeting the dates. Health Care Transitions’ consultant will modify recommended dates with the teams, as appropriate, to accommodate additional organizational impacts and develop the working Transition Plan document to be used by the teams.

  

	 	•	 	Periodic formal reviews of the plan date changes with the first after the initial review of the plan with the teams (as noted above) and at least one later (at an established time
prior to execution of implementation – State of Transition Retreat) to assess readiness and develop fallback plans for delayed activities. 

  

	 	•	 	Assess the changes when dates are modified during these formal reviews for impacts in other related activities / elements of the transition plan. Recommend changes or identify
issues as appropriate. 

  

	 	•	 	Support teams in the process and plans for the Operations Planning phase of transition. Assure that there is an organized process for developing and communicating Systems
Assumptions and Departmental Concepts of Operation. Develop Transition plan time line so that it reflects development of these systems and processes in a timely manner to allow integration; subsequent development of the supporting policies and
procedures (which also capture the changes in preparation for JCAHO and State Regulatory requirements), and input of the changes into the Education and Orientation program. 

  

 33 

	 	•	 	Teach / Train / Prepare / Demonstrate / Support assigned internal staff with specific responsibilities to execute activities necessary to develop key work products (Operations
Planning - System Assumptions, Special Studies and Concepts of Operation; Occupancy Planning - Support Service Plans, Department Move Plans and Occupancy Sequence, Occupancy Master Plan and Support Service Daily Work Plans). Procedures
and work tools will be provided, electronic forms (in MS Word, Excel and MS Project) will be made available and formal one-on-one training sessions held for each of these processes. (The costs for this activity are removed from the pricing of the
Basic Scope as indicated in the Financial Considerations if the more consultant intensive options are purchased. This training is not necessary then as the consultants actually interview and develop the documents in those options – internal
staff does not need to be trained to do them). 

  

	 	•	 	Facilitate Support Services one-day retreat to develop a responsibilities matrix. Initial draft developed by the consultant with client staff refining to final.

  

	 	•	 	Facilitate Support Services one-day retreat to develop an interconnectivity matrix. Initial draft developed by the consultant with client staff refining to final.

  

	 	•	 	Facilitate Support Services initial one-day retreat to develop Occupancy Readiness Template (tasks and responsibilities will be developed during retreat). Team members to later
develop dates and execution plans for activities (Support Service Plans). This document becomes the basis for execution of the Occupancy Readiness Process. 

  

	 	•	 	Support the Education and Orientation team to develop a comprehensive program for orienting the various targets that need specific information about the new facility. Assist the
team to assure that all levels of orientation (General, Department, Systems and Equipment) are addressed and managed. 

  

	 	•	 	Support Transition Director / Coordinator and Team Chairs during on site visits, and through telephonic and electronic (fax, e-mail) support throughout the process.

  
 Preparation of the transition manuals:

  

	 	•	 	Provide team and department specific document management manual shells (manual, dividers and initial documents – 1 per team member for their appropriate team documents
and 1 per moving department for their department documents) to be used for documents developed internally. Provide 2 full transition manual set shells for Transition Director (1 as working copy, 1 as documentation copy for process to share with
Regulatory Agencies as needed). 

  

 34 

 Projection of the transition budget: 
  

	 	•	 	Formulate the initial draft of the Transition Budget Items (costs to be added by hospital transition teams or centralized work group) through discussion with key staff
members. 

  

	 	•	 	Support teams or centralized budget work group (during routine team support visits, electronically or telephonically) to develop understanding of budget items that their team may be
responsible for developing / managing. 

  

	 	•	 	Assist in prioritization of budgetary requirements through education about the competing requirements and the costs / benefits of funding certain requirements over others.

  
 Support to development and implementation of a
“Day in the Life”: 
  

	 	•	 	Health Care Transitions’ consultant will provide documents and facilitate the initial “Day in the Life” exercise meeting to assist in development of the
process and policy. 

  

	 	•	 	The consultant will lead the “Day in the Life” meeting (retreat) to develop the elements to be tested and thumbnail scenarios. 

  

	 	•	 	Consultant will support a second retreat to develop the sequencing process for the “Day in the Life” exercise. 

  

	 	•	 	HCT staff provides ongoing support to the “Day in the Life” exercise development and on site support to its execution. 

  
 Development of the start up plan: 
  

	 	•	 	Assist the assigned team to develop a start up plan for management of the transition during first 1-3 weeks of occupancy. 

  

	 	•	 	Provide documents used by other projects to assist the organization in developing their own issues identification and tracking documents for this project.

  

	 	•	 	Facilitate development of a post occupancy reintegration process with the Operations Planning Team to review and refine systems and processes post occupancy “after the
dust has settled”. 

  

 35 

 CONSULTANT ACTIVITY THROUGHOUT THE PROJECT: 
  

	 	•	 	Key staff orientation – provide ongoing training about the transition process and project transition planning if key staff changes during the project.

  

	 	•	 	Policy and transition directing staff support – ongoing support to transition directing and policy staff, throughout the project - on site during team meeting support
visits, telephonically and electronically. 

  

	 	•	 	Documentation process – implement a documentation process for all activities, plans and issues. During the periodic on site visits, Health Care Transitions consultants
will check for use of the documentation process and its current maintenance. If the documentation is not be used and updated, Health Care Transitions staff will recommend corrective action to the Transition Committee to bring the documentation into
compliance for continuity and adherence to the time line. The documentation products are developed to support review of the transition process by regulatory agencies such as JCAHO. 

  

	 	•	 	Samples and examples – HCT will provide samples and examples for all processes. The samples have been developed and copyrighted by HCT or provided by previous clients
(with no restrictions) to share with organizations currently undergoing the transition process. All HCT forms are copyrighted. Through execution of this Scope of Service, all of these copyrighted forms (over 500 available) are released for use on
this project. HCT or the client may modify these forms to fit the needs of this project. (Use of these documents by the client for any subsequent projects or release for use to other hospital projects is prohibited and is protected by copyright
laws.) 

  

	 	•	 	Ownership and participation are key to any successful transition planning process. Health Care Transitions will maintain the focus of all transition activities toward user
ownership and participation. The consultants will interact with staff at any levels as necessary to enhance ownership of the process and the plans. 

  

	 	•	 	Integration and collaboration – Health Care Transitions incorporates the concept of multidisciplinary collaboration (formal and informal) throughout planning and
implementation. Integration and collaboration are critical in order to produce operational, transition and move plans that are coordinated, realistic and can be readily implemented in a “seamless” manner. 

  

	 	•	 	Regulatory conformity – All planning processes introduced by Health Care Transitions have been developed to include feedback, issues resolution, documentation and
evaluation checks. These principles built into our processes support JCAHO and most state licensing agencies requirements for quality control and quality / performance improvement processes. 

  

	 	•	 	Risk identification – Health Care Transitions staff, using their experience from prior transition planning activities at other facilities, will make every effort to
identify potential risks to the organization. The consultant will assist the organization to validate risk potential whenever possible. The final responsibility for all risk identification and management is the hospital organization.

  

 36 

	 	•	 	Prepare a Critical Issues List from direct intake processes HCT consultants facilitate. 

  

	 	•	 	Documents will be provided in both hard copy (number to be determined with the client) and computer file format (diskette, e-mail, CD or Zip, dependent on size of file and
client computer drive capability). HCT routinely utilizes the following programs in production of the documents (in versions compatible with those used by the hospital): Microsoft Word, Microsoft Project, Adobe Acrobat, Org Plus and Excel.

  

 37 

 Optional Services 
  
 Option 1a – Operations Planning Minimal Service: 
  
 Determining how the organization will function in the new facility is critical to success of the transition process. This option assists the
organization in developing the process to delineate those operations. (The scope of this option is minimal service with full service providing all interviews and draft concepts by consultants at a much greater price). 
  
 This minimal service option assists in developing information on changes to the
infrastructure systems and processes of the organization and then provides in depth training and support of in house staff (Facilitator) in the use the tools to develop Concepts of Operation for each department’s function in the new facility.

  
 The System / Process Assumptions and Departmental Concepts become the basis
for review of staffing requirements, modification of policies and procedures and the education and orientation program for the new facility. This modified scope is a cost-effective approach. It will provide: support to the identification of system
and process assumption changes; full interview of 10 selected departments concepts (suggest those most impacted by the new facility); observation by the facilitator of the interview process (for the 10 selected departments); in depth training in the
use of the tools; intense oversight of plan development (through review and critique of all documents developed), but utilizes the organization staff’s own knowledge base (on those departments not selected for HCT interview and draft
preparation) for the remaining departments plans. 
  
 This option may not provide
the depth of interview, probing or suggestions for the departments not interviewed by HCT that would be achieved were the consultant used to interview all departments (as in the Full Support Option – see next section). 
  

	 	•	 	HCT will assist the organization in identifying an individual to fulfill the role of the Operations Planning Facilitator. 

  

	 	•	 	HCT consultants will assist the organization in establishing system and process (physical and operational) teams. 

  

	 	•	 	HCT staff will interview each system team and develop System / Process Assumptions regarding how the systems are anticipated to change or work in the new facility (the
infrastructure for operations). 

  

	 	•	 	Consultants will assist the organization in identification of special studies that may support decision processes or issues resolution and provide a documentation process to
assure a feedback loop. 

  

	 	•	 	HCT will develop written draft system / process assumptions for staff review and validation. Documentation will be updated and completed by the client’s staff.

  

 38 

	 	•	 	HCT will kick off the Operations Planning process with hospital management (department level) including a presentation of Transition Planning and reports from the systems
team. 

  

	 	•	 	HCT staff will interview department managers of 10 key departments (chosen in collaboration with the client transition staff) to develop the concepts for those departments.
The consultant will train the selected hospital individual (henceforth to be called the Facilitator) who will interview / facilitate the remaining departments and develop all (including the 10 interviewed by the consultant) written
Concepts of Operation. 

  

	 	•	 	HCT will review all written Concept of Operations drafts developed by the Facilitator for recommendations, areas to be further explored and critical issues /
integration. 

  

	 	•	 	HCT will support (telephonically and electronically) the Facilitator who will facilitate the issues resolution process and input changes for the working Concepts of
Operation. 

  

	 	•	 	Consultant will assist integration of the Systems and Concepts with the Facilitator and Operations Planning Team. 

  

	 	•	 	HCT consultant will provide the Facilitator a format for development of the Concept of Operations Summary and guidance in its use.  

  

	 	•	 	Consultant will review Concepts of Operations Summary Documents prior to integration retreat and provide comments and suggestions. 

  

	 	•	 	Health Care Transitions staff will provide support the formal integration retreat (to include guidance for agenda, set up and on site support of the retreat).

  

	 	•	 	HCT staff will assist the Facilitator in development of the post occupancy operational audit and re-integration process, and support the post occupancy
re-integration retreat. 

  

 39 

 Option 1b - Operations Planning Full Service: 
  
 Determining how the organization will function in the new facility is critical to success of the transition process. This option assists the
organization in developing the process to delineate those operations. (The scope of this option is full service providing all interviews and draft concepts by consultants). This full service option assists in developing information on the
infrastructure systems of the organization and facility and interviews all departments to develop Concepts of Operation for each department’s function in the new facility (pricing of this option is dependent on the number of departments). . The
System / Process Assumptions and Departmental Concepts become the basis for development of staffing requirements, modification of policies and procedures and the education and orientation program for the new facility. Many facilities that have
elected this scope of service have said that even if they were not moving into a new facility, the outcome of this process would have been extremely valuable and they should have done it regardless of the move to refine, optimize and integrate their
current services. 
  

	 	•	 	HCT will provide a job description and assist the organization in identifying an individual within the organization to fulfill the role of the Operations Planning
Facilitator. 

  

	 	•	 	HCT consultants will assist the organization in establishing system (physical systems and operational systems) teams. 

  

	 	•	 	HCT staff will interview each system team and develop System / Process Assumptions regarding how the systems are anticipated to work in the new facility (the infrastructure
for operations). 

  

	 	•	 	HCT will develop written systems assumptions for staff review and validation. 

  

	 	•	 	HCT will kick off the Operations Planning process with hospital management (department level) including a presentation of the Transition Planning Process and reports from the
systems team. 

  

	 	•	 	HCT staff will interview department managers of all departments (up to 30 included) to develop the concept drafts for those departments. The consultant will train the
selected hospital individual (the Facilitator) who will facilitate the issues resolution process and input changes for the working Concepts of Operation. 

  

	 	•	 	Consultants will assist the organization in identification of special studies that may support decision processes or issues resolution and provide a documentation process to
assure a feedback loop. 

  

	 	•	 	HCT will prepare each written Concept of Operations draft and provide Facilitator recommendations for departmental collaboration, areas to be further explored and
critical issues / integration. 

  

	 	•	 	Consultant will assist integration of the Systems, Processes and Concepts with the Facilitator and Operations Planning Team. 

  

 40 

	 	•	 	HCT consultant will support departments in development of their Concept of Operations Summary and provide guidance in its use.  

  

	 	•	 	Consultant will review all final Concepts of Operations Summary Documents prior to integration retreat and provide comments and suggestions. 

  

	 	•	 	Health Care Transitions’ staff will support the initial formal integration retreat. 

  

	 	•	 	HCT staff will assist the Facilitator in development of the post occupancy operational audit and re-integration process, and provide on site support of the post
occupancy re-integration retreat. 

  

 41 

 Option 2 - Occupancy Planning Development: 
  
 Occupancy planning is a complex, departmental interactive process that most staff do not have the experience to develop. Health Care
Transitions has prepared successful move plans for over 40 health facility relocation projects. The interview process used by Health Care Transitions not only results in executable activities and time lines, but also probes for unresolved move
issues, undiscovered move costs and unplanned external support requirements that may impede the move process. The documents produced support Occupancy Master Plan Management, individual departmental moves and provide Support Service Daily Work
Plans. Additionally, support beyond that provided in the Basic Scope will be provided to development of the patient move plan and patient mock move. 
  

	 	•	 	HCT staff will guide the facility through the development of move planning assumptions, move scenario and Occupancy Implementation Plan. 

  

	 	•	 	The consultant will interview select support service staff and consultants to assist in the development of the support service plans to support the Occupancy Readiness Plan
timeline development. (The occupancy readiness initial template without dates is developed in the Basic Scope of Services). These plans provide the basis for how the key occupancy readiness activities (cleaning, testing, receiving, storage,
delivery, installation, equipment checks and certifications, asset management entry, supply delivery of all types, among many others) will be executed, resources required and timing. 

  

	 	•	 	HCT consultant will prepare draft occupancy readiness support service plans for those select departments which include preparation for the move as well as move execution
activities. HCT will review support service plans for those support service departments that prepared their own. 

  

	 	•	 	Consultant will interview all moving departments (in depth interviews for up to ___ departments) to determine move phasing, moving activities and outstanding issues for each
phase of the department move. 

  

	 	•	 	Based on interview HCT will prepare department move activity time lines. 

  

	 	•	 	A Departmental Occupancy Sequence, Occupancy Master Tracking Plan, Individual Department Move Plans, and Support Service Daily Works Plans will be published by the consultant
and provided to all appropriate staff and consultants (including relocation contractor). 

  

	 	•	 	The consultant will prepare and coordinate the Departmental Occupancy Sequence with the selected relocation contractor to assure that move resources are properly used
within a sequence, which relocates services to minimize the service down time and provides all essential services on both sites during the patient move. 

  

	 	•	 	The consultant will provide support to the hospital in tailoring the Occupancy Management Organization and the Occupancy Implementation Plan to the needs of the organization.

  

 42 

	 	•	 	HCT will assist the organization in its selection of a relocation contractor to include preparing a draft RFP, assisting the organization during the prospective
bidders walk through and supporting the selection team in their selection process. 

  

	 	•	 	The consultant will guide selected hospital staff in development of a comprehensive, documented patient move plan, which addresses quality, continuity, and one level of care
throughout the move for the patients and risk management for the organization during the move. 

  

	 	•	 	The consultant will provide reviews throughout development of the patient move plan (by the patient move team) for issues regarding risk management, quality of care, one
level of care, command structure for move and sequencing. 

  

	 	•	 	HCT consultant will attend the mock patient move and provide real time assistance and recommendations throughout the process. 

  

	 	•	 	HCT consultant will be on site during the preparation day for the patient move, execution of the day of the patient move and the first day of the start-up process.

  

 43

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