Download - STATE OF MICHIGAN CENTRAL PROCUREMENT SERVICES …525 W. ALLEGAN ST., LANSING, MICHIGAN 48913 P.O. BOX 30026 LANSING, MICHIGAN 48909 CONTRACT CHANGE NOTICE Change Notice Number 5 to

STATE OF MICHIGANCENTRAL PROCUREMENT SERVICESDepartment of Technology, Management, and Budget525 W. ALLEGAN ST., LANSING, MICHIGAN 48913P.O. BOX 30026 LANSING, MICHIGAN 48909

CONTRACT CHANGE NOTICEChange Notice Number 5

to180000000032Contract Number

Various

Courtney Powell

[email protected]

Jeffrey Bankowski

McLean, VA 22102

GUIDEHOUSE LLP

CV0056730

734-644-0595

1800 Tysons Blvd

(517) 249-0452STA

TE

Program

Manager

Contract

Adm

inistrator

CO

NTR

AC

TOR

DTMB

DTMB

[email protected]

$504,500.00

October 6, 2017 October 5, 2020

STATEWIDE CUSTOMER SATISFACTION SURVEY PROGRAM

October 5, 2019

INITIAL AVAILABLE OPTIONS EXPIRATION DATE BEFORE

2 - 1 YearPAYMENT TERMS DELIVERY TIMEFRAME

NET 45ALTERNATE PAYMENT OPTIONS EXTENDED PURCHASING

☐ P-Card ☐ PRC ☐ Other ☒ Yes ☐ NoMINIMUM DELIVERY REQUIREMENTS

DESCRIPTION OF CHANGE NOTICEOPTION LENGTH OF OPTION EXTENSION LENGTH OF EXTENSION REVISED EXP. DATE

☐ N/A ☐ N/A October 5, 2020CURRENT VALUE VALUE OF CHANGE NOTICE ESTIMATED AGGREGATE CONTRACT VALUE

N/A

$385,000.00 $889,500.00

Effective March 10, 2020, the attached Statement of Work for the Michiagn Department of Health and Human Services (MDHHS) is hereby incorporated into this Contract. The Contract value is hereby increased by $385,000.00

All other terms, conditions, specifications and pricing remain the same, per Contractor and Agency agreements, and DTMB Central Procurement Services approval, and the State Administrative Board approval on March 10, 2020.

INITIAL EXPIRATION DATEINITIAL EFFECTIVE DATE

N/A

DESCRIPTION

CONTRACT SUMMARY

AGENCY NAME PHONE EMAILMulti-Agency and Statewide Contracts

Program Managersfor

CHANGE NOTICE NO. 5 TO CONTRACT NO. 180000000032

DTMB Michael Zingsheim 517-373-4810 [email protected] Patricia Mckenna-Ley 517-284-7078 [email protected]

MDHHS – Division of Environmental Health Organizational

Description and Implementation Contract 180000000032 –

Employee Engagement Survey

Use or disclosure of data contained on this page is subject to the restriction on the title page of this proposal.

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Table of Contents

Section Page

1.0 Scope ..................................................................................................................................... 1

2.0 Requirements ....................................................................................................................... 1

3.0 Resumes ................................................................................................................................ 2 3.1 Jeff Bankowski, Engagement Partner .............................................................................2 3.2 Abdul Shaikh, Engagement Director ..............................................................................3

3.3 Matthew Papadopoulos, Project Manager ......................................................................5 3.4 Stephanie Lane, Senior Consultant .................................................................................5 3.5 Alissa Nobblitt, Senior Consultant ..................................................................................7 3.6 Gedaliah (Gadi) Dreyfuss, Consultant ............................................................................9

3.7 Madison Phaneuf, Consultant .......................................................................................10

4.0 Pricing Matrix ................................................................................................................... 12

MDHHS – Division of Environmental Health Organizational Description and

Implementation Contract 180000000032 – Employee Engagement Survey


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1.0 Scope

Assist the Division of Environmental Health to achieve:

Topic 1 – Employee Understanding and Acceptance of DEH Organizational Expansion:

1. Employee engagement, education, and employee feedback on the DEH expanding

organizational and communication structure.

2. Synthesize a written summary of the employee feedback resulting in a list of specific

actions to adjust the organizational design or communication structure that address

substantive concerns.

3. Provide a report and presentation back to employees on concerns heard and actions taken to

address the identified concerns.

Topic 2 – Plain Language, High Level Written Description and Depiction of the DEH

Purpose, Design and Function:

1. Section describing purpose and need

2. Section describing the conceptual model provided by DEH

3. Section describing the organizational chart structure as it fulfills the conceptual model

4. Section describing state and federal funds applied

5. Section of recent accomplishments

2.0 Requirements

Topic 1

By June 15, 2020 – complete the following tasks by:

• February 15 – Roll Out plan for Topic 1.

• April 1 – Completed activities to complete Task 1 of Topic 1.

• May 1 – Polished Draft for DEH review of Task 2 of Topic 2.

• May 30 – Final document.

• June 15 – Provided report and final presentation to DEH employees.

Topic 2

By June 1, 2020 – Complete the following tasks.

• February 15 – Gather the purpose, need, conceptual model, and organizational structure.

• March 15 – Gather funding overview and recent accomplishments.

• April 15 – Draft document with all 5 components.

• May 1 – Polished Draft for DEH review of Task 2 of Topic 2.

• June 1 – Final document.

MDHHS – Division of Environmental Health Organizational Description and Implementation

Contract 180000000032 – Employee Engagement Survey


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3.0 Resumes

3.1 Jeff Bankowski, Engagement Partner

Name Jeff Bankowski

Proposed Position Engagement Partner

Certifications • Certified Public Accountant

• Certified Internal Auditor

• Certified in Financial Forensics

• Certified in Risk Management Assurance

• Certified in (re)Vision Change Management

Degree/Education • M.B.A. DePaul University

• B.B.A. University of Michigan

Summary of Qualifications

Mr. Bankowski is Guidehouse’s Michigan State and Local Government Leader and leads Guidehouse’s national

Transformation and Financial Effectiveness practice. Mr. Bankowski has more than 25 years of experience leading

enterprise performance improvement and financial transformation in the public, private, and nonprofit sectors.

Previously, Mr. Bankowski was the Chief Performance Officer and Transformation Director for the State of

Michigan reporting to its Governor. In 2018, Mr. Bankowski was selected by the Association of Government

Accountants (AGA) as the national award winner given in recognition of a state government professional who

exemplifies and promotes excellence in government management for his work in transformation.

Mr. Bankowski is a national thought leader on government transformational change and innovation and has spoken

at the National Governors Association (NGA) Learning Lab, the American Society for Public Administration

(ASPA) National Conference and has taught in the master’s Program at the Gerald R. Ford School of Public Policy

at the University of Michigan.

Mr. Bankowski is a Board Member on the Executive Committee of the National Association of Chief

Administrators (NASCA) which is composed of Cabinet level and senior public and private officials that provide

operational support and transformational change to state departments. In September 2019, Mr. Bankowski was

appointed by the Government Finance Officers Association (GFOA) as an advisor to the Committee on

Governmental Budgeting and Fiscal Policy.

Relevant Experience

• For the State of Michigan at the request of its Governor, Jeff led the financial review team for Wayne County

(19th largest county in the United States), which had been declared by the Governor to be in a state of financial

emergency. Jeff was responsible for the financial and economic analysis of Wayne County’s current debt

structure including detailed analysis of budgetary gaps, accumulated deficits, declining revenue sources, and

deteriorating cash position. Through Treasury, Jeff oversaw the implementation of the Wayne County recovery

plan and the exit of a government consent agreement in 2016.

• After the declaration of a state of emergency for the city of Flint (7th largest in Michigan) and Genesee County

as a result of the contaminated drinking water crisis, Jeff led the financial integrity and monitoring for the

Federal and State’s recovery operations. Jeff provided financial management expertise to the City due to the

catastrophic effects on health, human safety and the financial position of the city. Jeff supported the City through

economic modeling, performance improvement, economic development, and the implementation of anti-fraud,

waste and abuse programs.

• For the State of Michigan, Jeff held the role of Chief Performance Officer and Transformation Director, in which

he was responsible for streamlining administration and improving the delivery of government services for a $56

billion enterprise serving 9.9 million people. Jeff oversaw scorecards, dashboards, operating reviews, lean

transformation, risk management and audit, regulatory rule promulgation, employee engagement, and enterprise

performance improvement. In 2018, Jeff and his team were awarded the 2018 North American Government

Agency of the Year presented in Chicago, Illinois.

• For a $700 million publicly traded entity, Jeff was the Chief Strategy Officer overseeing strategy, analytics, and

shared services. He oversaw corporate transformation efforts, including financial forecasting, debt restructuring,

revenue enhancement, and cost optimization, and had extensive experience navigating debt rating agencies, labor

negotiations, and the complexities of financial restructuring and reorganizations.




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3.2 Abdul Shaikh, Engagement Director

Name Abdul Shaikh

Proposed Position Engagement Director

Educational Background • Post-Doctoral Fellowship, National Cancer Institute, Cancer Prevention

Fellowship Program

• Ph.D. University of Michigan School of Public Health; Rackham Merit Fellow

• M.H.Sc. University of Toronto School of Public Health; UT Open Fellow

• B.Sc. (Honors), University of Toronto


Dr. Abdul Shaikh serves as Director of Population Health Innovation at Guidehouse (formerly PwC Public Sector),

a strategic advisor to healthcare non-profits, and mentor for digital health start-ups. He leads management

consulting services for federal, state, and local health agencies, non-profits and commercial organizations, helping

executive leaders identify and develop their capacity to advance system-wide population health and precision

medicine initiatives. Abdul has a particular passion for advancing new and sustainable models for real-world

data/evidence, capturing the value of SDoH, and developing cross-sector partnerships in biomedicine and public

health.

Abdul brings a seasoned perspective to his work grounded in his experience translating science-into-practice

across the healthcare ecosystem. Prior to joining the firm, Abdul led a program of health services research at the

National Institutes of Health (NIH) resulting in several ‘firsts’ where his cross-agency leadership was recognized

by the HHS Office of the Secretary for advancing public sector innovation. These include leading the first federal

pilot integrating/visualizing disparate health-related data, the first HHS innovation prize competitions, and the first

NIH small business innovation grants for population health.

Abdul has advised health industry accelerators, incubators, and catalysts including the Health Datapalooza,

Health 2.0, the HHS Innovation Council, and Wharton Innovation Summit. A seasoned speaker and author, Abdul

led a recent thought leadership series on health innovation covering topics such as open science, data ownership,

and blockchain.

Relevant Experience

Guidehouse (formerly PwC Public Sector). Dr. Shaikh serves as Director of Population Health Innovation. In

this role, he oversees the delivery of healthcare ‘mission-oriented’ consulting services for clients including:

• National Center for Environmental Health / ATSDR. Developing a National Research Agenda and

Ecological Assessment of PFAS. Dr. Shaikh supports the development of a national research agenda, planning a

high profile 2019 inter-agency summit, developing a data strategy, tracking network and related activities to

catalyze public health mobilization for per/polyfluoroalkyl substances (PFAS) – identified as a priority

environmental health threat.

• Harris County Public Health, Texas. Advancing Public Health Innovation and Sustainability Planning. Dr.

Shaikh is developing an innovation strategy and sustainability model for the nation’s 3rd-largest county health

department, enhancing the department’s post-Hurricane Harvey visibility, business efficiencies, and resiliency.

• National Institute on Minority Health and Health Disparities (NIMHD) Community Engagement

Listening Sessions. Dr. Shaikh is planning and facilitating a series of national community listening sessions

with NIMHD leadership to provide meaningful input on the Trans-NIH Minority Health and Health Disparities

Strategic Plan. Project includes identification and engagement of key community stakeholders, develop and

conduct facilitated design sessions, analyze findings, develop summary report and brief NIH leadership on key

recommendations.

• National Health IT Collaborative for the Underserved (NHIT), Business and Sustainability Plan. Dr.

Shaikh is developing a 3-year business and action plan for pro-bono client focused on improving health equity

and health disparities for underserved populations. Project includes formalizing NHIT’s value proposition,

sustainability strategy, organizational model, and engagement strategy with public and private sector

stakeholders.

• Huntington Study Group (HSG) Huntington Disease Care Improvement Project. Dr. Shaikh is engaging

the HD community of patients, caregivers, researchers and providers to improve the care experience for HD

patients and families. Project includes engaging with key patient, provider, industry, and research stakeholders,

developing and conducting an international survey for patients and caregivers, and conducting a market




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assessment to identify strategic partners for advancing sustainable improvement in HD care for patients and

families.

• National Heart, Lung, and Blood Institute (NHLBI) Policy Governance Framework. Dr. Shaikh is leading

the development of a comprehensive policy governance framework for NHLBI, including assessment of policies

and procedures, intranet content improvement, and program management and training through extensive

engagement with Institute staff and leadership.

• National Heart, Lung, and Blood Institute (NHLBI) Engagement Strategic Plan. Dr. Shaikh led the

development of an innovative community engagement strategy for NHLBI to connect meaningfully with internal

and external stakeholders to maximize the impact of NHLBI’s mission-oriented programs and activities.

Includes stakeholder engagement and mapping, assessment of current programs, and enhancement of business

processes aligned with the Institute’s new strategic vision.

• Centers for Disease Control and Prevention (CDC), Community Guide Decision Support System. Dr.

Shaikh is the public health and scientific advisor for developing a cutting-edge digital health dissemination

platform for the CDC Community Guide Program. The platform was designed to assist public health

stakeholders in utilizing evidence-based interventions for community and population health based on

recommendations from the US Task Force on Community Preventive Services (USTFCPS).

• National Brain Tumor Society (NBTS), Defeat Glioma Global Consortium. Dr. Shaikh is leading the

development of a framework and organizational model for a global consortium of researchers, patients, and

clinicians to accelerate a cure for Glioblastoma Multiforme (GBM). PwC’s role is to work closely with NBTS

and key international stakeholders and scientific leaders to define the consortium’s mission, vision, strategic

goals, governance, operating model, technology infrastructure, and sustainable financial model – all of which

need to be aligned with emerging scientific priority areas.

• National Center for Advancing Translational Sciences (NCATS). Dr. Shaikh led the NCATS scientific

development process and grants review assessment teams; conducted key stakeholder interviews with Institute

leadership and developed process diagrams and final recommendations for improvement. Provided leadership for

interviewing and engaging with Institute leadership including the NCATS Director and Scientific leadership.

Led to rapport building and greater understanding of research priorities and business processes for assessment.

National Cancer Institute & Office of the National Coordinator for Health IT. As Program Director &

Challenge Manager, Dr. Shaikh’s responsibilities included leading the first NIH implementation of prize

competitions tied to the America COMPETES Act for cancer on special detail at the ONC: http://bit.ly/Lz88OS

($300K).and developing new partnerships and enabled access to additional federal/VC funding and promotional

support for winning startups. He also led the development of a new SBIR funding announcement using

innovative business partnerships for commercializing consumer and clinical health technologies ($1.15M/grant;

$100+M grant funding pool): http://1.usa.gov/KfuvbW; division lead for SBIR contracts ($7.9+M) and grants

($22.2+M) as well as the collaborations for developing the first cloud-based federal proof of concept for

visualizing complex health data: PopSciGrid Data Portal http://1.usa.gov/L9ShpY ($330K).

University of Michigan: Center for Health Communications Research. Dr. Shaikh managed the project team

(staff recruitment, budget/P&L) and fostered collaborations with multiple HMOs for this $3.8M NIH study on

the health and cost-related impact of personalized information for managed-care populations. He also developed

novel methods for assessing motivators for health behavior and oversaw a team of technologists in creating an

innovative database of personalized messages/graphics for behavior change. He led and contributed to multiple

publications and presentations to scientific and general audiences, including lead author for publication receiving

the 2011 Lawrence Green Paper of the Year Award for contributions to the field of behavioral medicine.




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3.3 Matthew Papadopoulos, Project Manager

Name Matthew Papadopoulos

Proposed Position Project Manager

Degree/Education • Master of Public Policy, University of Michigan

• Master of Higher Education Administration, University of Michigan

• Bachelor of Arts, University of Michigan


Matt is a Manager with Guidehouse’s State and Local Government practice. He has 6+ years of experience

assisting public and private sector organizations improve their current state operations and adapt to evolving

customers’ and citizens’ expectations. Matt has significant experience administering technology-based solutions

for complex workflows and business processes. He is able to work with a diverse portfolio of clients to document

and define their needs and translate them into long-term strategies for improved operations.

Relevant Experience

• For the City of Detroit, Matthew helped to manage the Detroit Land Bank Authority’s demolition processes. He

performed assessments of proposed costs and implemented a variety of improvements that lead to a significant

increase in overall program transparency, consistency, and financial effectiveness.

• For the State of Michigan, Matthew adapted various management methodologies to help define and lead the

Governor’s Office strategic planning processes. He implemented project management, governance, and

accountability frameworks to ensure programmatic success across more than 100 issues and initiatives including

the State’s asset management program, the Michigan consortium of advance networks, and many others.

• For the State of Michigan, Matthew coordinated departmental reporting processes across relevant strategic key

outcome indicators to create a publicly accessible resources that provided meaningful progress dashboards for

key government initiatives. These dashboards also provided opportunities for residents to more effectively

access and consume data provided by the State.

• For the State of Michigan, Matthew served as project manager for a complex program of State actions

surrounding crisis recovery. He helped to build and manage an accountability framework to coordinate, support,

and success and meaningful process improvements for more than 300 State activities.

• For the multiple US cities and their affiliated units of government, Matthew coordinated the discovery and

implementation phases of public private partnerships involving infrastructure and technological assets. He

provided due diligence research, current state assessments, benchmarking, and recommendations for a path

forward that could provide many of these local entities with an opportunity to save millions of tax payer dollars

and other valuable finite resources.

• For the City of Indianapolis, Matthew conducted a current state analysis of the City’s Capital Improvement

Board’s functional and financial relationship with the city’s major sports franchises. He provided the Board with

recommendations to increase efficiencies for effective asset management procedures that would help to ensure

the financial stability and condition of infrastructure in the City for years to come.

3.4 Stephanie Lane, Senior Consultant

Name Stephanie Lane

Proposed Position Senior Consultant

Educational Background • Master of Accountancy (MACC), Tax Concentration, University of Georgia

• Bachelor of Business Administration (BBA), Accounting, Georgia Southern

University

Professional Certifications • Certified Public Accountant (CPA), 2017-present


Stephanie Lane is a Senior Associate with experience in strategy, financial analysis, process improvement, project

management, and data analysis. She has supported various strategic initiatives at CDC and has extensive

experience with project and program management for large scale initiatives. Ms. Lane has supported program

review and data collection efforts for NCEH/ATSDR’s Office of the Director and divisions including evaluations

of divisional and branch strategic alignment to Center priorities, the operational effectiveness of programs, and the

design a program from initiation to meet Center needs and requirements. During her time at Guidehouse, Ms. Lane

has worked closely with NCEH/ATSDR leadership on PFAS initiatives to provide project management and




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strategic planning support, optimize internal processes, enhance cross-divisional collaboration, and promote fiscal

stewardship of PFAS appropriations. Ms. Lane is also a Certified Public Accountant (CPA). Prior to joining

Guidehouse, Ms. Lane worked at PwC as consultant supporting extensive evaluations of federal and state

accounting and tax policies and conducting in-depth detailed financial analysis, data analytics, and trend reporting

for clients in a variety of industries, including healthcare.

Relevant Experience

Guidehouse LLP, CDC NCEH/ATSDR, PFAS Support

- Ms. Lane leads numerous program and project management efforts for NCEH/ATSDR’s PFAS initiatives.

Ms. Lane supported the development of a PFAS Community of Practice - which brings together leaders of

over fifteen distinct projects across NCEH/ATSDR - to facilitate systematic collaboration, coordination, and

knowledge-sharing across initiatives. She provides project management support for the Exposure

Assessments, including the development of detailed Microsoft Project schedules and a Power BI

dashboard for timeline and progress tracking. For the Multi-Site Study, Ms. Lane supported the

development of a governance model with roles and responsibilities to streamline communications and

operational execution. She also manages coordination across Multi-Site Study evaluation, risk, data

coordination, and project management activities. Ms. Lane engages with Center leadership to provide

strategic project and operational management support in order to identify new and additional projects that

align to NCEH/ATSDR’s PFAS response, evaluate process and programs for improvement, and convene

groups of key stakeholders (internal and external) for input into priority initiatives.

- Ms. Lane lead the strategy, content, execution, implementation, and logistics plan development for a

Community Engagement Summit that uses PFAS as a case study for developing a community engagement

approach and related activities that can be applicable to a wide array of environmental contamination issues.

Ms. Lane facilitated the development of the vision, goals, and objectives of the summit, supported

stakeholder engagement planning and execution, and researched and provided input on actions for

compliance with all CDC and HHS policies. In order to inform content development, Ms. Lane convened an

internal planning committee of over 20 NCEH/ATSDR staff, and an executive steering committee with

community members, state health officials, and tribal representation.

- Ms. Lane supported ATSDR in convening an expert panel to provide recommendations on the historical

reconstruction of drinking water contamination. She supported the comprehensive review of panelist

backgrounds and the selection of panelist to provide expert opinions. In determining the structure of the panel,

Ms. Lane performed a literature review on CDC and HHS policies for expert panels, including Federal

Advisory Committee Act (FACA) guidelines to determine the optimal structure for the panel. She is

responsible for overseeing the collection of data in conformance with the methodological standards compatible

with water-modeling and the execution of modeling and summary analysis.

Guidehouse LLP, CDC NCEH/ATSDR, Programmatic Evaluations

- Ms. Lane supported the evaluation of the alignment of activities and topics covered by the Health Studies

Branch in CDC’s National Center for Environmental Health (NCEH) to the Branch’s core capabilities,

resource capabilities, and environmental public health activities. Ms. Lane conducted a systematic review of

previous studies of the Branch’s operations and obtained data from the client. She conducted key stakeholder

interviews to perform an implementation evaluation determining the extent that programs within the Branch

operated as planned and the degree of alignment with Branch and Center priorities. Findings generated from

this evaluation were used to develop a list of activities and topics that were recommended to remain in the

Branch and transition plans for activities and topics to be moved to other Branches or Centers.

- Ms. Lane supported the evaluation of the communication function of the Division of Environmental Health

Science and Practice (DEHSP) as part of the National Center of Environmental Health (NCEH) organizational

assessment. Ms. Lane conducted an environmental scan to research and gather information on other CDC

Centers and Divisions to provide baseline data for benchmarking analysis. Ms. Lane supported the

facilitation of key stakeholder interviews and performed a gap and skills analysis. Ms. Lane analyzed and

synthesized this data to develop a suite of recommendations for Division leadership to review and select a

structural and functional option to best meet the Division’s needs.

Guidehouse LLP, CDC NCEH/ATSDR, Program Development

- Ms. Lane supported the development of a student recruitment program for the CDC's National Center for

Environmental Health (NCEH) and the Agency for Toxic Substances and Disease Registry (ATSDR) Office

of Management & Analytics (OMA). She performed a scan of relevant CDC policies for establishing




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programs and used her finding to develop an approach for program development. Ms. Lane supported the

functional analysis to prioritize functional areas for program support (~108 areas investigated) and facilitated

meetings with leadership and team leads to validate task areas for student support. She performed workload

and cost projections and evaluated process readiness for program implementation. She supported the

development of a marketing plan and material for school outreach. Ms. Lane developed an implementation

toolkit (i.e., student selection and onboarding), including the development of comprehensive standard

operating procedures. She analyzed gaps in functional task guidance documentation and developed a

systematic process and approach for reviewing, updating, and establishing standard operating procedure and

guidance documents.

Guidehouse, NIH Minority Health and Health Disparities, Strategic Planning

- Ms. Lane assisted the facilitation of the National Institute of Minority Health and Health Disparities (NIHMD)

Community Listening Session for input on NIHMD’s strategic planning effort. Ms. Lane supported

the moderation of group discussions to achieve session objectives, extracted key ideas, solicited insights, and

documented findings.

PwC, Tax Practice, Accounting and Financial Analysis

- Ms. Lane performed Research & Development tax credit studies in PwC’s Specialized Tax Services

(STS) group. She performed project management tasks for large decentralized engagements, extensive

quantitative and qualitative data analysis, data analytics, and trend reporting. Ms. Lane conducted

extensive data analysis including compiling, linking, aggregating and consolidating data from multiple

data sources and converting raw data files into summary/analytic files and preparing reports. Ms. Lane

facilitated key client interviews to educate clients on the qualifying criteria for the credit and to obtain

qualitative and quantitative data on qualifying individuals and projects. Ms. Lane synthesized and analyzed

data for trend analysis and credit calculations. She reviewed tax policy at the Federal and state level for clients

and performed credit calculations for federal and state credits. Additionally, Ms. Lane wrote detailed

project narratives and memorandums describing qualifying projects and processes. She participated in IRS

audit defense which included analyzing federal tax policy, client positions and programs, and preparing

summary reports.

- Ms. Lane performed accounting method studies and policy analysis for clients in various industries,

including healthcare. In this role, she teamed with client personnel to understand industry specific issues

through stakeholder interviews and systematic reviews of tax policy to perform cost-benefit evaluations of

adopting tax methodologies. She worked with client data sets to review current state positions and provide

projection analysis of potential benefits for various tax positions. Ms. Lane supported numerous clients in

navigating tax reform and adopting methodologies for optimal tax positions.

3.5 Alissa Nobblitt, Senior Consultant

Name Alissa Nobblitt

Proposed Position Senior Consultant

Educational Background • Master of Science Organization Development (MSOD), American

University

• Bachelor of Science, Business – Marketing, George Mason University

Professional Certifications • TeamSTEPPS™ Master Trainer, 2014-present


Alissa Nobblitt has extensive professional experience as a Senior Consultant in strategic planning and visioning,

program and project management, process improvement and organizational change efforts. Ms. Nobblitt currently

supports the Centers for Disease Control (CDC) Agency for Toxic Substances and Disease Registry (ATSDR) and

APPLETREE program by designing and facilitating efforts for the creation and implementation of both agency and

programmatic Strategic Plans. Previously Ms. Nobblitt consulted with the Federal Aviation Administration (FAA),

working to create organizational processes, design and facilitate tabletop exercises with Air Traffic Controllers at

FAA facilities across the country, and journey mapping. She also worked to benchmark best practices with regard

to business continuity planning and operational readiness. While working at Inova Fairfax Medical Campus, Ms.

Nobblitt facilitated onboarding, training and simulation laboratories for new medical staff at a 1,000+ bed hospital,




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while also co-designing and conducting new-hire orientation for all nurses and clinical technicians, in addition to

various other staff trainings. She also has extensive work as a leadership coach, having worked closely with

executives throughout multiple levels of the system, including C-suite leaders.

Relevant Experience

Guidehouse, LLP (Formerly PwC Public Sector LLP)

CDC, Agency for Toxic Substances and Disease Registry (ATSDR)

• Leads facilitation of working sessions with Strategic Planning team to define the key aspect and components

of plan including goals, objectives and performance metrics

• Supports ATSDR and APPLETREE leadership in strategic planning efforts which including change

management efforts, business process and improvement efforts

• Conducts stakeholder interviews, collects qualitative and quantitative data, and analyzes data to identify

trends, issues and root causes

• Provides analysis, assessment, and recommendation support for organizational design and development of

process maps, SOPs, etc.

• Develops project plans and project documents e.g. interview questions, surveys, facilitation guides, agendas,

etc.

• Understanding of process improvement, Lean Six Sigma, and qualitative data analysis techniques and

approaches

Federal Aviation Administration

• Conducted logistics planning and strategic facilitation of Operational Contingency Plan (OCP) rebuild at

multiple air traffic facilities across the country

• Designed and created materials and business processes for operational contingency planning and creation of

contingency templates and readiness plans

• Managed the communication of contingency planning rebuild development and coordinated facility outreach

with air traffic facilities

• Member of communication team including journey mapping and experience design

• Designed and facilitated contingency tabletop exercises

• Benchmarked and best practices with regard to business continuity planning and operational readiness in Air

Traffic Control

Inova Fairfax Medical Campus

• Oversaw and coordinated the Patient Experience consultation and coaching process for Inova Fairfax Medical

Campus Critical and Intensive Care units, and the Women’s hospital

• Provided project leadership for service initiatives at the local and system level and acted as a key resource for

patient experience measurement

• Conducted ongoing assessments in collaboration with leadership and medical staff of culture, operations and

environment to identify opportunities to enhance the patient and visitor experience

• Collaborated with leadership, Medical Staff and Patient Relations to seek direct customer feedback;

summarized findings to inform of service assessments and action plans

• Developed effective customer service action plans and acted as a resource for implementation of resulting

strategies and tactics. Created and deployed the necessary service training modules for implementing adopted

strategies and tactics

• Developed materials to train staff in both didactic and simulation settings, in addition to real-time coaching.

Conducted coaching, leadership tactics and team-building skills for executive leaders, clinical leaders and

front-line staff

• As certified TeamSTEPPS Master Trainer, facilitated multiple campus-wide training initiatives with both staff

and leadership to become trained on and implement key TeamSTEPPS communication techniques

Fauquier Hospital & Health System

• Worked closely with senior leadership to identify, design, and implement patient experience and improvement

strategies throughout the health system

• Worked as key leader in accelerating progress toward improved service and outcomes through coaching of

medical staff, managers, and physicians

• Accountable for providing leadership, direction, and administration of day-to-day operations to ensure that

services provided at all levels of the organization exceed customer expectation




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• Collaborated in Culture of Safety project development, training and implementation as primary steering

committee member. Efforts focused around integrating concepts of Just Culture, TeamSTEPPS and LEAN Six

Sigma into all aspects of the health system for improved patient quality and safety

• Conducted new employee orientation around the patient experience

• Provided project assistance and analytical support for LEAN Six Sigma and other process improvement

projects throughout organization

• Collated benchmark and dashboard data to the board and members of the senior management team

• Collaborated with front-line staff members on both Quality and Safety committees to submit information

regarding patient survey scores, special incidents and patient feedback. Co-created targeted SWOT action

plans for each department

• Developed communication tools to ensure comprehensive patient care. Facilitated on-going assessment of

patient/family needs and implementation of interdisciplinary team care plan

• Facilitated in-services and staff meetings for communication-related education

• Identified process improvements in the day-to-day department functions

3.6 Gedaliah (Gadi) Dreyfuss, Consultant

Name Gedaliah (Gadi) Dreyfuss

Proposed Position Consultant

Educational Background • Bachelor of Arts, Geography, University of Florida

• Certificate, Geospatial Information Systems, University of Florida

Professional Certifications • US EPA C.O.R.E. Certification (Pesticide Application)


Mr. Dreyfuss is a Consultant with experience in project management, geospatial analysis, design thinking, and

meeting facilitation. He has supported numerous mission and strategic projects at NCEH/ATSDR around PFAS.

During his time at Guidehouse, Mr. Dreyfuss has supported clients above and beyond what is expected. While

supporting the PFAS Exposure Assessment Team, Mr. Dreyfuss noticed increasingly complex changes to

personnel and travel schedules and proactively built a dashboard in Power BI to store, edit, and visualize rapidly

changing dates and travel schedules as well as keep track of key contract deliverables. Prior to Guidehouse, Mr.

Dreyfuss worked on planning and design projects in the transportation space as well as international youth

programming with the United Nations. As a GIS specialist, Mr. Dreyfuss has provided guidance on ensuring PFAS

geospatial projects are developed within the appropriate NCEH/ATSDR infrastructure as well as communicated

clearly to both technical and non-technical audiences.

Relevant Experience

Guidehouse, CDC NCEH/ATSDR, PFAS Support

- Mr. Dreyfuss provides core mission and programmatic support to multiple PFAS initiatives for

NCEH/ATSDR. Mr. Dreyfuss supports the Exposure Assessments Core Team meetings and has

proactively identified roadblocks and developed solutions to solve imminent challenges. For example, for

the Exposure Assessments Core Team, Mr. Dreyfuss created an interactive dashboard for key Exposure

Assessment personnel to track schedule conflicts, meeting logistics, and contractual deliverables.

- To gather key insights, Mr. Dreyfuss led a visioning session with the PFAS Community of Practice

around the development of a PFAS Geospatial Platform that leveraged directly applicable and “proxy”

datasets to predict the risk of exposure to PFAS in communities across the country. He then supported the

project through three phases—first through a survey of the literature, second through the development of

an iterative, predictive model, and third through a communication plan to clearly communicate project

purposes and limitations to a variety of audiences. Throughout the project duration, Mr. Dreyfuss ensured

leadership and the PFAS CoP were kept abreast of new developments and given opportunities to provide

additional input on the platform.

- Mr. Dreyfuss supported the strategy, content development, logistics planning, and partner engagements

for a Community Engagement Summit highlighting community engagement strategies around PFAS as a

case-study for future community engagement strategies around environmental health issues. Mr. Dreyfuss

lead the development of an interactive attendee selection process to ensure the Summit attendance was

geographically, experientially, and demographically diverse and representative of communities affected




Guidehouse

2020-221

Page 10

by environmental contamination. He developed rigorous evaluation criteria to evaluate and select

anticipated community member interest larger than the space limitations could permit as well as to ensure

NCEH/ATSDR objectivity in inviting only select individuals.

- Mr. Dreyfuss has led the IT components for several . For a webinar on the topic of stress resilience in

communities facing environmental contamination and exposure, Mr. Dreyfuss developed a

registration survey used by over 850 individuals from across the country. He worked with CDC ITSO,

Verizon Premier, and Adobe Connect to ensure the webinar was broadcast and recorded. In the webinar,

participants also had the opportunity to ask questions through an anonymous chatbox, which ensured

community members’ privacy during the call. Mr. Dreyfuss took additional precautions to confirm

communications to registrants were not shared publicly so as to ensure their privacy.

Kittelson and Associates, Transportation Planning

- Mr. Dreyfuss supported numerous transportation clients at the local and state levels. He created an Excel-

based tracking tool for the City of Charlotte, North Carolina’s Comprehensive Transportation Plan.

Additionally, he developed Central Flordia geospatial models and databases for multi-modal level of

traffic stress analyses across state, county, and local datasets in ArcGIS. Mr. Dreyfuss also prepared

presentations and reports for Florida DOT District 5 (Orlando) Secretary and executive team on

cost/benefit analysis for operations and maintenance transit spending vs highway investments.

WSP USA, Planning and Environment

- Mr. Dreyfuss performed site selection for Orlando SuperStop transit center across ROW (Duke

Energy/CSX) through bus intercept surveys and property cost analyses. He also led posterboard

presentations at public facing FDOT meetings with 160+ attendants for a redesign project of Florida SR

524.

Florida Dept. of Transportation (FDOT), Roadway Design Office

- Mr. Dreyfuss coordinated Roadway Design collaboration in the Aviation, Freight Logistics and Passenger

Operations, and Systems Planning offices to integrate a 2014 Complete Streets policy across the

Department’s offices. Additionally, Mr. Dreyfuss edited non-technical language regarding statewide

guidance for Context Classification, a system used to classify roadways in Florida, and drafted technical

revisions for the Department transition to a revamped FDOT Design Manual. His specialties included

bicycle and pedestrian infrastructure and context sensitive design parameters.

World Federation of United Nations Associations (WFUNA), International Youth Programming

- Mr. Dreyfuss recruited, managed, and trained 5-person international Secretariat in U.N. General

Assembly procedure and assisted in recruitment efforts of 700+ international delegates for flagship

conference at the NY HQ. As a program assistant at WFUNA, Mr. Dreyfuss represented the organization

at the 71st U.N. General Assembly on international youth programming.

3.7 Madison Phaneuf, Consultant

Name Madison Phaneuf

Proposed Position Consultant

Educational Background Bachelor of Arts, Human Health and Ethics, Emory University


Ms. Phaneuf joined Guidehouse in 2019. She comes from a public health background, and is currently working as a

management consultant in the public sector. She has experience working on strategic planning, communications,

and process improvement. Ms. Phaneuf has experience interacting and ensuring client satisfaction at a clinical level.

In addition, she also has experience with office management of local medical clinics. Relevant Experience

Guidehouse, LLP (Formerly PwC Public Sector LLP)

CDC, Agency for Toxic Substances and Disease Registry (ATSDR)

• Ms. Phaneuf served as a consultant to ATSDR through an agency wide reorganization, including strategic

planning to improve efficiency and deliver on the Agency’s mission. She developed materials to assist the client

team in the creation of an effective and operational 5-year strategic plan for the Agency for Toxic Substances

and Disease Registry.




Guidehouse

2020-221

Page 11

• Ms. Phaneuf supported the creation of a 3-year Strategic Plan for the APPLETREE Program within the Agency

for Toxic Substances and Disease Registry. She developed materials and delivered products to the client

supporting their efforts in a Plan that follows the Agency’s vision, mission, and mandate.

CDC, Division of Environmental Health Science and Practice (DEHSP)

• Ms. Phaneuf supported the integration of strategic support from the Office of Policy and the Office of

Communications into the 2020-2024 DEHSP Strategic Vision. Ms. Phaneuf assisted in the development of

materials used to present information to clients to better enable them in the creation of milestones for their

offices.

• She also played a role in facilitating weekly meetings with Policy and Communications leadership to develop

milestones that will be present in the new DEHSP Strategic Vision.

CDC, Office of the Chief Operating Officer (OCOO), Management Consultant Services

• Ms. Phaneuf provided process improvement support to the Office of Equal Employment Opportunity. She

analyzed workforce data to identify key opportunities for improvement. Through multiple iterations, Ms.

Phaneuf collaborated with key OEEO stakeholders to co-create a presentation that catered to the management

and operations audience.




Guidehouse

2020-221

Page 12

4.0 Pricing Matrix

Requirement Cost

Topic 1 – Employee Understanding and Acceptance of DEH

Organization Expansion $250,250

Topic 2 – Plain Language, High Level Written Description and

Depiction of the DEH Purpose, Design, and Function $134,750

Total Cost $385,000

Ad Hoc Staffing Hourly Rates:

Engagement Partner $426.00

Engagement Director $391.00

Project Manager $244.00

Senior Consultant $222.00

Consultant $160.00




Various

Courtney Powell

[email protected]

Jeffrey Bankowski

McLean, VA 22102

GUIDEHOUSE LLP

CV0056730

734-644-0595

1800 Tysons Blvd

(517) 249-0452STATE

Pro

gra

m

Manager

Contra

ct

Adm

inistra

tor

CO

NTRACTO

R

DTMB

DTMB

[email protected]

$448,500.00



October 5, 2019






☐ ☐ October 5, 2020CURRENT VALUE VALUE OF CHANGE NOTICE ESTIMATED AGGREGATE CONTRACT VALUE

N/A

$56,000.00 $504,500.00

Effective January 28, 2020, the attached Statement of Work for the Michigan Department of Treasurey is hereby incorporated into this contract and the contract value is increased by $56,000. All other terms, conditions, specifications, and pricing remain the same. Per Contractor and Agency agreeement, DTMB Central Procurement Services approval, and State Administrative Board approval on January 28, 2020.


N/A

DESCRIPTION

CONTRACT SUMMARY


Program Managersfor


DTMB Michael Zingsheim 517-373-4810 [email protected] Patricia Mckenna-Ley 517-284-7078 [email protected]


1 Rev. 5/2019

STATE OF MICHIGAN

SCHEDULE A STATEMENT OF WORK CONTRACT ACTIVITIES

The Contractor must respond to each requirement or question and explain how it will fulfill each requirement. Attach any supplemental information and appropriately reference within your response.

BACKGROUND The purpose of this Statement of Work is for the Contractor to conduct customer service quality assurance surveys for the Department of Treasury, Quality Assurance Division. The Contractor will work with the Department of Treasury (Treasury) to implement phone quality assurance based surveys with the citizens calling into a call center by February 2020. The term of this statement of work is from the execution date to September 30, 2020. SCOPE The Contractor will work with the Department of Treasury (Treasury) to implement phone quality assurance based surveys with the citizens calling into a call centers for Individual Income Tax and Business Tax by February 2020. Treasury’s call centers receive approximately 25,000 calls on average monthly. The term of this statement of work is from the execution date to September 30, 2020. REQUIREMENTS The Contractor must perform the following: 1. General Requirements 1.1. Survey in General

The Contractor must: i. Develop, administer, analyze, and report results of customer service quality assurance surveys performed via

the telephone between 8am and 5pm EST for calls received in a call center. ii. The Contractor will provide a toll-free number for Treasury to transfer callers to for the telephone survey. iii. Provide a means to conduct customer service quality assurance surveys by telephone with citizens or

customers invited to take the survey, utilizing an existing Interactive Voice Response (IVR) system that is already in place to collect data or recommend a suitable alternative. (see Schedule C for call center details)

a. All communications, invites, the survey questionnaire itself, and all reports must be ADA compliant.

a. The State is required to comply with the Americans with Disabilities Act of 1990 (ADA), and has adopted a formal policy regarding accessibility requirements for websites and software applications. The State is requiring that Bidder’s proposed Solution, where relevant, to level AA of the World Wide Web Consortium (W3C) Web Content Accessibility Guidelines (WCAG) 2.0. Bidder may consider, where relevant, the W3C’s Guidance on Applying WCAG 2.0 to Non-Web Information and Communications Technologies (WCAG2ICT) for non-web software and content. The State may require that Bidder complete a Voluntary Product Accessibility Template for WCAG 2.0 (WCAG 2.0 VPAT) or other comparable document for the proposed Solution. http://www.michigan.gov/documents/dmb/1650.00_209567_7.pdf?20151026134621

iii. Provide reports and recommendations regarding follow-up activities, links to performance metrics/business outcomes, and recommended next steps.

Contractor will develop, administer, analyze, and report results of the Department of Treasury’s customer service interactions. Contractor will use their proposed methodology of Design, Administration, Reporting and Analysis and, Insight and Action to meet Treasury’s needs. During our Design phase, the Contractor’s key steps will include performing a kick-off meeting, detailed project planning, stakeholder interviews, and detailed survey design. The Contractor will also identify a high-level journey map to provide a view of the customer and understand customer needs. During the

http://www.michigan.gov/documents/dmb/1650.00_209567_7.pdf?20151026134621


2 Rev. 5/2019

Administration phase, the Contractor will create a means to conduct surveys by telephone with citizens utilizing an existing Interactive Voice Response (IVR) system or will recommend a suitable alterative. The Contractor will leverage response rate tracking and a 24/7 Help Desk as a part of their process. During the Reporting and Analysis phase, the Contractor will focus on delivering easy to use technology and reports. The reporting will include dashboards, scorecards, heat maps, detail by-call data and driver analyses. The Contractor will develop a formal reporting cadence with the State’s designated program manager. During the Insight and Action phase, the Contractor’s focus is turning data into insights and creating sustainable change. The Contractor will meet with the designated project manager and key stakeholders to provide data that is accurate and recommendations that are predictive of future success.

2. Services Levels 2.1. Time Frames The Contract must adhere to the following:

SLA#1

All calls are required to be answered by the Contractor within 28 seconds of transfer.

The Contractor must measure monthly and report its performance on this SLA on a monthly basis.

Credit

The credit for failure to meet this requirement (SLA #1) is 3% of the monthly invoice.

SLA #2

In any given month, the Contractor must not exceed a call abandon** rate of 6%.

The Contractor must measure monthly and report its performance on this SLA on a monthly basis.

** An abandoned call is a call or other type of contact initiated to a call center that is ended before any conversation occurs; a dropped call by the Contractor or when a caller may be on hold for more than 28 seconds and the caller drops the call due to the extended wait time.

Credit

The credit for failure to meet this requirement (SLA #1) is 3% of the monthly invoice.

3. Acceptance 3.1. Acceptance, Inspection and Testing The State will use the following criteria to determine acceptance of the Contract Activities:

a. The Contractor will provide real-time data for all calls and submit monthly reports to the Program Manager for their review.

b. The Program Manager will have 30 days to review the reports. c. Upon approval of the Program Manager, the reports will be deemed accepted deliverables.

4. Staffing 4.1. Contractor Representative The Contractor must appoint one individual specifically assigned to State of Michigan accounts, that will respond to State inquiries regarding the Contract Activities, answering questions related to ordering and delivery, etc. (the “Contractor Representative”). The Contractor must notify the Contract Administrator at least 30 calendar days before removing or assigning a new Contractor Representative. Jeff Bankowski 734-644-0595


3 Rev. 5/2019

[email protected] 4.2. Customer Service The Contractor must specify its toll-free number for the State to make contact with the Contractor Representative. The Contractor Representative must be available for calls during the hours of 8 am to 5 pm EST. 4.3. Technical Support, Repairs and Maintenance The Contractor must specify its toll-free number for the State to make contact with the Contractor for technical support, repairs and maintenance. The Contractor must be available for calls and service during the hours of 8 am to 5 pm EST. When providing technical support, the Call Center must resolve the caller’s issue within 60 minutes. If the caller’s issue cannot be resolved within 2 hours, on-site service must be scheduled. The on-site service must be performed within 48 hours of the time the issue was scheduled for service. Technical Support toll-free number: (833) 265-1832 4.4. Work Hours The Contractor must provide Contract Activities during the State’s normal working hours Monday – Friday, 7:00 a.m. to 6:00 p.m. EST, and possible night and weekend hours depending on the requirements of the project. 4.5. Key Personnel The Contractor must appoint one individual who will be directly responsible for the day-to-day operations of the Contract (“Key Personnel”). Key Personnel must be specifically assigned to the State account, be knowledgeable on the contractual requirements, and respond to State inquires within __24__ hours. The State has the right to recommend and approve in writing the initial assignment, as well as any proposed reassignment or replacement, of any Key Personnel. Before assigning an individual to any Key Personnel position, Contractor will notify the State of the proposed assignment, introduce the individual to the State’s Project Manager, and provide the State with a resume and any other information about the individual reasonably requested by the State. The State reserves the right to interview the individual before granting written approval. In the event the State finds a proposed individual unacceptable, the State will provide a written explanation including reasonable detail outlining the reasons for the rejection. The State may require a 30-calendar day training period for replacement personnel. Contractor will not remove any Key Personnel from their assigned roles on this Contract without the prior written consent of the State. The Contractor’s removal of Key Personnel without the prior written consent of the State is an unauthorized removal (“Unauthorized Removal”). An Unauthorized Removal does not include replacing Key Personnel for reasons beyond the reasonable control of Contractor, including illness, disability, leave of absence, personal emergency circumstances, resignation, or for cause termination of the Key Personnel’s employment. Any Unauthorized Removal may be considered by the State to be a material breach of this Contract, in respect of which the State may elect to terminate this Contract for cause under Termination for Cause in the Standard Terms. It is further acknowledged that an Unauthorized Removal will interfere with the timely and proper completion of this Contract, to the loss and damage of the State, and that it would be impracticable and extremely difficult to fix the actual damage sustained by the State as a result of any Unauthorized Removal. Therefore, Contractor and the State agree that in the case of any Unauthorized Removal in respect of which the State does not elect to exercise its rights under Termination for Cause, Contractor will issue to the State the corresponding credits set forth below (each, an “Unauthorized Removal Credit”): (i) For the Unauthorized Removal of any Key Personnel designated in the applicable Statement of Work, the credit amount will be $1,000.00 per individual if Contractor identifies a replacement approved by the State and assigns the replacement to shadow the Key Personnel who is leaving for a period of at least 30 calendar days before the Key Personnel’s removal. (ii) If Contractor fails to assign a replacement to shadow the removed Key Personnel for at least 30 calendar days, in addition to the $500.00 credit specified above, Contractor will credit the State $100.00 per calendar day for each day of the 30 calendar-day shadow period that the replacement Key Personnel does not shadow the removed Key Personnel, up to $2,500.00 maximum per individual. The total Unauthorized Removal Credits that may be assessed per Unauthorized Removal and failure to provide 30 calendar days of shadowing will not exceed $5,000.00 per individual. Contractor acknowledges and agrees that each of the Unauthorized Removal Credits assessed above: (i) is a reasonable estimate of and compensation for the anticipated or actual harm to the State that may arise from the


4 Rev. 5/2019

Unauthorized Removal, which would be impossible or very difficult to accurately estimate; and (ii) may, at the State’s option, be credited or set off against any fees or other charges payable to Contractor under this Contract. The Contractor must identify the Key Personnel, indicate where they will be physically located, describe the functions they will perform, and provide current chronological résumés. Jeff Bankowski Engagement Partner/Customer Representative (734) 644-0595 [email protected] Jeff Reese Project Manager (312) 505-0226 [email protected] 4.6. Organizational Chart The Contractor’s overall organizational chart:

4.7. Disclosure of Subcontractors If the Contractor intends to utilize subcontractors, the Contractor must disclose to the Contract Administrator. 4.8. Security The Contractor must explain any security measures in place to ensure the security of State data. The Contractor’s team will adhere to all Treasury security requirements and project leaders Jeff Bankowski and Jeff Reese have been trained on IRS Publication 1075 regarding tax information security guide lines for Federal, State, and Local Agencies. All the Contractor’s employees are required to perform a background check and the Contractor will provide samples of the check, if requested by Treasury.


5 Rev. 5/2019

4.9 State of Michigan Program Manager The state’s Program Manager will monitor and coordinate the day-to-day activities of the contract:

Joe Quick Quality Assurance Team Manager 7285 Parson Dr. Dimondale, MI 48821 [email protected] 517-636-4263 5. Project Management 5.1. Project Plan The Contractor will carry out this project under the direction and control of the Program Manager. Within 14 calendar days of the Effective Date, the Contractor must submit a project plan to the Program Manager for final approval. The project plan should identify items such as the required contact personnel; the date the project plan must be submitted to the State; project management process; project breakdown identifying sub-projects, tasks, and resources required; expected frequency and mechanisms for updates/progress reviews; process for addressing issues/changes; and individuals responsible for receiving/reacting to the requested information. Contractor must provide DTMB with a detailed written explanation of their internal quality assurance review process, including all steps taken for accuracy of all electronic reports in the Contractor’s project plan. 5.2. Meetings The Contractor must attend meetings at the request the for the Program Manager. This will include, at a minimum, a kickoff meeting, weekly implementation meetings, monthly meetings to review the survey results, and any meeting the Program Manager requests in addition to the meetings listed. These will be included in the Project Plan. 5.3. Reporting Contractor must perform a thorough and complete quality assurance review of all electronic reports (e.g., Overall DTMB report, DTMB Service Area reports, and State Agency reports) prior to delivery to DTMB to ensure all 2019 survey data and previous-year (2015/2017) trending data and all other information, content and messaging contained in the reports are accurate and complete. All reports must be free of errors, mistakes, miscalculations and omissions, such as but not limited to:

a. Incorrect, inconsistent or missing data points b. Typographical errors (e.g., misspelled words) c. Grammatical errors (e.g., faulty punctuation, inappropriate or inconsistent verb use) d. Incomplete sentences, thoughts or missing words e. TOC referencing incorrect page numbers or page titles f. Incorrect, inconsistent or missing report titles, headers, footers or page numbers g. Inconsistent use of font type or font size when reporting the same information h. Inconsistent formatting of charts and graphs when reporting the same information i. Illegible or misplaced chart and graph data labels j. Illegible or cut-off column headings or data points

Contractor will work with the Program Manager to ensure tables, functionality and general usability meets baseline requirements. Contractor must provide reports to include, but not limited to, the following data in real-time and in a monthly report:

a. Date of the call b. Length of time of the call c. Extension or agent name the call came from in Treasury’s Call Center d. Questions asked of the participant e. Participants answers to the questions f. How long it took for the call to be answered by the Contractor g. Dropped/abandoned calls

The Contractor must provide all other reports included in its proposal and provided interpretation of the reports when requested by the Program Manager.


6 Rev. 5/2019

6. Pricing 6.1. Price Term Pricing is firm for the entire length of the Contract. 6.2. Price Changes Adjustments will be based on changes in actual Contractor costs. Any request must be supported by written evidence documenting the change in costs. The State may consider sources, such as the Consumer Price Index; Producer Price Index; other pricing indices as needed; economic and industry data; manufacturer or supplier letters noting the increase in pricing; and any other data the State deems relevant. Following the presentation of supporting documentation, both parties will have 30 days to review the information and prepare a written response. If the review reveals no need for modifications, pricing will remain unchanged unless mutually agreed to by the parties. If the review reveals that changes are needed, both parties will negotiate such changes, for no longer than 30 days, unless extended by mutual agreement. The Contractor remains responsible for Contract Activities at the current price for all orders received before the mutual execution of a Change Notice indicating the start date of the new Pricing Period. 7. Ordering 7.1. Authorizing Document The appropriate authorizing document for the Contract will be a delivery/purchase order. 8. Invoice and Payment 8.1. Invoice Requirements All invoices submitted to the State must include: (a) date; (b) delivery/purchase order; (c) quantity; (d) description of the Contract Activities; (e) unit price; (f) shipping cost (if any); (g) invoice number; and (h) total price. Overtime, holiday pay, and travel expenses will not be paid. 8.2. Payment Methods The State will make payment for accepted Contract Activities


7 Rev. 5/2019

STATE OF MICHIGAN

SCHEDULE B Pricing

1. The Contractor must provide a pricing schedule for the proposed Contract Activities using the pricing tables

below. 2. Price proposals must include all costs, including but not limited to, any one-time or set-up charges, fees, and

potential costs that Contractor may charge the State (e.g., shipping and handling, per piece pricing, and palletizing).

3. In the table below, the Contractor must complete the “other” row for all contract activities/deliverables costs included in their proposal. The Contractor should insert rows if needed.

Survey Requirements Cost

(February 1, 2020 to June 30, 2020) Cost

(July 1, 2020 to September 30, 2020) Survey Development $9.000 $5,000

Survey Administration $12,000 $12,000

Survey Analysis $7,000 $7,000

Call-Fire Minutes $3.000 $1,000

Total Cost: $31.000 $25,000

Notes: * Call-Fire Minutes will be purchased and passed to the State of Michigan at actual cost with no markup. Initial estimate is about $4,000. Will provide the actual invoice to the State once we finalize the amount with Call- Fire. ● No material changes occurred in the operating environment and technology used by Treasury that would cause a material increase in configuration costs ● Individual Income Tax and Business Tax leverage similar processes and the design and survey approach would be similar ● High-level customer journey maps for Treasury customer types ● Statistical sampling approach and finalization ● One transaction/event-based questionnaire to be developed with minimal branching and unique items across customer types and their interaction with Treasury (e.g., phone, correspondence, and web) ● Survey and communications programming ● Online administration and technical support during administration ● One overall Treasury report incorporating results across customer and channel type report to include research approach and next-step recommendations ● One presentation to the Treasury leadership team ● Access to self-service online reporting via START




Various

Courtney Flores

[email protected]

Jeffrey Bankowski

McLean, VA 22102

GUIDEHOUSE LLP

CV0056730

734-644-0595

1800 Tysons Blvd

(517) 249-0452STA

TE

Program

Manager

Contract

Adm

inistrator

CO

NTR

AC

TOR

DTMB

DTMB

[email protected]

$448,500.00



October 5, 2019


2 - 1 Year

PAYMENT TERMS DELIVERY TIMEFRAME




☒ 1 - Year ☐ N/A October 5, 2020CURRENT VALUE VALUE OF CHANGE NOTICE ESTIMATED AGGREGATE CONTRACT VALUE

N/A

$0.00 $448,500.00

Effective October 6, 2019, the State is exercising one option year. The revised contract expiration date is October 5, 2020.

All other terms, conditions, specifications and pricing remain the same. Per Contractor and Agency agreement, and DTMB Central Procurement Services approval.


N/A

DESCRIPTION

CONTRACT SUMMARY


Program Managersfor


DTMB - OGG Michael Zingsheim 517-373-4810 [email protected] - OPM Patricia Mckenna-Ley 517-284-7078 [email protected]

STATE OF MICHIGANENTERPRISE PROCUREMENTDepartment of Technology, Management, and Budget525 W. ALLEGAN ST., LANSING, MICHIGAN 48913P.O. BOX 30026 LANSING, MICHIGAN 48909



Guidehouse LLP

NEW

CO

NTR

AC

TOR

1800 Tysons Blvd

McLean, VA 22102

Jeffrey Bankowski

734-644-0595

[email protected]

CV0056730

Various

[email protected]

Courtney Flores DTMB

(517) 249-0452

Contract

Adm

inistrator

STATE CONTACTS

$448,500.00



October 5, 2019INITIAL AVAILABLE OPTIONS EXPIRATION DATE BEFORE

2 - 1 Year

PAYMENT TERMS DELIVERY TIMEFRAME

Net 45ALTERNATE PAYMENT OPTIONS EXTENDED PURCHASING

P-Card Direct Voucher (PRC) ☐ Other ☒ Yes ☐ NoMINIMUM DELIVERY REQUIREMENTS


☐ N/A ☐ N/A N/ACURRENT VALUE VALUE OF CHANGE NOTICE ESTIMATED AGGREGATE CONTRACT VALUE

N/A

$0.00 $448,500.00

Effective June 10, 2019, this Contract is hereby amended as follows:

1. Effective May 1, 2018, the Contractor's name changed from PricewaterhouseCoopers Public Sector LLP to Guidehouse LLP.2. The attached Statement of Work for Michigan Department of Technology, Management & Budget – Office of Performance Management (OPM) is hereby incorporated into this Contract.3. The Program Manager for OPM is Patricia McKenna-Ley: Phone: 517-284-7078; Email: [email protected]. The attached Schedule D Service Level Agreement are hereby incorporated into this Contract.5. The following subcontractor has been added to Section 4.F. of Schedule A to provide all of the Contract Activities. Guidehouse LLP will provide oversight and support as necessary.


N/A

DESCRIPTION

CONTRACT SUMMARY

Program

Manager

[email protected]

Michael Tosh

Detroit, MI 48226

PricewaterhouseCoopers LLP

CV0056730

917-664-6188

500 Woodward Avenue

CU

RR

ENT C

ON

TRA

CTO

R

Subcontractor:PricewaterhouseCoopers, LLP300 Madison Ave, New York, NY 10017(646) 471-3000

6. The Contract Administrator has been changed to Courtney Flores: Phone: 517-249-0452; Email: [email protected], perSection 2 and 3 of the Standard Contract Terms.7. The Contractor's contact person has been changed to Jeffrey Bankowski: Phone: 734-644-0595; Email:[email protected], per Section 2 and 3 of the Standard Contract Terms.8. Section 42 Nondiscrimination of the Standard Contract Terms is hereby deleted and replaced with the following:"42. Nondiscrimination. Under the Elliott-Larsen Civil Rights Act, 1976 PA 453, MCL 37.2101, et seq., the Persons withDisabilities Civil Rights Act, 1976 PA 220, MCL 37.1101, et seq., and Executive Directive 2019-09. Contractor and itssubcontractors agree not to discriminate against an employee or applicant for employment with respect to hire, tenure, terms,conditions, or privileges of employment, or a matter directly or indirectly related to employment, because of race, color, religion,national origin, age, sex (as defined in Executive Directive 2019-09), height, weight, marital status, partisan considerations, anymental or physical disability, or genetic information that is unrelated to the person’s ability to perform the duties of a particular jobor position. Breach of this covenant is a material breach of this Contract.”

All other terms, conditions, specifications and pricing remain the same. Per Contractor and Agency agreement, and DTMB Central Procurement Services approval.


Program Managersfor


DTMB - OGG Michael Zingsheim 517-373-4810 [email protected] - OPM Patricia McKenna-Ley 517-284-7078 [email protected]

Contract Number 171180000000032

2019 Customer Satisfaction Survey Schedule A - Statement of Work – Office of Performance Management

Page 1

Survey Scope Overview >> Contractor to develop, host, administer, analyze and report results

of an online survey of customer satisfaction of DTMB’s internal Michigan State government employee customers and defined external customers.

Current plan calls for administering the survey in the month of October 2019.

Contractor will administer the survey such that all responses will be anonymous.

Survey Population

~50,000 + internal customers as well as external customers (number of external

customers TBD)

Single administration to all state employees and select external customers (e.g., schools, universities, tribal governments, etc.).

Modality Web Survey will be web-enabled. Each internal and external customer included in the customer list will receive an invitation via e-mail with a unique survey link to participate.

The survey will be administered through the Contractor’s online administration platform, which has multiple options for accessing the survey, including computer, tablet, kiosk, or smartphone.

Contractor must ensure that the survey responses will be anonymous. In addition, respondents will be guaranteed their anonymity, and the administration of the survey will need to reinforce that guarantee.

Project Management Project Staffing / Key Personnel

>> Contractor will appoint a dedicated account team to this project made up, at a minimum, of the following Key Personnel: 1) Project manager - Katherine Briceneo (PwC) 2) Engagement director - Robert Tate (PwC) 3) Relationship Director - Jeff Bankowski (Guidehouse)

DTMB has the right to recommend and approve in writing the initial assignment, as well as any proposed reassignment or replacement, of any and all Key Personnel.

Before assigning an individual to any Key Personnel position, the Contractor will provide DTMB with the person’s name and resume for review and approval. DTMB reserves the right to interview any individual that the Contractor proposes as Key Personnel before granting approval.

All Key Personnel assigned to this project must be knowledgeable of the contractual requirements included in this Statement of Work and acknowledge all email and telephone inquiries from the DTMB Core Project Team within two business days.



Page 2

Project Management (cont.) Project Staffing / Key Personnel (cont.)

>> Contractor will not remove any Key Personnel from their assigned roles on this project without prior written consent from DTMB. The Contractor’s removal of Key Personnel without the prior written consent of the DTMB is an unauthorized removal (“Unauthorized Removal”).

An Unauthorized Removal does not include replacing Key Personnel for reasons beyond the reasonable control of Contractor, including illness, disability, leave of absence, personal emergency circumstances, resignation, or for cause termination of the Key Personnel’s employment. It is further acknowledged that an Unauthorized Removal will interfere with the timely and proper completion of this project, to the loss and damage of the DTMB, and that it would be impracticable and extremely difficult to fix the actual damage sustained by DTMB as a result of any Unauthorized Removal. Therefore, the Contractor and DTMB agree that in the case of any Unauthorized Removal, Contractor will issue to the DTMB the corresponding credits set forth below (each, an “Unauthorized Removal Credit”):

(i) For the Unauthorized Removal of any Key Personnel designated for this Statement of Work, the credit amount will be $2,000.00 per individual if Contractor identifies a replacement approved by the DTMB and assigns the replacement to shadow the Key Personnel who is leaving for a period of at least 30 calendar days before the Key Personnel’s removal.

(ii) If Contractor fails to assign a replacement to shadow the removed Key Personnel for at least 30 calendar days, in addition to the $2,000.00 credit specified above, Contractor will credit the DTMB $133.33 per calendar day for each day of the 30 calendar-day shadow period that the replacement Key Personnel does not shadow the removed Key Personnel, up to $2,000.00 maximum per individual.

The total Unauthorized Removal Credits that may be assessed per Unauthorized Removal and failure to provide 30 calendar days of shadowing will not exceed $4,000.00 per individual.

Contractor acknowledges and agrees that each of the Unauthorized Removal Credits assessed above: (i) is a reasonable estimate of and compensation for the anticipated or actual harm to the DTMB that may arise from the Unauthorized Removal, which would be impossible or very difficult to accurately estimate; and (ii) may, at the DTMB’s option, be credited or set off against any fees or other charges payable to Contractor under this Statement of Work.



Page 3

Project Management (cont.) Disclosure of Subcontractors

>> Guidehouse will utilize PricewaterhouseCoopers LLP as a subcontractor for this work:

(i) PricewaterhouseCoopers LLP (PwC), 300 Madison, New York NY, (646) 471-3000, PwC will be responsible for all of the contract activities included in the SOW. Guidehouse will provide oversight and support as necessary.

(ii) Guidehouse operated as a subsidiary of PwC until 5/1/2018. Guidehouse and PwC currently operate as independent companies.

Project Plan >> Contractor to provide DTMB with a draft project work plan one week prior to the project kick-off meeting that includes items such as the required contractor personnel; project management and approval process; project breakdown identifying sub-projects, tasks resources required and timelines; expected frequency and mechanisms for updates and progress reviews; process for addressing issues, changes and decisions; and individuals receiving/reacting to the requested information.

The project plan to include: A detailed schedule of all key milestones and actions to be taken during the survey planning, execution and results reporting phases.

The ability to track the timing of each key milestone and activity along with the status to quickly assess the impact of any project decision on future milestones.

A decision and issue log, which tracks questions or issues that arise over the course of the project, along with the resolution plan, dates, details, and decisions.

A weekly discussion tracker, which highlights key topics to discuss, issues to resolve, and questions to address on a weekly basis during status calls.

The DTMB and Contractor will agree to the final project work plan.

The Contractor’s team will proactively focus on identifying, monitoring, and mitigating project risks, in addition to responding to any issues when they occur.

Kick-off Meeting Yes Contractor’s project team will host a project kick-off meeting with DTMB’s Core Project Team in person or by phone to define program objectives, establish a project plan, identify core DTMB and Contractor project team member responsibilities, and discuss approaches to project management as well as tracking of key decisions and milestones.



Page 4

Project Management (cont.) Meetings >> The Contractor will facilitate weekly status calls with a structured

agenda with the DTMB Core Project Team. Contractor will provide a list of decisions that need to be made prior to the status call, maintain an issues and decisions log, and share a summary of meeting notes after each status call.

DTMB and the Contractor will together determine if and when any extra project meetings (via conference call) are needed in addition to the weekly status calls to continue discussions, resolve issues, make decisions or keep the overall project on track.

Project Lessons Learned Debrief Meeting

Yes Contractor will host a follow-up meeting by phone or in person with the DTMB Core Project Team and any other DTMB stakeholders at the close of the survey project to analyze the process used, and identify improvement opportunities, lessons learned and any changes to make the next survey administration more efficient and effective.

Program and Questionnaire Design Stakeholder Discussions

Up to 10 Contractor will conduct up to ten 30-minute stakeholder discussions via phone with service line owners (or teams) to validate existing questions and assess if additional questions are necessary.

DTMB and the Contractor will collaborate on and agree to whether any additional 30-minute stakeholder discussions beyond 10 will be necessary.

Should additional stakeholder discussions be needed, additional fees may be applied.

Questionnaire >> The general structure of the 2019 survey questionnaire will remain consistent with the 2017 survey (e.g., DTMB overall questions, common questions across service areas, custom questions per service area, etc.).

Two additional questions of overall customer satisfaction and NPS will be added at the service area level specifically in 2019.

The 2017 DTMB Customer Satisfaction Survey questionnaire will be used as the first draft for the 2019 survey. DTMB and the Contractor will collaborate on and agree to all question modifications for the 2019 survey.

Questionnaire length will be determined by final set of questions selected and approved by the DTMB.

Estimated time for a customer to complete the survey is as little as 10 minutes or up to 20 minutes, depending on how many DTMB services they choose to rate.

If it is determined more significant changes are required to the survey questionnaire, additional fees may apply.



Page 5

Program and Questionnaire Design (cont.) Iterations 5 Questionnaire design and content will be finalized within five

iterations of contractor/DTMB review and feedback.

DTMB will approve the final questionnaire.

Employee Demographic Data

>> Contractor to capture demographics consistent with DTMB’s 2017 Customer Satisfaction Survey, such as Department/Agency, Prosperity Region, Tenure, Gender, Age Range, Primary Work Location, Building and Employment Group (SoM and MEDC).

Contractor will leverage the demographic self-select questions from the 2018 State of Michigan Employee Engagement Survey for the DTMB Customer Satisfaction Survey, including only Level 1 (Agency/Department) from the Employee Engagement Survey’s organizational hierarchy self-select questions.

Contractor will not provide participant comments or responses that identify the individual who provided them to anyone at the State.

Branding Yes One set of branding/logos for the survey to be provided by DTMB. Special Programming

Yes Special programming includes branching and is designed to guide respondents through the questionnaire based on their responses to specific questions.

Branching, similar to what was used for service-area selection for the 2017 DTMB Customer Satisfaction Survey, will be used for DTMB’s 2019 survey questionnaire.

DTMB and the Contractor will collaborate on and agree to all branching modifications for the 2019 survey, if necessary.

Security Yes Contractor must ensure security/protection of the data throughout all phases of administration, collection, analyses, reporting, and post-survey follow-up. The Contractor is responsible for all aspects of quality control and security--data collection, storage, transmission, and reporting; and for disaster recovery on their site.

Communication Communication Plan and Templates

Yes Contractor to provide DTMB with a communication plan that includes the following templates with associated target dates:

1. Pre-survey announcements 2. Invitation/proctor instructions 3. Reminders

DTMB to review Contractor’s communication templates, revise as necessary, and approve final versions. Contractor will work with DTMB and recommend optimal methods for communicating findings to all employees via post-survey messages.

Contractor will send out communications relating to the fielding of the survey (i.e. invitation and survey reminders).

It is DTMB’s responsibility to send out any pre/post survey

communication.



Page 6

Customer List Customer List >> DTMB will provide Contractor with a preliminary customer list

based on Contractor’s file specifications for testing purposes. DTMB will also provide Contractor two final lists – one consolidated State-employee list and one external customers list submitted a minimum of two weeks prior to survey fielding period.

DTMB may elect to identify State of Michigan employees that are direct or indirect customers, similar to the 2017 survey.

The customer list must contain a complete list of valid e-mail addresses for web survey administration.

Any data manipulation, updating or cleaning of the customer list will be considered out of scope and may require additional fees and have an impact on the overall project timeline.

Upon deploying the survey, Contractor will provide DTMB a list of email addresses that were undelivered in order for DTMB to correct contact information, where available.

Segmentation / Survey Coverage

>> At a minimum this will include:

~23 State of Michigan Departments/Agencies plus additional customer groups (e.g., internal/external) will be available for reporting and analysis according to the customer lists provided by DTMB.

Employee type: DTMB vs. All Others; Direct vs. Indirect

Customer type: Internal vs. External (external to be further segmented based on details provided by DTMB)

Testing Survey Pre-test Yes Contractor is responsible for delivering a fully-tested system that

is ready for user acceptance testing by DTMB.

DTMB to identify at a minimum, 4 – 5 testers to facilitate and assess the understanding, functionality and appropriate survey instructions of the survey web link and questionnaire.

One round of testing, including ADA compliance testing, to be conducted by DTMB. If programming errors are uncovered during testing, the Contractor will make corrections at no additional cost to DTMB. Any issue will necessitate a re-test to the affected area.

DTMB will identify a central point of contact to facilitate testing feedback of all testers. Contractor will coordinate exclusively with the contact and provide a tester feedback log to track and finalize testing.



Page 7

Testing (cont.) ADA Compliance and Testing

>> All communications, invites, the survey questionnaire itself, and all reports must be ADA compliant.

All items provided by the Contractor must be ADA compliant and adhere to the SOM Digital Standards described at https://www.michigan.gov/documents/som/State_of_Michigan_Digital_Standards_-eMi_team_052218_624467_7.pdf.

Contractor shall comply with and adhere to the Accessibility Standards pf Section 508 of the Rehabilitation Act of 1973, including any more specific requirements set forth in any future Projects. See DTMB Policy at https://www.michigan.gov/documents/dmb/1650.00_209567_7.pdf?20151026134621.

Contractor will coordinate testing and acceptance of the DTMB 2019 Customer Satisfaction Survey by working with designated State testers and will deploy the survey only after receipt of confirmation that the survey is approved by the State as ADA compliant.

IT and IT Check List

Yes Contractor must work with the State's information technology staff to enable effective and secure access to and completion of the survey.

Contractor will provide the DTMB and the State’s information

technology staff with an “IT Checklist” that outlines the steps and

actions necessary to successfully deliver the survey and internally implement the online reporting and action planning tool to the State’s systems.

Additionally, Contractor will work with the State’s IT department to determine the parameters and nuances of internet firewalls, email spam filters, and internet browser usage throughout the organization.

Status Reporting Online Response Rate Access

Yes Contractor will provide DTMB access to on-line response rates that can be segmented based on demographic data provided in the customer list. Contractor will work with the DTMB to determine desired demographics to track during the fielding period.

Contractor will actively monitor response rates throughout the fielding period and suggest target communications, if needed.

Respondent feedback is captured in real time and is immediately incorporated into the response rate site (department and above) for real-time tracking once completed.

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Page 8

Status Reporting (cont.) Help Desk Support Yes Prior to execution of the survey, Contractor to work with DTMB to

establish an issue escalation protocol.

During the survey execution, Contractor will be available to DTMB by phone and email to address any needs, issues or questions.

During survey execution, Contractor will provide help desk support to all respondents via email support box.

Respondents can email the Contractor with questions and the Contractor’s team will respond to issues/requests that arise within

24 hours, typically in the same day.

Quality Review Mid-point Debrief Yes Contractor will convene a meeting with the DTMB Core Project

Team during the survey fielding period to review the overall project to date.

Data Quality Assurance - Reports

Yes Contractor must perform a thorough and complete quality assurance review of all electronic reports (e.g., Overall DTMB report, DTMB Service Area reports, and State Agency reports) prior to delivery to DTMB to ensure all 2019 survey data and previous-year (2015/2017) trending data and all other information, content and messaging contained in the reports are accurate and complete.

All reports must be free of errors, mistakes, miscalculations and omissions, such as but not limited to:

• Incorrect, inconsistent or missing data points (e.g., 2019 survey data and 2017/2015 survey trending data)

• Typographical errors (e.g., misspelled words)

• Grammatical errors (e.g., faulty punctuation, inappropriate or inconsistent verb use)

• Incomplete sentences, thoughts or missing words

• TOC referencing incorrect page numbers or page titles

• Incorrect, inconsistent or missing report titles, headers, footers or page numbers

• Inconsistent use of font type or font size when reporting the same information

• Inconsistent formatting of charts and graphs when reporting the same information

• Illegible or misplaced chart and graph data labels

• Illegible or cut-off column headings or data points



Page 9

Quality Review (cont.) Data Quality Assurance - Reports (cont.)

Yes Contractor must provide DTMB with a detailed written explanation of their internal quality assurance review process, including all steps taken for accuracy of all electronic reports and data one week prior to the project kick-off meeting.

See Service Level Agreement attached to this Statement of Work.

Data Quality Assurance / Pre-delivery Review - Online Reporting Tool

Yes Contractor will review initial portal programming with DTMB. One to two weeks prior to agency delivery, Contractor will work with DTMB to ensure tables, functionality and general usability meets baseline requirements.

Contractor to deliver accurate data for 2019 and 2017 DTMB Customer Satisfaction Survey data stored in the online reporting tool. All data stored in the online reporting tool must be consistent with and match all data points reflected in the final 2019 DTMB Customer Satisfaction Survey electronic reports.

See Service Level Agreement attached to this Statement of Work.

Deliverables Report Templates Yes Contractor will work with the DTMB Core Project Team to develop

and finalize all 2019 survey reporting templates to be used to create the Overall DTMB report, DTMB Service Area reports and State Agency reports.

The 2017 DTMB Customer Satisfaction Survey report templates (e.g., Overall DTMB report, DTMB Service Area reports and State Agency reports) will be used as the first draft for the 2019 survey report templates.

All graphics and photos used in all report templates must be nonproprietary.

DTMB will approve all final report templates.

Overall DTMB Report

1 Contractor will provide one overall DTMB-wide report in an editable electronic format that is accurate and complete and is consistent with the approved final 2019 survey report template, a minimum of one week prior to the Core Team presentation date.

The overall DTMB report to include the survey objectives, methodology and survey structure; key findings; KPIs; DTMB overall results and impressions; customer landscape; Service Area overall results and KPIs; driver matrix; cross analysis with DTMB’s Employee Survey data; customer Agency results; individual Service area results; DTMB overall demographics; Service area definitions; and frequencies/distribution of responses.

The overall DTMB report will include internal and external client results, trending from DTMB’s last two customer satisfaction surveys (2017/2015) where possible, as well as comparisons by service area and other demographic categories.



Page 10

Deliverables (cont.) Overall DTMB Report (cont.)

1 The overall DTMB report will include a separate heat map and demographic distribution table by Agency, by DTMB Service Area, and by all survey demographics.

The overall DTMB report will include recommended follow-up actions, based on leading practices, to continue to improve customer satisfaction.

DTMB Service Area Reports

>>42 Contractor will provide DTMB with up to approximately 42 individual DTMB Service Area reports in an editable electronic format that are accurate and complete and are consistent with the approved final 2019 survey report template, by the due date mutually agreed upon by the DTMB and Contractor.

Each service area report will include either internal customer survey data and/or external customer survey data, as well as direct customer survey data, depending upon the specific Service.

Each service area report will include trending from DTMB’s last two customer satisfaction surveys (2017/2015) where possible.

State Agency Reports

>>23 Contractor will provide DTMB with up to approximately 23 individual State Agency reports in an editable electronic format that are accurate and complete and are consistent with the approved final 2019 survey report template, by the due date mutually agreed upon by the DTMB and Contractor.

Each State Agency report will include trending from DTMB’s last two customer satisfaction surveys (2017/2015) where possible.

Action Planning Template

Yes Contractor will develop an editable action planning template for DTMB use.

Online Reporting Tool

Yes Contractor to provide an online reporting and analysis tool to DTMB for additional analysis/breakdown capabilities of the survey data by select organizational units, such as Service Areas and State Departments/Agencies, including access to all verbatim comments and 2017 trending data where possible.

The online reporting tool will be able to incorporate and maintain historical data from the 2017 previous-year survey and enable DTMB to run trended analysis.

The online reporting tool will provide preformatted reports for easy export, printing and viewing. This includes configuration of online dashboards, configuration of role-based access, and project-specific training materials and reference guides.

The online reporting tool will provide the capability to create and export ad hoc reports. All reports can be exported into various formats (e.g., PowerPoint, PDF, Excel) and shared offline.



Page 11

Deliverables (cont.) Online Reporting Tool (cont.)

Yes The online reporting tool will provide verbatim comment reports to all open-ended questions that can be segmented by service area and available survey demographics.

DTMB will have access to the online reporting tool for up to 25 users.

Individual reports can be produced, including service area heat maps and demographic distribution tables.

Contractor will protect individual respondent anonymity by precluding the breakdown and analysis of group data comprised of less than ten (10) respondents from the online results portal.

Online access of survey demographics and data will be provided for up to 25 users for a minimum of three years following the administration of the survey.

Online Reporting Tool Training

Yes Contractor will conduct a one-hour WebEx training on how to use the results portal for DTMB employees who will be receiving access. Training will be recorded, and an online help manual will be accessible via the Online Reporting Tool.

Raw Survey Results Data

Yes Contractor must provide DTMB with the raw survey results data for the 2019 Customer Satisfaction Survey within 30 calendar days upon request. Contractor will provide response data at every point on the response scale, where possible.

Contractor will align the data to the associated survey item text and scale and provide it in Excel or similar format via secure file transfer. Data will be stripped of demographic identifiers to maintain confidentiality throughout the process.

Data preparation for all historical data transfer will be provided at an additional cost.

Core Team Presentation

1 Contractor will present the overall 2019 survey results and findings over the phone to the DTMB Core Project Team and any other DTMB key stakeholders as determined by the team.

Contractor to provide an editable electronic copy of the final accurate Overall DTMB report a minimum of one week prior to its scheduled presentation date.

Executive Presentation

1 Contractor will present the overall results and findings in-person to the DTMB Leadership Team and facilitate discussion regarding the analysis, concerns, DTMB’s strengths and opportunities for improvement, and priority items for making the highest-impact improvements.

Contractor to provide an editable electronic copy of the final accurate executive presentation report a minimum of one week prior to its scheduled presentation date.



Page 12

Deliverables (cont.) Additional Presentation

1 Contractor will present the overall results and findings in-person to an audience to be determined once the final Overall DTMB report has been produced.

Contractor to provide an editable electronic copy of the final accurate presentation a minimum of one week prior to its scheduled presentation date.

Post-Survey Activities Post Survey Activities

>> As a follow-up to the 2019 Customer Satisfaction Survey, the contractor will provide consultation to DTMB upon request, such as recommending strategies to address major issues and/or preparing correlation and/or factor analysis reports to further evaluate the data.

Fees may apply to post survey support, depending on the request. Contractor will provide a fee estimate and upon DTMB’s approval, will proceed with the work.

Timing

• Kick-off: June 2019 • Survey Design / Program Development: June - September 2019 • Administration: October 2019 • Reporting: October / November 2019

Fees and Expenses

• The firm-fixed fee for services relative to this project will be $120,000. • Fees to include 2015 trending in the Service Area and Agency reports will be $14,500.

Payment • The Contractor must deliver to the DTMB the deliverables set forth in this Statement of Work in the

format specified in the Deliverables section.

• DTMB will generate two payments to the Contractor for this survey project:

o Mid-point payment: 50% of the total project cost to be paid to the Contractor upon closing of the survey.

o Final payment: 50% of the total project cost to be paid to the Contractor when the final completion of all deliverables has been achieved, including the Project Lessons Learned Debrief Meeting.


Statewide Customer Satisfaction Survey Program Schedule D

Service Level Agreement

Page 1

Acceptable Standard Definition Failure to Meet

Acceptable Standard

Item 1: Data Quality Assurance - Electronic Reports

a. The Contractor must produce and deliver 100% accurate and complete Customer Satisfaction Survey reports in an editable electronic format and/or printed format, including an Overall report, Service-specific reports, Customer-specific reports, Executive Presentation reports, all heat maps and demographic distribution tables, etc.

All data points and information and content related to the data contained in the reports must be free of errors, mistakes, miscalculations and omissions, such as but not limited to:

• Incorrect, inconsistent or missing data points related to any of the current-year survey data and all prior-year survey trending data

Any error, defined in the Acceptable Standard section, and that is discovered by the State of Michigan (SOM) will be considered one occurrence.

The Contractor will credit the SOM in the amount of $500.00 for each occurrence.

b. The Contractor must produce and deliver 100% accurate and complete Customer Satisfaction Survey reports in an editable electronic format and/or printed format, including an Overall report, Service-specific reports, Customer-specific reports, Executive Presentation reports, all heat maps and demographic distribution tables, etc.

All non-data information, content and messaging contained in the reports must be free of formatting errors, mistakes and omissions, such as but not limited to:

• Typographical errors (e.g., misspelled words)

• Grammatical errors (e.g., faulty punctuation, inappropriate or inconsistent verb use)

• Incomplete sentences, thoughts or missing words

• TOC referencing incorrect page numbers or page titles

• Incorrect, inconsistent or missing report titles, headers, footers and/or page numbers

• Inconsistent use of font type or font size when reporting the same information

• Inconsistent formatting of charts and graphs when reporting the same information

• Illegible or misplaced chart and graph data labels

• Illegible or cut-off column headings or data points

Any error, defined in the Acceptable Standard section, and that is discovered by the SOM will be considered one occurrence.



Statewide Customer Satisfaction Survey Program Schedule D

Service Level Agreement

Page 2

Acceptable Standard Definition Failure to Meet

Acceptable Standard

Item 2: Data Quality Assurance - Online Reporting Tool

a. The Contractor must guarantee 100% accuracy of all current-year and previous-year Customer Satisfaction Survey data stored in the online reporting tool.

All data stored in the online reporting tool must be consistent with and match all data points reflected in the final Customer Satisfaction Survey electronic reports.

Any error, defined in the Acceptable Standard section, and that is discovered by the SOM will be considered one occurrence.


Item 3: Response Time

a. The Contractor must respond to all email and telephone inquiries from the SOM Core Project Team within two business days.

Any response that exceeds two business days from the SOM’s initial telephone or email inquiry will be considered one occurrence.

The Contractor will credit the SOM in the amount of $50.00 for each day that passes the two-business day response deadline.

Item 4: Late Reports

a. The Contractor must deliver all Customer Satisfaction Survey reports in an editable electronic format and/or printed format, including an Overall report, Service-specific reports, Customer-specific reports, and all heat maps and demographic distribution tables, etc. by the due date mutually agreed upon by the SOM and Contractor.

Any report that is delivered past the mutually agreed upon due date will be considered one occurrence.

The Contractor will credit the SOM in the amount of $1000.00 for each day that passes the due date.

b. The Contractor must deliver all final Customer Satisfaction Survey presentation materials for any core team presentations (e.g., Overall report), executive presentations and additional presentations in an editable electronic format a minimum of one week prior to its scheduled presentation date.

Any presentation material that is delivered past one-week prior to the scheduled presentation date will be considered one occurrence.

The Contractor will credit the SOM in the amount of $1000.00 for each day that passes the one-week minimum due date.

STATE OF MICHIGANENTERPRISE PROCUREMENTDepartment of Technology, Management, and Budget525 W. ALLEGAN ST., LANSING, MICHIGAN 48913P.O. BOX 30026 LANSING, MICHIGAN 48909



$448,500.00



October 5, 2019

INITIAL AVAILABLE OPTIONS EXPIRATION DATE BEFORE CHANGE(S) NOTED BELOW


Net 45ALTERNATE PAYMENT OPTIONS EXTENDED PURCHASING

☐ P-Card ☐ Direct Voucher (DV) ☐ Other ☒ Yes ☐ NoMINIMUM DELIVERY REQUIREMENTS


☐ ☐

CURRENT VALUE VALUE OF CHANGE NOTICE ESTIMATED AGGREGATE CONTRACT VALUE

N/A

$0.00 $448,500.00

Effective April 10, 2018, this Contract is hereby amended as follows:- Schedule A, Section III.1.B.c.2) Administer, the following paragraph is hereby added: "Services include IVR system configuration, data collection and processing, including:a) System Configuration for survey intakeb) System configuration and data transfer to reporting toolsc) Tool-free survey numberd) Voice talent recordinge) Survey quality assurance and testing"-Schedule B, Survey for Treasury's Contact Center, the following pricing is hereby included:New Line: "IVR System Configuration - $20,000 in year one, $14,000 in year two, for a total cost of $34,000.

Please note, the Contract Administrator's contact number has been changed. In addition, the Contractor's contact has been changed to Michael Tosh. All other terms, conditions, specifications, and pricing remain the same. Per contractor and agency agreement, and DTMB Procurement approval.

[email protected]

Michael Zingsheim

Jillian Yeates

[email protected]

Michael Tosh

Detroit, MI 48226


CV0056730

917-664-6188

500 Woodward Avenue

(517) 275-1131

STATE

Program

Manager

Contract

Adm

inistrator

CO

NTR

AC

TOR

DTMB

517-373-4810


DTMB

N/A

DESCRIPTION

[email protected]

CONTRACT SUMMARY

NOTICE OF CONTRACT

NOTICE OF CONTRACT NO. 171 180000000032 . between

THE STATE OF MICHIGAN and

CO

NTR

AC

TOR


STA

TE

Pro

gram

Man

ager Michael Zingsheim DTMB

500 Woodward Avenue 517-373-4810

Detroit, MI 48226 [email protected]

Todd Hoffman

Con

tract

Adm

inis

trato

r

Jillian Yeates DTMB

917-664-6188 517-284-7019

[email protected] [email protected]

********7312

CONTRACT SUMMARY

DESCRIPTION: Statewide Customer Satisfaction Survey Program INITIAL EFFECTIVE DATE INITIAL EXPIRATION DATE

INITIAL AVAILABLE OPTIONS

EXPIRATION DATE BEFORE CHANGE(S) NOTED BELOW

October 6, 2017 October 5, 2019 Two, One-Year October 5, 2019 PAYMENT TERMS DELIVERY TIMEFRAME

Net 45 N/A ALTERNATE PAYMENT OPTIONS EXTENDED PURCHASING

☐ P-card ☐ Direct Voucher (DV) ☐ Other ☒ Yes ☐ No MINIMUM DELIVERY REQUIREMENTS

N/A MISCELLANEOUS INFORMATION THIS IS NOT AN ORDER: This Contract Agreement is awarded on the basis of our inquiry bearing the solicitation #007117B0011568. Orders for delivery will be issued directly by Departments through the issuance of a Delivery Order.

ESTIMATED CONTRACT VALUE AT TIME OF EXECUTION 448,500.00

STATE OF MICHIGAN ENTERPRISE PROCUREMENT Department of Technology, Management & Budget 525 W. Allegan St., Lansing, MI 48933 P.O. Box 30026, 48913

CONTRACT NO. 171180000000032

FOR THE CONTRACTOR: PricewaterhouseCoopers Public Sector LLP Company Name Authorized Agent Signature Authorized Agent (Print or Type) Date

FOR THE STATE: Signature

Jillian Yeates, Senior Category Analyst Name & Title

DTMB - Procurement Agency

Date

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This STANDARD CONTRACT (“Contract”) is agreed to between the State of Michigan (the “State”) and PricewaterhouseCoopers Public Sector, LLP (“Contractor”), a Delaware limited liability partnership. The Contract effective date is October 6, 2017 (“Effective Date”), and unless terminated, expires on October 5, 2019. This Contract may be renewed for up to two additional one year period(s). Renewal is at the sole discretion of the State and will automatically extend the Term of this Contract. The State will document its exercise of renewal options via Contract Change Notice. The parties agree as follows: 1. Duties of Contractor. Contractor must perform the services and provide the deliverables described in this

Contract, Schedule A – Statement of Work (the “Contract Activities”). An obligation to provide delivery of any commodity is considered a service and is a Contract Activity. Contractor must furnish all labor, equipment, materials, and supplies necessary for the performance of the Contract Activities, and meet operational standards, unless otherwise specified in Schedule A.

Contractor must: (a) perform the Contract Activities in a timely, professional, safe, and workmanlike manner consistent with standards in the trade, profession, or industry; (b) meet or exceed the performance and operational standards, and specifications of the Contract; (c) provide all Contract Activities in good quality, with no material defects; (d); (e) obtain and maintain all necessary licenses, permits or other authorizations necessary for the performance of the Contract; (f) cooperate with the State, including the State’s quality assurance personnel, and any third party to achieve the objectives of the Contract; (g) return to the State any State-furnished equipment or other resources in the same condition as when provided when no longer required for the Contract; (h) not make any media releases without prior written authorization from the State; (i) assign to the State any claims resulting from state or federal antitrust violations to the extent that those violations concern materials or services supplied by third parties toward fulfillment of the Contract; (j) comply with all State physical and IT security policies and standards which will be made available upon request; and (k) provide the State priority in performance of the Contract except as mandated by federal disaster response requirements. Any breach under this paragraph may be considered a material breach by the State. Contractor must also be clearly identifiable while on State property by wearing identification issued by the State, and clearly identify themselves whenever making contact with the State.

2. Notices. All notices and other communications required or permitted under this Contract must be in writing

and will be considered given and received: (a) when verified by written receipt if sent by courier; (b) when actually received if sent by mail without verification of receipt; or (c) when verified by automated receipt or electronic logs if sent by facsimile or email.

STATE OF MICHIGAN

STANDARD CONTRACT TERMS

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If to State: If to Contractor: Jillian Yeates 525 W. Allegan ST., 1st Floor Lansing, MI 48909 [email protected] 517-284-7019

Todd Hoffman, Partner 1000 Louisiana Street Houston, TX 77002 [email protected] (917) 664-6188

3. Contract Administrator. The Contract Administrator for each party is the only person authorized to modify

any terms of this Contract, and approve and execute any change under this Contract (each a “Contract Administrator”):

State: Contractor: Jillian Yeates 525 W. Allegan ST., 1st Floor Lansing, MI 48909 [email protected] 517-284-7019

Todd Hoffman, Partner 1000 Louisiana Street Houston, TX 77002 [email protected] (917) 664-6188

4. Program Manager. The Program Manager for each party will monitor and coordinate the day-to-day

activities of the Contract (each a “Program Manager”):

State: Contractor: Michael Zingsheim 111 South Capitol Ave. Romney Building, 8th Floor Lansing, MI 48909 [email protected] 517-373-4810

Michael Tosh, Director 1800 Tysons Boulevard, 6th Floor McLean, VA 22102 [email protected] (773) 255-5890

5. Performance Guarantee. Contractor must at all times have financial resources sufficient, in the reasonable

opinion of the State, to ensure performance of the Contract and must provide proof upon request. The State may require a performance bond (as specified in Schedule A) if, in the opinion of the State, it will ensure performance of the Contract.

6. Insurance Requirements. Contractor must maintain the insurances identified below and is responsible for

all deductibles. All required insurance must: (a) protect the State from claims that may arise out of, are alleged to arise out of, or result from Contractor's or a subcontractor's Contract Activities; (b) be primary and non-contributing to any comparable liability insurance (including self-insurance) carried by the State; and (c) be provided by a company with an A.M. Best rating of "A" or better, and a financial size of VII or better.

Required Limits Additional Requirements

Commercial General Liability Insurance Minimal Limits: $1,000,000 Each Occurrence Limit $1,000,000 Personal & Advertising Injury Limit $2,000,000 General Aggregate Limit $2,000,000 Products/Completed Operations :

Contractor must have their policy endorsed to add “the State of Michigan, its departments, divisions, agencies, offices, commissions, officers, employees, and agents” as additional insureds using endorsement CG 20 10 11 85, or both CG 2010 07 04 and CG 2037 07 0.

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Automobile Liability Insurance

Minimal Limits: $1,000,000 Per Occurrence

Contractor must have their policy: (1) endorsed to add “the State of Michigan, its departments, divisions, agencies, offices, commissions, officers, employees, and agents” as additional insureds; and (2) include Hired and Non-Owned Automobile coverage.

Workers' Compensation Insurance Minimal Limits: Coverage according to applicable laws governing work activities.

Waiver of subrogation, except where waiver is prohibited by law.

Employers Liability Insurance Minimal Limits: $500,000 Each Accident $500,000 Each Employee by Disease $500,000 Aggregate Disease.

Privacy and Security Liability (Cyber Liability) Insurance Minimal Limits: $1,000,000 Each Occurrence $1,000,000 Annual Aggregate

Contractor must have their policy: (1) endorsed to add “the State of Michigan, its departments, divisions, agencies, offices, commissions, officers, employees, and agents” as additional insureds; and (2) cover information security and privacy liability, privacy notification costs, regulatory defense and penalties, and website media content liability.

Professional Liability (Errors and Omissions) Insurance Minimal Limits: $3,000,000 Each Occurrence $3,000,000 Annual Aggregate

If any of the required policies provide claims-made coverage, the Contractor must: (a) provide coverage with a retroactive date before the effective date of the contract or the beginning of Contract Activities; (b) maintain coverage and provide evidence of coverage for at least three (3) years after completion of the Contract Activities; and (c) if coverage is canceled or not renewed, and not replaced with another claims-made policy form with a retroactive date prior to the contract effective date, Contractor must purchase extended reporting coverage for a minimum of three (3) years after completion of work. Contractor must: (a) provide insurance certificates to the Contract Administrator, containing the agreement or purchase order number, at Contract formation and within 20 calendar days of the expiration date of the applicable policies; (b) require that subcontractors maintain the required insurances contained in this Section; (c) notify the Contract Administrator within 5 business days if any insurance is cancelled; and (d) waive all rights against the State for damages covered by insurance to the extent of the insurance limits. Failure to maintain the required insurance does not limit this waiver.

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This Section is not intended to and is not be construed in any manner as waiving, restricting or limiting the liability of either party for any obligations under this Contract (including any provisions hereof requiring Contractor to indemnify, defend and hold harmless the State).

7. Administrative Fee and Reporting. Contractor must pay an administrative fee of 1% on all payments made

to Contractor under the Contract including transactions with the State (including its departments, divisions, agencies, offices, and commissions), MiDEAL members, and other states (including governmental subdivisions and authorized entities). Administrative fee payments must be made by check payable to the State of Michigan and mailed to: Department of Technology, Management and Budget Cashiering P.O. Box 30681 Lansing, MI 48909 Contractor must submit an itemized purchasing activity report, which includes at a minimum, the name of the purchasing entity and the total dollar volume in sales. Reports should be mailed to DTMB-Procurement. The administrative fee and purchasing activity report are due within 30 calendar days from the last day of each calendar quarter.

8. Extended Purchasing Program. This contract is extended to MiDEAL members. MiDEAL members include

local units of government, school districts, universities, community colleges, and nonprofit hospitals. A current list of MiDEAL members is available at www.michigan.gov/mideal. Upon written agreement between the State and Contractor, this contract may also be extended to: (a) State of Michigan employees and (b) other states (including governmental subdivisions and authorized entities). If extended, Contractor must supply all Contract Activities at the established Contract prices and terms. The State reserves the right to impose an administrative fee and negotiate additional discounts based on any increased volume generated by such extensions. Contractor must submit invoices to, and receive payment from, extended purchasing program members on a direct and individual basis.

9. Independent Contractor. Contractor is an independent contractor and assumes all rights, obligations and

liabilities set forth in this Contract applicable to Contractor. Contractor, its employees, and agents will not be considered employees of the State. No partnership or joint venture relationship is created by virtue of this Contract. Contractor, and not the State, is responsible for the payment of wages, benefits and taxes of Contractor’s employees and any subcontractors. Prior performance does not modify Contractor’s status as an independent contractor. Contractor hereby acknowledges, except for Contractor Technology contained herein, that the State is and will be the sole and exclusive owner of all right, title, and interest in the Contract Activities and all associated intellectual property rights, if any. Such Contract Activities are works made for hire as defined in Section 101 of the Copyright Act of 1976. To the extent any Contract Activities and related intellectual property do not qualify as works made for hire under the Copyright Act, Contractor will, and hereby does, immediately on its creation, assign, transfer and otherwise convey to the State, irrevocably and in perpetuity, throughout the universe, all right, title and interest in and to the Contract Activities, including all intellectual property rights therein. Further, Contractor grants the State a perpetual, royalty free, fully paid, and irrevocable license to Contractor Technology that are part of the Contract Activities. For purposes of this section, “Contractor Technology” means all works of authorship, materials, information and other intellectual property created prior to or independently of the performance of the services, or created by

http://www.michigan.gov/mideal

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Contractor or its subcontractors as a tool for their use in performing the services, plus any modifications or enhancements thereto and derivative works based thereon. Any pre-existing software applications of Contractor, whether embedded in a Contract Activity or stand alone, will be independently licensed. The State may grant Contractor a license in work made for hire under the terms of the applicable Engagement SOW.

10. Subcontracting. Contractor may not delegate any of its obligations under the Contract without the prior

written approval of the State. Contractor must notify the State at least 90 calendar days before the proposed delegation, and provide the State any information it requests to determine whether the delegation is in its best interest. If approved, Contractor must: (a) be the sole point of contact regarding all contractual matters, including payment and charges for all Contract Activities; (b) make all payments to the subcontractor; and (c) incorporate the terms and conditions contained in this Contract in any subcontract with a subcontractor. Contractor remains responsible for the completion of the Contract Activities, compliance with the terms of this Contract, and the acts and omissions of the subcontractor. The State, in its sole discretion, may require the replacement of any subcontractor. Notwithstanding the forgoing, Contractor may use its affiliates as a subcontractor without prior written approval.

11. Staffing. The State’s Contract Administrator may require Contractor to remove or reassign personnel by providing a written notice to Contractor.

12. Background Checks. Upon request, Contractor must perform background checks on all employees and subcontractors and its employees prior to their assignment. The scope is at the discretion of the State and Contractor will provide certification that a background check was performed and that employee passed. The State, in its sole discretion, may also perform background checks. Contractor is responsible for all costs associated with any background checks.

13. Assignment. Contractor may not assign this Contract to any other party without the prior approval of the State. Upon notice to Contractor, the State, in its sole discretion, may assign in whole or in part, its rights or responsibilities under this Contract to any other party, unless such assignment violates any independence obligations to which it conforms. If the State determines that a novation of the Contract to a third party is necessary, Contractor will agree to the novation and provide all necessary documentation and signatures.

14. Change of Control. Contractor will notify, at least 90 calendar days before the effective date, the State of a

change in Contractor’s organizational structure or ownership. For purposes of this Contract, a change in control means any of the following: (a) a sale of more than 50% of Contractor’s stock; (b) a sale of substantially all of Contractor’s assets; (c) a change in a majority of Contractor’s board members; (d) consummation of a merger or consolidation of Contractor with any other entity; (e) a change in ownership through a transaction or series of transactions; (f) or the board (or the stockholders) approves a plan of complete liquidation. A change of control does not include any consolidation or merger effected exclusively to change the domicile of Contractor, or any transaction or series of transactions principally for bona fide equity financing purposes. In the event of a change of control, Contractor must finish performing the Contract Activities under this Contract.

15. Ordering. Contractor is not authorized to begin performance until receipt of authorization as identified in

Schedule A.

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16. Acceptance. Deliverable-based Contract Activities are subject to inspection and testing by the State within 30 calendar days of the State’s receipt of them (“State Review Period”), unless otherwise provided in Schedule A. If the Contract Activities do not meet the requirements in Schedule A, the State will notify Contractor by the end of the State Review Period that either: (a) the Contract Activities are accepted, but noted deficiencies must be corrected; or (b) the Contract Activities are rejected. If the State finds material deficiencies, it may: (i) reject the Contract Activities without performing any further inspections; (ii) demand performance at no additional cost; or (iii) terminate this Contract in accordance with Section 23, Termination for Cause. Within 10 business days from the date of Contractor’s receipt of notification of acceptance with deficiencies or rejection of any Contract Activities, Contractor must cure, at no additional cost, the deficiency and deliver acceptable Contract Activities to the State. If acceptance with deficiencies or rejection of the Contract Activities impacts the content or delivery of other non-completed Contract Activities, the parties’ respective Program Managers must determine an agreed to number of days for re-submission that minimizes the overall impact to the Contract. However, nothing herein affects, alters, or relieves Contractor of its obligations to correct deficiencies in accordance with the time response standards set forth in this Contract. If Contractor is unable or refuses to correct the deficiency within the time response standards set forth in this Contract, the State may cancel the order in whole or in part. The State, or a third party identified by the State, may perform the Contract Activities and recover the difference between the cost to cure and the Contract price plus an additional 10% administrative fee.

17. Reserved.

18. Reserved.

19. Reserved.

20. Terms of Payment. Invoices must conform to the requirements communicated from time-to-time by the

State. All undisputed amounts are payable within 45 days of the State’s receipt. Contractor may only charge for Contract Activities performed as specified in Schedule A. Invoices must include an itemized statement of all charges. The State is exempt from State sales tax for direct purchases and may be exempt from federal excise tax, if services purchased under this Agreement are for the State’s exclusive use. Notwithstanding the foregoing, all prices are inclusive of taxes, and Contractor is responsible for all sales, use and excise taxes, and any other similar taxes, duties and charges of any kind imposed by any federal, state, or local governmental entity on any amounts payable by the State under this Contract. The State has the right to withhold payment of any disputed amounts until the parties agree as to the validity of the disputed amount. The State will notify Contractor of any dispute within a reasonable time. Payment by the State will not constitute a waiver of any rights as to Contractor’s continuing obligations, including claims for deficiencies or substandard Contract Activities. Contractor’s acceptance of final payment by the State constitutes a waiver of all claims by Contractor against the State for payment under this Contract, other than those claims previously filed in writing on a timely basis and still disputed. The State will only disburse payments under this Contract through Electronic Funds Transfer (EFT). Contractor must register with the State at http://www.michigan.gov/cpexpress to receive electronic fund transfer payments. If Contractor does not register, the State is not liable for failure to provide payment. Without prejudice to any other right or remedy it may have, the State reserves the right to set off at any time any amount then due and owing to it by Contractor against any amount payable by the State to Contractor under this Contract.

http://www.michigan.gov/cpexpress

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21. Liquidated Damages. Liquidated damages, if applicable, will be assessed as described in Schedule A.

22. Stop Work Order. The State may suspend any or all activities under the Contract at any time, by written

notice to Contractor. The State will provide Contractor a written stop work order detailing the suspension. Contractor must comply with the stop work order upon receipt. Within 90 calendar days, or any longer period agreed to by Contractor, the State will either: (a) issue a notice authorizing Contractor to resume work, or (b) terminate the Contract or purchase order. The State will not pay for Contract Activities, Contractor’s lost profits, or any additional compensation during a stop work period.

23. Termination for Cause.

For the State. The State may terminate this Contract for cause, in whole or in part, if Contractor: (a) endangers the security of any location, data, or personnel; (b) becomes insolvent, petitions for bankruptcy court proceedings, or has an involuntary bankruptcy proceeding filed against it by any creditor; (c) breaches any of its material duties or obligations, and provided such breach is capable of being cured, fails to cure such material breach within the time stated in a notice of breach, provided such period is not less than 30 days. Any reference to specific breaches being material breaches within this Contract will not be construed to mean that other breaches are not material.

If the State terminates this Contract under this Section, the State will issue a termination notice specifying whether Contractor must: (a) cease performance immediately, or (b) continue to perform for a specified period. If it is later determined that Contractor was not in breach of the Contract, the termination will be deemed to have been a Termination for Convenience, effective as of the same date, and the rights and obligations of the parties will be limited to those provided in Section 24, Termination for Convenience.

The State will only pay for amounts due to Contractor for Contract Activities accepted by the State on or before the date of termination, subject to the State’s right to set off any amounts owed by the Contractor for the State’s reasonable costs in terminating this Contract. The Contractor must pay all reasonable costs incurred by the State in terminating this Contract for cause, including in each case, direct and verifiable administrative costs, attorneys’ fees, court costs, transition costs, and any costs the State incurs to procure the Contract Activities from other sources. For Contractor. The Contractor may terminate this Contract for cause by written notice to the State, if the State breaches its material obligations under this Contract, provided that the State has been afforded an opportunity to cure such breach, and such period to cure is not less than 30 days from Contractor’s written notice.

24. Termination for Convenience. The State may terminate this Contract for convenience in whole or in part without penalty and for any reason, with fifteen (15) calendar days written notice including but not limited to, appropriation or budget shortfalls (such 15 day notice period does not apply to terminations for non-appropriation). The termination notice will specify whether Contractor must: (a) cease performance of the Contract Activities immediately, or (b) continue to perform the Contract Activities in accordance with Section 25, Transition Responsibilities. If the State terminates this Contract for convenience, the State will pay for completed and accepted work and work in progress, and all reasonable costs, as determined by the State for State approved Transition Responsibilities, provided funds are appropriated for such costs.

25. Transition Responsibilities. Upon termination or expiration of this Contract for any reason, Contractor must, for a period of time specified by the State (not to exceed 90 calendar days), provide all reasonable transition assistance requested by the State, to allow for the expired or terminated portion of the Contract

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Activities to continue without interruption or adverse effect, and to facilitate the orderly transfer of such Contract Activities to the State or its designees. Such transition assistance may include, but is not limited to: (a) continuing to perform the Contract Activities at the established Contract rates; (b) taking all reasonable and necessary measures to transition performance of the work, including all applicable Contract Activities, training, equipment, software, leases, reports and other documentation, to the State or the State’s designee; (c) taking all necessary and appropriate steps, or such other action as the State may direct, to preserve, maintain, protect, or return to the State all materials, data, property, and confidential information provided directly or indirectly to Contractor by any entity, agent, vendor, or employee of the State; (d) transferring title in and delivering to the State, at the State’s discretion, all completed or partially completed deliverables prepared under this Contract as of the Contract termination date; and (e) preparing an accurate accounting from which the State and Contractor may reconcile all outstanding accounts (collectively, “Transition Responsibilities”). This Contract will automatically be extended through the end of the transition period.

26. General Indemnification. Contractor must defend, indemnify and hold the State, its departments, divisions, agencies, offices, commissions, officers, and employees harmless, without limitation, from and against any and all actions, claims, losses, liabilities, damages, costs, attorney fees, and expenses (including those required to establish the right to indemnification), arising out of or relating to third party claims for: (a) any infringement, misappropriation, or other violation of any intellectual property right or other right of any third party as it relates to the Contract Activities; and (b) any bodily injury, death, or damage to real or tangible personal property occurring wholly or in part due to negligence or willful misconduct by Contractor (or any of Contractor’s employees, agents, subcontractors, or by anyone else for whose acts any of them may be liable). The State will notify Contractor in writing if indemnification is sought; however, failure to do so will not relieve Contractor, except to the extent that Contractor is materially prejudiced. Contractor must, to the satisfaction of the State, demonstrate its financial ability to carry out these obligations. The State is entitled to: (i) regular updates on proceeding status; (ii) participate in the defense of the proceeding; (iii) employ its own counsel; and to (iv) retain control of the defense if the State deems necessary. Contractor will not, without the State’s written consent (not to be unreasonably withheld), settle, compromise, or consent to the entry of any judgment in or otherwise seek to terminate any claim, action, or proceeding. To the extent that any State employee, official, or law may be involved or challenged, the State may, at its own expense, control the defense of that portion of the claim. Any litigation activity on behalf of the State, or any of its subdivisions under this Section, must be coordinated with the Department of Attorney General. An attorney designated to represent the State may not do so until approved by the Michigan Attorney General and appointed as a Special Assistant Attorney General.

27. Infringement Remedies. If, in either party’s opinion, any piece of equipment, software, commodity, or

service supplied by Contractor or its subcontractors, or its operation, use or reproduction, is likely to become the subject of a copyright, patent, trademark, or trade secret infringement claim, Contractor must, at its expense: (a) procure for the State the right to continue using the equipment, software, commodity, or service, or if this option is not reasonably available to Contractor, (b) replace or modify the same so that it becomes non-infringing; or (c) accept its return by the State with appropriate credits to the State against Contractor’s charges and reimburse the State for any losses or costs incurred as a consequence of the State ceasing its use and returning it. Notwithstanding the preceding paragraph of this Section 27, Contractor will have no liability or obligation regarding infringement arising solely from (a) use of equipment, software, commodity, or service in a manner

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other than its intended use as reflected in the applicable Engagement SOW; (b) Contractor’s compliance with any designs, specifications, or instructions of the State; (c) modifications to equipment, software, commodity, or service by the State without the prior knowledge and approval of Contractor, or (d) the State’s failure to use modifications or enhancements made available at no cost to the State by Contractor, provided Contractor has given the State written notice and such modification or enhancement will not negatively impact the equipment, software, commodity, or service.

28. Limitation of Liability. Neither party shall be liable for consequential, incidental, indirect, or special damages, regardless of the nature of the action. Each party’s aggregate liability to the other shall not exceed the maximum fees set forth in the Contract. The foregoing limitation of liability does not apply to Contractor’s obligations under Section 31.e (which is subject to a separate cap on liability).

29. Disclosure of Litigation, or Other Proceeding. Contractor must notify the State within 14 calendar days of receiving notice of any litigation, investigation, arbitration, or other proceeding that may materially affect Contractor’s ability to perform under this Contract, (collectively, “Proceeding”) involving Contractor, a subcontractor, or an officer or director of Contractor or subcontractor, that arises during the term of the Contract, including: (a) a criminal Proceeding; (b) a parole or probation Proceeding; (c) a Proceeding under the Sarbanes-Oxley Act; (d) a civil Proceeding involving: (1) a claim that might reasonably be expected to adversely affect Contractor’s viability or financial stability; or (2) a governmental or public entity’s claim or written allegation of fraud; or (e) a Proceeding involving any license that Contractor is required to possess in order to perform under this Contract.

30. Reserved.

31. State Data.

a. Ownership. The State’s data (“State Data,” which will be treated by Contractor as Confidential Information) includes: (a) the State’s data collected, used, processed, stored, or generated as the result of the Contract Activities; (b) personally identifiable information (“PII“) collected, used, processed, stored, or generated as the result of the Contract Activities, including, without limitation, any information that identifies an individual, such as an individual’s social security number or other government-issued identification number, date of birth, address, telephone number, biometric data, mother’s maiden name, email address, credit card information, or an individual’s name in combination with any other of the elements here listed; and, (c) personal health information (“PHI”) collected, used, processed, stored, or generated as the result of the Contract Activities, which is defined under the Health Insurance Portability and Accountability Act (HIPAA) and its related rules and regulations. State Data is and will remain the sole and exclusive property of the State and all right, title, and interest in the same is reserved by the State. This Section survives the termination of this Contract.

b. Contractor Use of State Data. Contractor is provided a limited license to State Data for the sole and exclusive purpose of providing the Contract Activities, including a license to collect, process, store, generate, and display State Data only to the extent necessary in the provision of the Contract Activities. Contractor must: (a) keep and maintain State Data in strict confidence, using such degree of care as is appropriate and consistent with its obligations as further described in this Contract and applicable law to avoid unauthorized access, use, disclosure, or loss; (b) use and disclose State Data solely and exclusively for the purpose of providing the Contract Activities, such use and disclosure being in accordance with this Contract, any applicable Statement of Work, and applicable law; and (c) not use, sell, rent, transfer, distribute, or otherwise disclose or make available State Data for Contractor’s own purposes or for the benefit of anyone other than the State without the State’s prior written consent. This Section survives the termination of this Contract.

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c. Extraction of State Data. Contractor must, within five (5) business days of the State’s request, provide the State, without charge and without any conditions or contingencies whatsoever (including but not limited to the payment of any fees due to Contractor), an extract of the State Data in the format specified by the State.

d. Backup and Recovery of State Data. Unless otherwise specified in Schedule A, Contractor is responsible for maintaining a backup of State Data and for an orderly and timely recovery of such data. Unless otherwise described in Schedule A, Contractor must maintain a contemporaneous backup of State Data that can be recovered within two (2) hours at any point in time.

e. Loss of Data. In the event of any Contractor act, error or omission, negligence, misconduct, or breach that compromises the security, confidentiality, or integrity of State Data or the physical, technical, administrative, or organizational safeguards put in place by Contractor that relate to the protection of the security, confidentiality, or integrity of State Data, Contractor must, as applicable: (a) notify the State as soon as practicable but no later than forty-eight (48) hours of becoming aware of such occurrence, or suspicion of such occurrence; (b) cooperate with the State in investigating the occurrence, including making available all relevant records, logs, files, data reporting, and other materials required to comply with applicable law or as otherwise required by the State; (c) in the case of PII or PHI, at the State’s sole election, (i) notify the affected individuals who comprise the PII or PHI as soon as practicable but no later than is required to comply with applicable law, or, in the absence of any legally required notification period, within 5 calendar days of the occurrence; or (ii) reimburse the State for any costs in notifying the affected individuals; (d) in the case of PII, provide third-party credit and identity monitoring services to each of the affected individuals who comprise the PII for the period required to comply with applicable law, or, in the absence of any legally required monitoring services, for no less than twenty-four (24) months following the date of notification to such individuals; (e) perform or take any other actions required to comply with applicable law as a result of the occurrence; (f) without limiting Contractor’s obligations of indemnification as further described in this Contract, indemnify, defend, and hold harmless the State for any and all claims, including reasonable attorneys’ fees, costs, and expenses incidental thereto, which may be suffered by, accrued against, charged to, or recoverable from the State in connection with the occurrence; (g) be responsible for assisting the State in recreating lost State Data in the manner and on the schedule set by the State without charge to the State; and, (h) provide to the State a detailed plan within 10 calendar days of the occurrence describing the measures Contractor will undertake to prevent a future occurrence. Notification to affected individuals, as described above, must comply with applicable law, be written in plain language, and contain, at a minimum: name and contact information of Contractor’s representative; a description of the nature of the loss; a list of the types of data involved; the known or approximate date of the loss; how such loss may affect the affected individual; what steps Contractor has taken to protect the affected individual; what steps the affected individual can take to protect himself or herself; contact information for major credit card reporting agencies; and, information regarding the credit and identity monitoring services to be provided by Contractor. This Section survives the termination of this Contract.

32. Non-Disclosure of Confidential Information. The parties acknowledge that each party may be exposed to or acquire communication or data of the other party that is confidential, privileged communication not intended to be disclosed to third parties. The provisions of this Section survive the termination of this Contract.

a. Meaning of Confidential Information. For the purposes of this Contract, the term “Confidential Information” means all information and documentation of a party that: (a) has been marked “confidential” or with words of similar meaning, at the time of disclosure by such party; (b) if disclosed orally or not

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marked “confidential” or with words of similar meaning, was subsequently summarized in writing by the disclosing party and marked “confidential” or with words of similar meaning; and, (c) should reasonably be recognized as confidential information of the disclosing party. The term “Confidential Information” does not include any information or documentation that was: (a) subject to disclosure under the Michigan Freedom of Information Act (FOIA); (b) already in the possession of the receiving party without an obligation of confidentiality; (c) developed independently by the receiving party, as demonstrated by the receiving party, without violating the disclosing party’s proprietary rights; (d) obtained from a source other than the disclosing party without an obligation of confidentiality; or, (e) publicly available when received, or thereafter became publicly available (other than through any unauthorized disclosure by, through, or on behalf of, the receiving party). For purposes of this Contract, in all cases and for all matters, State Data is deemed to be Confidential Information.

b. Obligation of Confidentiality. The parties agree to hold all Confidential Information in strict confidence and not to copy, reproduce, sell, transfer, or otherwise dispose of, give or disclose such Confidential Information to third parties other than employees, agents, or subcontractors of a party who have a need to know in connection with this Contract or to use such Confidential Information for any purposes whatsoever other than the performance of this Contract. The parties agree to advise and require their respective employees, agents, and subcontractors of their obligations to keep all Confidential Information confidential. Disclosure to a subcontractor is permissible where: (a) use of a subcontractor is authorized under this Contract; (b) the disclosure is necessary or otherwise naturally occurs in connection with work that is within the subcontractor's responsibilities; (c) Contractor obligates the subcontractor in a written contract to maintain the State's Confidential Information in confidence; (d) as required by law, regulation or court order, provided that to the extent a receiving party is required to disclose confidential information pursuant to this subsection, the receiving party shall provide the furnishing party with notice of the legal request within one (1) business day of receipt, and assist the furnishing party in resisting or limiting the scope of the disclosure as reasonably requested by the furnishing party; and (e) required by the American Institute of Certified Public Accountants (AICPA) standards, provided such third party is under the same confidentiality requirements as is set forth in this Contract. At the State's request, any employee of Contractor or any subcontractor may be required to execute a separate agreement to be bound by the provisions of this Section.

c. Cooperation to Prevent Disclosure of Confidential Information. Each party must use its best efforts to assist the other party in identifying and preventing any unauthorized use or disclosure of any Confidential Information. Without limiting the foregoing, each party must advise the other party promptly in the event either party learns or has reason to believe that any person who has had access to Confidential Information has violated or intends to violate the terms of this Contract and each party will cooperate with the other party in seeking injunctive or other equitable relief against any such person.

d. Remedies for Breach of Obligation of Confidentiality. Each party acknowledges that breach of its obligation of confidentiality may give rise to irreparable injury to the other party, which damage may be inadequately compensable in the form of monetary damages. Accordingly, a party may seek and obtain injunctive relief against the breach or threatened breach of the foregoing undertakings, in addition to any other legal remedies which may be available, to include, in the case of the State, at the sole election of the State, the immediate termination, without liability to the State, of this Contract or any Statement of Work corresponding to the breach or threatened breach.

e. Surrender of Confidential Information upon Termination. Upon termination of this Contract or a Statement of Work, in whole or in part, each party must, within 5 calendar days from the date of termination, return

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to the other party any and all Confidential Information received from the other party, or created or received by a party on behalf of the other party, which are in such party’s possession, custody, or control; provided, however, that Contractor must return State Data to the State following the timeframe and procedure described further in this Contract. Should Contractor or the State determine that the return of any Confidential Information is not feasible, such party must destroy the Confidential Information and must certify the same in writing within 5 calendar days from the date of termination to the other party. However, the State’s legal ability to destroy Contractor data may be restricted by its retention and disposal schedule, in which case Contractor’s Confidential Information will be destroyed after the retention period expires. . Notwithstanding anything herein to the contrary, Contractor shall have the right to retain copies of non-State Data Confidential Information, and any summaries, analyses, notes, or extracts prepared by Contractor which are based on or contain portions of such Confidential Information to the extent necessary to evidence performance of the services, provided that Contractor retains such copies in accordance with its confidentiality obligations hereunder.

33. Data Privacy and Information Security. a. Undertaking by Contractor. Without limiting Contractor’s obligation of confidentiality as further described,

Contractor is responsible for establishing and maintaining a data privacy and information security program, including physical, technical, administrative, and organizational safeguards, that is designed to: (a) ensure the security and confidentiality of the State Data; (b) protect against any anticipated threats or hazards to the security or confidentiality of the State Data; (c) protect against unauthorized disclosure, access to, or use of the State Data; (d) ensure the proper disposal of State Data; and (e) ensure that all employees, agents, and subcontractors of Contractor, if any, comply with all of the foregoing. In no case will the safeguards of Contractor’s data privacy and information security program be less stringent than the safeguards used by the State, and Contractor must at all times comply with all applicable State IT policies and standards, which are available to Contractor upon request.

b. Reserved.

c. Right of Audit by the State. Without limiting any other audit rights of the State, the State has the right to review Contractor’s data privacy and information security program, as it relates to this Contract, prior to the commencement of Contract Activities and from time to time during the term of this Contract. During the providing of the Contract Activities, on an ongoing basis from time to time and without notice, the State, at its own expense, is entitled to perform, or to have performed, an on-site audit of Contractor’s data privacy and information security program. In lieu of an on-site audit, upon request by the State, Contractor agrees to complete, within 45 calendar days of receipt, an audit questionnaire provided by the State regarding Contractor’s data privacy and information security program.

d. Audit Findings. Contractor must implement any required safeguards as identified by the State or by any audit of Contractor’s data privacy and information security program.

e. State’s Right to Termination for Deficiencies. The State reserves the right, at its sole election, to immediately terminate this Contract or a Statement of Work without limitation and without liability if the State determines that Contractor fails or has failed to meet its obligations under this Section.

34. Reserved.

35. Reserved.

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36. Records Maintenance, Inspection, Examination, and Audit. The State or its designee may audit Contractor to verify compliance with this Contract. Contractor must retain, and provide to the State or its designee and the auditor general upon request, all financial and accounting records related to the Contract through the term of the Contract and for 4 years after the latter of termination, expiration, or final payment under this Contract or any extension (“Audit Period”). If an audit, litigation, or other action involving the records is initiated before the end of the Audit Period, Contractor must retain the records until all issues are resolved.

Within 10 calendar days of providing notice, the State and its authorized representatives or designees have the right to enter and inspect Contractor's premises or any other places where Contract Activities are being performed, and examine, copy, and audit all records related to this Contract. Such records shall not include Contractor’s internal costs to provide Contract Activities. Contractor must cooperate and provide reasonable assistance. If any financial errors are revealed, the amount in error must be reflected as a credit or debit on subsequent invoices until the amount is paid or refunded. Any remaining balance at the end of the Contract must be paid or refunded within 45 calendar days. This Section applies to Contractor, any parent, affiliate, or subsidiary organization of Contractor, and any subcontractor that performs Contract Activities in connection with this Contract.

37. Warranties and Representations. Contractor represents and warrants: (a) Contractor is the owner or

licensee of any Contract Activities that it licenses, sells, or develops and Contractor has the rights necessary to convey title, ownership rights, or licensed use; (b) all Contract Activities are delivered free from any security interest, lien, or encumbrance and will continue in that respect; (c) the Contract Activities will not infringe the patent, trademark, copyright, trade secret, or other proprietary rights of any third party; (d) Contractor must assign or otherwise transfer to the State or its designee any manufacturer's warranty for the Contract Activities; (f) the Contract signatory has the authority to enter into this Contract; (g) all information furnished by Contractor in connection with the Contract fairly and accurately represents Contractor's business, properties, finances, and operations as of the dates covered by the information, and Contractor will inform the State of any material adverse changes; and (h) all information furnished and representations made in connection with the award of this Contract is true, accurate, and complete, and contains no false statements or omits any fact that would make the information misleading. A material breach of this Section is considered a material breach of this Contract, which entitles the State to terminate this Contract under Section 23, Termination for Cause. TO THE EXTENT PERMITTED BY LAW, THE CONTRACTOR EXPRESSLY DISCLAIMS ANY WARRANTIES NOT LISTED HEREIN.

38. Conflicts and Ethics. Contractor will uphold high ethical standards and is prohibited from: (a) holding or acquiring an interest that would conflict with this Contract; (b) doing anything that creates an appearance of impropriety with respect to the award or performance of the Contract; (c) attempting to influence or appearing to influence any State employee by the direct or indirect offer of anything of value; or (d) paying or agreeing to pay any person, other than employees and consultants working for Contractor, any consideration contingent upon the award of the Contract. Contractor must immediately notify the State of any violation or potential violation of these standards. This Section applies to Contractor, any parent, affiliate, or subsidiary organization of Contractor, and any subcontractor that performs Contract Activities in connection with this Contract.

39. Compliance with Laws. Contractor must comply with all federal, state and local laws, rules and regulations

as applicable to its performance under this Contract.

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40. Reserved.

41. Reserved.

42. Nondiscrimination. Under the Elliott-Larsen Civil Rights Act, 1976 PA 453, MCL 37.2101, et seq., and the Persons with Disabilities Civil Rights Act, 1976 PA 220, MCL 37.1101, et seq., Contractor and its subcontractors agree not to discriminate against an employee or applicant for employment with respect to hire, tenure, terms, conditions, or privileges of employment, or a matter directly or indirectly related to employment, because of race, color, religion, national origin, age, sex, height, weight, marital status, or mental or physical disability. Breach of this covenant is a material breach of this Contract.

43. Unfair Labor Practice. Under MCL 423.324, the State may void any Contract with a Contractor or

subcontractor who appears on the Unfair Labor Practice register compiled under MCL 423.322. 44. Governing Law. This Contract is governed, construed, and enforced in accordance with Michigan law,

excluding choice-of-law principles, and all claims relating to or arising out of this Contract are governed by Michigan law, excluding choice-of-law principles. Any dispute arising from this Contract must be resolved in Michigan Court of Claims. Contractor consents to venue in Ingham County, and waives any objections, such as lack of personal jurisdiction or forum non conveniens. Contractor must appoint agents in Michigan to receive service of process.

45. Non-Exclusivity. Nothing contained in this Contract is intended nor will be construed as creating any

requirements contract with Contractor. This Contract does not restrict the State or its agencies from acquiring similar, equal, or like Contract Activities from other sources.

46. Force Majeure. Neither party will be in breach of this Contract because of any failure arising from any

disaster or acts of god that are beyond their control and without their fault or negligence. Each party will use commercially reasonable efforts to resume performance. Contractor will not be relieved of a breach or delay caused by its subcontractors. If immediate performance is necessary to ensure public health and safety, the State may immediately contract with a third party.

47. Dispute Resolution. The parties will endeavor to resolve any Contract dispute in accordance with this

provision. The dispute will be referred to the parties' respective Contract Administrators or Program Managers. Such referral must include a description of the issues and all supporting documentation. The parties must submit the dispute to a senior executive if unable to resolve the dispute within 15 business days. The parties will continue performing while a dispute is being resolved, unless the dispute precludes performance. A dispute involving payment does not preclude performance.

Litigation to resolve the dispute will not be instituted until after the dispute has been elevated to the parties’ senior executive and either concludes that resolution is unlikely, or fails to respond within 15 business days. The parties are not prohibited from instituting formal proceedings: (a) to avoid the expiration of statute of limitations period; (b) to preserve a superior position with respect to creditors; or (c) where a party makes a determination that a temporary restraining order or other injunctive relief is the only adequate remedy. This Section does not limit the State’s right to terminate the Contract.

48. Media Releases. News releases (including promotional literature and commercial advertisements)

pertaining to the Contract or project to which it relates must not be made without prior written State approval, and then only in accordance with the explicit written instructions of the State.

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49. Website Incorporation. The State is not bound by any content on Contractor’s website unless expressly incorporated directly into this Contract.

50. Entire Agreement and Order of Precedence. This Contract, which includes Schedule A – Statement of Work, and expressly incorporated schedules and exhibits, is the entire agreement of the parties related to the Contract Activities. This Contract supersedes and replaces all previous understandings and agreements between the parties for the Contract Activities. If there is a conflict between documents, the order of precedence is: (a) first, this Contract, excluding its schedules, exhibits, and Schedule A – Statement of Work; (b) second, Schedule A – Statement of Work as of the Effective Date; and (c) third, exhibits and schedules expressly incorporated into this Contract as of the Effective Date. NO TERMS ON CONTRACTOR’S INVOICES, ORDERING DOCUMENTS, WEBSITE, BROWSE-WRAP, SHRINK-WRAP, CLICK-WRAP, CLICK-THROUGH OR OTHER NON-NEGOTIATED TERMS AND CONDITIONS PROVIDED WITH ANY OF THE CONTRACT ACTIVITIES WILL CONSTITUTE A PART OR AMENDMENT OF THIS CONTRACT OR IS BINDING ON THE STATE FOR ANY PURPOSE. ALL SUCH OTHER TERMS AND CONDITIONS HAVE NO FORCE AND EFFECT AND ARE DEEMED REJECTED BY THE STATE, EVEN IF ACCESS TO OR USE OF THE CONTRACT ACTIVITIES REQUIRES AFFIRMATIVE ACCEPTANCE OF SUCH TERMS AND CONDITIONS.

51. Severability. If any part of this Contract is held invalid or unenforceable, by any court of competent

jurisdiction, that part will be deemed deleted from this Contract and the severed part will be replaced by agreed upon language that achieves the same or similar objectives. The remaining Contract will continue in full force and effect.

52. Waiver. Failure to enforce any provision of this Contract will not constitute a waiver.

53. Survival. The provisions of this Contract that impose continuing obligations, including warranties and

representations in the ordinary course of business, termination, transition, insurance coverage, indemnification, and confidentiality, will survive the expiration or termination of this Contract.

54. Contract Modification. This Contract may not be amended except by signed agreement between the parties (a “Contract Change Notice”). Notwithstanding the foregoing, no subsequent Statement of Work or Contract Change Notice executed after the Effective Date will be construed to amend this Contract unless it specifically states its intent to do so and cites the section or sections amended.

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STATE OF MICHIGAN

Contract No. 171180000000032 Statewide Customer Satisfaction Survey Program

SCHEDULE A

STATEMENT OF WORK CONTRACT ACTIVITIES

I. PROJECT REQUEST The purpose of this Contract is to conduct customer satisfaction surveys for the State of Michigan’s Office of Good Government (OGG), State Departments and MiDEAL members (authorized local units of government). The State seeks a Contractor who can develop, host, administer, analyze, and report results of customer satisfaction surveys (Projects) for various State Departments. The Contractor will perform two pilot projects for the Michigan Department of Treasury (Treasury) and the Michigan Department of Agriculture and Rural Development (MDARD). See Schedule C for further details. Additional Projects may be added throughout the Contract period, subject to the approval of the Program Manager.

II. BACKGROUND

The State of Michigan seeks to establish a framework for every department in state government to monitor and continuously improve customer satisfaction for the citizens of the State of Michigan through the use of customer satisfaction surveys.

III. REQUIREMENTS

The Contractor must perform the following:

1. Work and Deliverables A. Survey in General

The Contractor must: i. Develop, host, administer, analyze, and report r e s u l t s o f customer satisfaction

surveys for all Projects, including the pilot projects described in schedule C. ii. Provide a means to conduct customer satisfaction surveys that may include a web-

enabled link to citizens or customers invited to take the survey, utilizing an existing Interactive Voice Response (IVR) system that may already be in place to collect data or recommend a suitable alternative.

a. All communications, invites, the survey questionnaire itself, and all reports must be ADA compliant (see Section III. B. iii, ADA Compliance).

iii. Provide reports and recommendations regarding follow-up activities, access to on l ine repor t ing too ls , links to performance metrics/business outcomes, and recommended next steps. A sustainable transition: Contractor will advance the State’s teams’ knowledge and skills related to survey development, administration, and analysis. Contractor will focus on

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helping the State establish a customer service Center of Excellence (COE) aimed at supporting the State’s mission to build a more customer-centric government and work culture. Over time, Contractor can transition into an advisory role, supporting the State’s COE as it leads and manages the development and deployment of future customer satisfaction surveys. Contractor will build the State’s capacity while reducing costs over time.

B. Survey Scope and Design i. Customer Satisfaction Survey and Modality

a. Contractor will conduct customer satisfaction surveys beginning in the summer/fall of 2017 for the pilot projects (See Schedule C). Additional Projects may be added throughout the Contract period, subject to the approval of the Program Manager.

b. Contractor will design standardized measures that:

1) Employ statistical principles

2) Yield actionable data 3) Apply to any project:

At a minimum, core metrics will include a net promoter score (NPS), customer loyalty index (CLI, if applicable), and overall satisfaction.

4) Enable future statewide comparisons.

c. Contractor will utilize a consistent methodology (“the Contractor’s model”) across

all surveys. Contractor will use a simple, four-phased approach to conduct customer satisfaction surveys:

1) Design: Through discussions with key stakeholders, Contractor will draft high-level customer journey maps (i.e., diagrams that illustrate the steps customers go through in engaging with the State) to inform the survey design. Based on the completed map and desired research objectives,

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Contractor will recommend an overall feedback approach to help shape the strategic direction for how to target customer feedback collection. Once an approach is selected, Contractor will collaborate with the State to refine the customer questionnaire and aligning survey items with the State customers’ goals and objectives. Next, Contractor will work to establish alignment across the questionnaire content from the initial pilot projects. Contractor will also develop and document the data governance and management approach (e.g., demographics, question structure, and sampling strategy), program the survey content, and conduct an in-depth IT test and ADA review. Finally, integrated into the design phase will be the development of a long-term strategy, focused on building the State’s COE’s capability to deploy, analyze, and report on customer satisfaction surveys, as well as other types of surveys. This includes creating a three-year roadmap to self-sufficiency, with expansion of the survey tool to the broader State of Michigan organization at no additional cost (e.g., for employee pulse surveys), reducing reliance on varied sets of tools across the State.

2) Administer: Contractor will deploy mobile-friendly web surveys to customers either on a scheduled or event-driven basis (e.g., case-closed trigger or web intercept/pop up). Additionally, surveys can also be deployed using interactive voice response (IVR). Contractor can also send out reminder notices throughout the survey fielding period until the participant completes the survey.

3) Reporting and analysis: Contractor will deliver key reports in two ways: through the Contractor’s reporting tool, technology platform for viewing customer feedback results in real time, and an executive summary report. For customer satisfaction surveys that are conducted on an ongoing basis, quarterly reports detailing key trends will also be provided. Key reports include:

i. Contractor’s driver matrix, which maps each item’s overall agree score against the extent to which it correlates with customer satisfaction.

ii. Contractor’s heat map and demographic distribution table, which highlights high and low performance scores by demographic groups, displaying systemic and isolated issues by demographic for survey results. Issues are summarized, filtered, and organized by key demographics onto a single heat map page.

iii. Group comparisons which provide assessments of results by plan, customer segment, or any other demographic category to identify low- and high-performing groups.

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iv. Frequencies/distribution of responses which provide thorough results of each item in the survey, based on demographic categories such as service areas and customer segments.

v. Verbatim comments. Contractor can sanitize/anonymize comments and will work with the State to determine how to approach comment sanitization from open-ended questions, including determining who has access to commentary feedback.

vi. Advanced text analytics services available within Contractor’s tool (e.g., sentiment analysis and word clouds).

4) Insight and action:

Contractor will summarize the results and share key findings, recommendations, and leading practices for consideration in taking action to improve customer satisfaction.

d. The surveys shall include standardized questions to support the Contractor’s

model. The Contractor at a minimum must assess the level of overall satisfaction, how well expectations were met, how well did the products or services compare with ideal products or services. Contractor will collaborate with the State to develop a standardized set of key performance indicators (KPIs) and items that can be asked across customer satisfaction projects.

e. Contractor must employ a Net Promoter Score metric based on likelihood to recommend products or services to others.

1) Contractor will assess net promoter scores (NPS) using a 10-point “likelihood to recommend” response scale to identify the percentage of promoters, passives, and detractors among customers. Contractor will then calculate the final NPS score by subtracting the percentage of promoters from the percentage of detractors.

2) Following a low score, Contractor is able to send pre-specified State contacts a “trigger email”.

3) The NPS item will be customized for each project based on the specific product or service identified during the customer journey mapping process.

4) Contractor’s reporting tool is enabled to report on NPS via the main dashboard page, which will provide the State with an overall NPS score.

f. Other standardized questions may be used that will support the Contractor’s

model and also include customized questions developed in collaboration with the Program Manager and State employees affiliated with the Projects. The customized questions shall be able to be deleted, modified or replaced at appropriate intervals to focus on other areas of the Projects.

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g. On an annual basis, Contractor will do a thorough review with the State of each current project’s customized survey content to determine if the State wants to modify, delete, or replace any survey content. As part of this review, Contractor will conduct an evaluation of the statistical and psychometric properties of the questionnaire (i.e., factor analyses, reliability tests, correlational analyses, etc.) to determine to what extent current items are aligning to the expected survey themes and acting as consistent measures of the customer experience, and to make sure we remove or update any redundant items which may exist in the current survey.

h. Contractor will identify, measure and assess the key drivers of satisfaction using

the following four broad categories as input to measure quality: process, information, customer service and website. Contractor may suggest suitable alternatives to the four broad categories. Key drivers of customer satisfaction are those factors that most influence customer satisfaction for a particular product or service.

i. Metrics selected and tracked by the Contractor must also include: 1) Customers’ perceptions of their experiences, 2) What happened during each experience, and 3) The outcome from the interaction e.g., received the assistance they were

seeking, etc. Metrics selected for each customer satisfaction program will be based on the customer journey, which will detail out the course of the customer experience and the key interactions points between the State and the customer.

j. Contractor will collect responses within 21 days from customer contact and tabulate results. Depending on the customer journey and the type of feedback approach selected for a specific project (e.g., recurring relationship, transaction/event based, or ad hoc/deep-dive feedback), Contractor will make a recommendation if surveys should be conducted directly after a customer interaction has taken place or if there is benefit in conducting surveys on a more point-in-time basis. For the latter types of customer projects, we may recommend data collection at specific intervals of time (e.g., quarterly, bi-annually, or annually).

k. If random sampling or another statistical sampling method is used, Contractor

must provide an explanation why that is the best method employed. Sampling parameters will be determined in collaboration with the Program Manager. The method chosen must result in statistically valid results. Contractor will work with the State to determine the following for each project: 1) if a sampling methodology is necessary for a given project or if a census survey can be conducted, and 2) if a sampling methodology is required, which method should be used given the survey population and known restrictions.

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If a sampling methodology is used, Contractor will conduct a power analysis, which will determine the sample size required to deliver statistically valid results.

l. Contractor will capture customer data at the point of contact whenever possible

and also as mutually agreed upon by the Contractor and the Program Manager. (See Section III. B. i. a.). Contractor will recommend if point-of-contact data collection is the right approach based on the customer journey and the State’s final selection of a relevant feedback approach (e.g., recurring relationship, transaction/event based, or ad hoc/deep-dive feedback). When point-of-contact data collection is deemed the right approach because the customer interaction is a one-time, transaction/event, Contractor will capture in-the-moment feedback based on the State’s ability to transfer customer data via Application Program Interface (API) or other means as soon after the event as possible. Contractor will work with the State to determine the most economical and efficient approach to take based on the available systems and resources.

m. Contractor will provide the tools and assistance needed to implement a survey

model for the Projects. Contractor will team with the State as the State’s strategic advisor to help guide the State through Contractor’s four-phased survey development and deployment model, as well as deliver the technology and tools required for a successful survey program. Tools Contractor will provide include:

1) An online hierarchy manager for aligning customer satisfaction surveys with the appropriate divisions within the State and scheduling alerts (as wanted) when low customer satisfaction scores occur.

2) Contractor’s survey builder tool allowing the State to design, deploy, analyze, and report on almost any type of employee or customer survey, ranging from simple tracking of surveys Contactor builds to building the State’s own simple to complex customer surveys as well.

n. Contractor must work with the State's information technology staff to enable

effective and secure access to and completion of the survey. Contractor will provide the State and the State’s information technology staff with an “IT Checklist” that outlines the steps and actions necessary to successfully deliver the survey and internally implement the online reporting and action planning tool to the State’s systems. Additionally, Contractor will work with the State’s IT

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department to determine the parameters and nuances of internet firewalls, email spam filters, and internet browser usage throughout the organization.

o. Customers will be directed to a site or survey instrument designated by the

Contractor. The survey will be administered through Contractor’s online administration platform, which has multiple options for accessing the survey, including computer, tablet, kiosk, or smartphone. Contractor will determine with the State the right way to direct customers to the survey based on availability of customer information and access to each respondent. Contractor can accommodate for mix modalities, depending on these factors. Feedback is captured in real time and is immediately incorporated into the response rate site for real-time tracking once completed.

p. Contractor must ensure that the survey responses will be confidential. In addition, respondents will be guaranteed their confidentiality, and the administration of the survey will need to reinforce that guarantee. Contractor’s team will provide the State with a robust, clear, and effective communication plan, showing the precise steps and methods used to help customers feel confident that responses are protected and kept confidential. Contractor also has a process that allows customers to “opt-in” to be contacted should there be an issue or score needing attention, called the “closed-loop process.” Contractor’s systems support this workflow and allow the State to track alert responses and manage the loop being closed over time.

ii. ADA Compliance

a. All items provided by the Contractor must be ADA compliant and adhere to the Look and Feel Standards described at www.michigan.gov/somlookandfeelstandards.

b. Contractor shall comply with and adhere to the Accessibility Standards of Section 508 of the Rehabilitation Act of 1973, including any more specific requirements set forth in any future Projects. See DTMB Policy at http://www.michigan.gov/documents/dmb/1650.00_209567_7.pdf?20151026134621.

c. Contractor will coordinate testing and acceptance of each survey by working with designated State testers and will deploy each survey only after we receive confirmation that each survey is approved by the State as ADA compliant.

iii. Security

Contractor must ensure security/protection of the data throughout all phases of administration, collection, analyses, reporting, and post-survey follow-up. The Contractor is responsible for all aspects of quality control and security--data collection, storage, transmission, and reporting; and for disaster recovery on their site.



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C. Survey Design - Other

i. Questionnaire Design Process a. Validated Instruments:

Contractor follows current industry practices and offers standardized metrics that have been validated, benchmarked, and used globally across a large number of industries. This includes metrics such as net promoter score (NPS), customer loyalty index (CLI), overall satisfaction, service quality, and more. Contractor has a large library of more than 300 validated questions where psychometric methods were previously employed to develop the reliability and validity of our metrics and items that can be shared with the State.

b. The survey must include branching, allowing the Program Manager and State employees affiliated with the Projects to ask specific and unique questions, based on conditional demographics when requested. Contractor’s online survey administration system must be customizable, including the ability to branch questions to different groups of people by service received, frequency of use, contact method, etc. Contractor can program the site to target select populations with specific survey questions, either by pre-populated demographic classifications or according to response to a survey item (e.g., a self-select demographic, a dichotomous, or a Likert scale item).

ii. Questionnaire Updates a. The Program Manager and State employees affiliated with the Projects will

provide necessary information for the Contractor to customize a series of customer demographic questions that allow further analysis and understanding of responses.

b. To protect confidentiality, Contractor will not identify individual participant comments or provide responses to anyone at the State below an established minimum group size. Contractor will produce only a summary of responses, not individual responses.

iii. Questionnaire Approval a. The Program Manager will approve the final questionnaire.

b. The questionnaire content will be finalized within five iterations.

iv. Open Ended Questions

a. The survey platform will allow for open-text comments. Contractor will work with the Program Manager to determine the most appropriate open-ended questions.

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Contractor will work with the Program Manager to provide comment reports in a manner that will allow for analysis and segmentation. Contractor will provide all verbatim comments made by respondents except in the cases where a respondent’s confidentiality could be compromised. Commentary feedback can be accessed via the online reporting tool and segmented by the available survey demographics.

b. Comments must be organized to allow for efficient categorization that can be accessed (queried/filtered) via an online reporting portal tool (See Section I. iii Online Reporting Tool). Contractor must also employ a text analytics tool for more detailed analysis of open ended responses. Contractor’s text analytics engine will allow the State to analyze and mine open-ended comment responses, using natural language processing (NLP) algorithms to analyze the free text comments and automatically categorize them into priority areas. In addition to theming and sub-theming comments, the engine also identifies the sentiment of each comments’ theme and subtheme. Comments can then be filtered by demographics or key words, and word clouds are interactive to allow for drilldowns into specific themes or topics.

v. Branding The Program Manager will have the ability to customize the survey to include appropriate branding/logos. The State of Michigan project team will have final approval of the survey appearance and functionality prior to survey launch.

D. Segmentation/Survey Coverage i. Departments/ Agencies

This Contract is available to other State Departments and MiDeal Members.

ii. Benchmarking Contractor must provide comparative data for element scores within the pilot project report(s) that includes national or international benchmark comparison groups, one that will allow comparison to other service industries and governmental or public sector organizations, and/or another that allows comparison against other leading organizations in their respective industries. This must be provided in an electronic format, such as MS Word, Excel, PPT or PDF. Alternatively, general business-to-business or business-to-consumer benchmark data that includes a variety of industries can be made available for comparison.

iii. Trending

Contractor must incorporate trending data by quarter for the first year and annually thereafter.

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For each pilot project, Contractor will provide overall reports with suggested research approach next steps, including frequency of reporting based on volume, frequency of responses, and stakeholder feedback. Both online and offline reports can incorporate time-period trending on a quarterly and/or a yearly basis for comparative purposes. Offline reports will include conclusions, key findings, and recommendations based on trends over the course of the desired timeframe and provide a framework for assessing the progress made over time.

E. Testing and Communications i. Survey Technical and User Testing

a. The Contractor is responsible for delivering a fully-tested system that is ready for user acceptance testing by State employees affiliated with the Projects.

b. Connectivity and functional testing must be conducted and reviewed by the Program Manager.

c. The Contractor will provide a description of unit, systems and user acceptance testing

d. The Contractor is responsible for establishing a test environment and providing proof it is operations ready.

e. If errors are uncovered during testing, the Contractor will make corrections at no additional cost to the State.

ii. ADA Testing and Roll-out Contractor must program a version of any web-enabled or other survey to be ADA compliant by ensuring it is usable with screen readers. Once programmed, Contractor will coordinate testing and acceptance with State employees affiliated with the Projects.

iii. Post-Survey Communications Roadmap Contractor must work with the Program Manager to finalize a post-survey roadmap, outlining the sequence, timing and dates of survey reports and communications messages. Contractor will also help the State design the messaging around the results to increase the impact of the survey and mobilize action to improve the customer experience.

F. Demographic Data i. Customer Demographic Data

a. Contractor must capture customer demographics. The list below is a sample of demographic groups

1) Email address and phone number 2) Racial/Ethnic Group 3) Age Range 4) Gender 5) Highest Education Level Attained 6) City and County

b. Responses to demographic questions are provided by participants.

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G. Help Desk Support

i. Help Desk Support Contractor will provide respondent support via e-mail.

ii. During survey administration, respondents can email the Contractor with questions and the Contractor’s team will respond to issues/requests that arise within 24 hours, typically in the same day.

iii. Contractor will also work with each client to design a proper escalation protocol in the event the respondent’s issue is more suitable for the State’s team to address.

iv. Upon deploying the survey, Contractor will be attentive to initial bounce-back and undeliverable emails, so that in working with the State Contractor can quickly correct contact information, where available.

H. Quality Review i. Review meetings

Prior to the first survey being distributed, Contractor must hold bi-weekly meetings with the Program Manager to review the survey process timeline, communication templates, and reporting templates.

ii. Survey Debrief Contractor must meet with the Program Manager at least monthly to review the overall project to date.

iii. Pre-delivery results review Contractor must review all final output with the Program Manager at least one week prior to presentation or delivery to other State employees.

iv. Pre-delivery online results portal review Contractor must review initial portal programming with the Program Manager. One to two weeks prior to delivery to State employees affiliated with the Projects, Contractor will work with the Program Manager to ensure tables, functionality and general usability meets State requirements.

I. Survey Results Reporting

i. Overall Survey Reports a. Contractor will provide quarterly summaries, beginning 3 months from the

contract start date.

b. The report must include average element satisfaction and future behavior results and composite scores for benchmarked private sector and governmental entities.

c. The report must include a review of the history of results, element scores over time, customer satisfaction scores over time and verbatim comments to open-ended questions.

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d. The reports must include recommended follow-up actions and subsequent

survey activities.

e. Contractor will propose a framework for the overall analysis in the quarterly reports provided, including progress on key metrics.

1) Contractor’s driver matrix will map each item’s overall agree score against the extent to which it correlates with customer satisfaction. The map profiles which items should be priorities for action and which strengths need to be preserved.

2) Contractor’s heat map and demographic distribution table will highlight high and low performance scores by demographic groups, displaying systemic and isolated issues by demographic group for survey results. Issues are summarized, filtered, and organized by key demographics onto a single heat map page.

3) Group comparisons will provide assessments of results by customer segment, or any other demographic category, in order to identify low- and high-performing groups. Historical and benchmark comparison data will also be included in both offline and online reports for leaders to compare results against.

4) Key findings and recommendations will summarize the results by identifying important takeaways and areas for action to improve customer satisfaction.

5) Frequencies/distribution of responses will provide more detailed results of each item in the survey, based on demographic categories such as service areas and customer segments.

f. Contractor will provide context via benchmarking data and best practices and

prioritize areas of improvement including, areas to focus resources, areas to keep as status quo, areas to monitor and areas to limit resources.

g. Contractor will summarize customer question results.

h. Contractor will provide recommendations regarding the customer experience.

i. Contractor must identify best practices for addressing key metrics.

j. In addition to electronic copies the Contractor will provide 10 hard copies of any and all survey reports generated.

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ii. Presentations a. Contractor must present results of the Projects to State employees affiliated with

the Projects. Such presentations will include the relationship of the survey responses to various demographics, organizational units, and geography.

1) Contractor will results review with the core project team. 2) Contractor can conduct in-person or webinar results review with Agency

directors, champions, and other key stakeholders.

b. Contractor will provide additional analyses to clarify issues relative to each pilot project.

1) Contractor will conduct analyses to provide recommendations for improving the implementation process ahead of the next survey deployment (e.g., changes to target population, frequency of data collection, and/or elements for reporting).

2) Contractor will share the findings for demographic, organizational unit, and geography data and share insights related to strengths and areas for improvement.

c. Additional Presentations may be required.

iii. Online Reporting Tool

a. Contractor must provide online reporting and analysis capabilities to State employees affiliated with the Projects for additional analysis/breakdowns of the data. Contractor will provide preformatted reports for easy export, printing and viewing.

1) This includes custom development of online dashboards, configuration of role-based access, and project-specific training, materials, and reference guides.

2) Pre-formatted reports can also be provided to include key metrics, summarized data responses, and recommendations for next steps. Ad hoc reports can also be created and downloaded from the Contractor’s tool as well. Reports can be easily exported into various formats (e.g., PowerPoint, PDF, Excel) and shared offline with agency leaders and/or other team members as needed.

b. Online access of demographics and data will be provided for a minimum of 3 years following the administration of the survey.

c. The State will have access to Contractor’s tool for an unlimited number of managers and leaders.

d. Options for action response are also built into the process. Contractor will work with the State to design a change process to improve the impact of the survey data on the customer experience both at the strategic and tactical level. Steps include:

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1) Document an action planning and closed-loop feedback roadmap by defining who should see what result and when.

2) Develop customer surveys to generate immediate action based on customer responses. Contractor will facilitate workshops to co-design alert definitions, escalation, and closed-loop processes.

3) Develop alert types and survey response triggers. 4) Define and document closed-looping roles, responsibilities, and

processes. Contractor will provide virtual training sessions for users to learn how to use the Contractor’s tool on an ongoing basis for continual collection and interpretation of the data being collected. Users typically attend these trainings via a webinar, which is recorded and will be made available to the State.

iv. Raw Survey Results Data Contractor must provide raw survey results data to the Program Manager upon request. Contractor will provide response data at every point on the response scale.

Contractor will align the data to the associated survey item text and scale and provide to you in Excel or similar format via secure file transfer. Data will be stripped of demographic identifiers to maintain confidentiality throughout the process.

v. Analytics Report Contractor must provide the Program Manager a statistical analysis report including descriptive statistics, correlations, regression and factor analysis at the item and demographic level. Contractor can also include any additional or alternate analyses for inclusion in the report:

1) Descriptive statistics for every survey item: mean, median, mode, standard deviation, and response rate

2) Correlations: each item with all other items; each item against all themes; each theme with all themes

3) Frequency tables: for each survey item, for each level on the five-point Likert scale Histograms, for every survey item

4) Significance testing (regression, t-test, ANOVA): to transform key customer questions into testable hypotheses, which can then be tested as regression-based analyses for any continuous independent variables or as t-tests/ANOVA analyses for categorical variables

5) Factor analysis: to identify the underlying structure/themes within the data set Reliability analysis: per survey theme using Cronbach’s Alpha

vi. Electronic Reports All reports will be available in an electronic format.

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J. Post-Survey Activities i. Follow-up Strategy

a. Contractor must provide consultation to the Program Manager and State employees affiliated with the Projects for customer satisfaction survey follow-up. Contractor must recommend strategy and approach to address major issues and items.

b. Contractor must recommend follow-up actions and subsequent survey activities. Based on the results and comparisons with findings from similar or other organizations, the contractor will recommend a series of interventions designed to positively impact customer satisfaction.

ii. Lessons Learned The Contractor must conduct a lessons learned session with the Program Manager and State employees affiliated with the Projects and identify how the future survey roll outs can be changed to be more efficient and effective.

2. Training

A. The Contractor will, at the request of the State, provide training on usage of an online portal for the Program Manager and State employees affiliated with the Projects to view statistics, reports, comments and analytical results.

B. Contractor will, at the request of the State, propose, design and administer staff training on

action planning as needed to address identified issues most effectively resolved via training.

C. The Contractor must provide user manuals and technical manuals upon request.

To support the State’s use of the online reporting portal, Contractor’s services will include virtual training sessions for users to learn how to use the reporting tool in support of post-survey analysis, ad hoc report creation, and action planning. Users typically attend these meetings via a webinar, which is recorded and will be made available to you to share/post internally. Training materials, including a user guide, will also be available to State of Michigan users as well.

3. Acceptance A. Acceptance, Inspection and Testing

The State will use the following criteria to determine acceptance of the Contract Activities: i. The Contractor will submit quarterly reports to the Program Manager for their review. ii. The Program Manager will have 30 days to review the reports. iii. Upon approval of the Program Manager, the reports will be deemed accepted

deliverables.

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4. Staffing A. Contractor Representative

i. The Contractor must appoint a representative, specifically assigned to State of Michigan accounts, that will respond to State inquiries regarding the Contract Activities, answering questions related to ordering and delivery, etc. (the “Contractor Representative”). Contractor Representative: Elizabeth Conjar

ii. The Contractor must notify the Contract Administrator, where possible, at least 30

calendar days before removing or assigning a new Contractor Representative.

B. Customer Service Number The Contractor must specify its customer service number for the State to make contact with the Contractor Representative. The Contractor Representative must be available for calls during the hours of 8 am to 5 pm EST.

C. Work Hours

The Contractor must provide Contract Activities during the State’s normal working hours Monday – Friday, 7:00 a.m. to 6:00 p.m. EST, and possible night and weekend hours depending on the requirements of the project.

D. Key Personnel

The Contractor must appoint a Project Manager, Senior Analyst, and Junior Analyst who will be directly responsible for the day-to-day operations of the Contract (“Key Personnel”). Key Personnel must be specifically assigned to the State account, be knowledgeable on the contractual requirements, and respond to State inquires within 48 hours.

The State has the right to recommend and approve in writing the initial assignment, as well as any proposed reassignment or replacement, of any Key Personnel. Before assigning an individual to any Key Personnel position, Contractor will notify the State of the proposed assignment, introduce the individual to the State’s Project Manager, and provide the State with a resume and any other information about the individual reasonably requested by the State. The State reserves the right to interview the individual before granting written approval. In the event the State finds a proposed individual unacceptable, the State will provide a written explanation including reasonable detail outlining the reasons for the rejection. The State may require a 30-calendar day training period for replacement personnel.

Contractor will not remove any Key Personnel from their assigned roles on this Contract without the prior written consent of the State. The Contractor’s removal of Key Personnel without the prior written consent of the State is an unauthorized removal (“Unauthorized Removal”). An Unauthorized Removal does not include replacing Key Personnel for reasons beyond the reasonable control of Contractor, including illness, disability, leave of absence, personal emergency circumstances, resignation, or for cause termination of the Key Personnel’s employment. Any Unauthorized Removal may be considered by the State to be a material breach of this Contract, in respect of which the State may elect to terminate this Contract for cause under Termination for Cause in the Standard Terms. It is further acknowledged that an Unauthorized Removal will interfere with the timely and proper completion of this Contract, to the loss and damage of the State, and that it would be impracticable and extremely difficult to fix

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the actual damage sustained by the State as a result of any Unauthorized Removal. Therefore, Contractor and the State agree that in the case of any Unauthorized Removal in respect of which the State does not elect to exercise its rights under Termination for Cause, Contractor will issue to the State the corresponding credits set forth below (each, an “Unauthorized Removal Credit”):

(i) For the Unauthorized Removal of any Key Personnel designated in the applicable Statement of Work, the credit amount will be $2,000.00 per individual if Contractor identifies a replacement approved by the State and assigns the replacement to shadow the Key Personnel who is leaving for a period of at least 30 calendar days before the Key Personnel’s removal.

(ii) If Contractor fails to assign a replacement to shadow the removed Key Personnel for at least 30 calendar days, in addition to the $2,000.00 credit specified above, Contractor will credit the State $133.33 per calendar day for each day of the 30 calendar-day shadow period that the replacement Key Personnel does not shadow the removed Key Personnel, up to $2,000.00 maximum per individual. The total Unauthorized Removal Credits that may be assessed per Unauthorized Removal and failure to provide 30 calendar days of shadowing will not exceed $4,000.00 per individual.

Contractor acknowledges and agrees that each of the Unauthorized Removal Credits assessed above: (i) is a reasonable estimate of and compensation for the anticipated or actual harm to the State that may arise from the Unauthorized Removal, which would be impossible or very difficult to accurately estimate; and (ii) may, at the State’s option, be credited or set off against any fees or other charges payable to Contractor under this Contract.

Key Personnel: Name Title Functions Todd Hoffman Relationship partner As your relationship partner, Todd will manage

our relationship with the State of Michigan and provide access to PwC subject matter specialists.

Michael Tosh Public sector leader and State of Michigan IT lead

As your IT lead, Michael will oversee and assist with tool development and testing.

Robert Tate Engagement director

As your engagement director, Robert will provide oversight on overall project quality and will be the lead project architect covering overall program approach, survey design, reporting, and analysis.

Elizabeth Gibbons Customer satisfaction survey specialist

As your customer satisfaction survey specialist, Elizabeth will provide broad subject matter specialization related to the research around customer experience, loyalty, linkages with employee engagement, and retention research.

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E. Organizational Chart:

F. Disclosure of Subcontractors If the Contractor intends to utilize subcontractors, the Contractor must disclose the following:

i. The legal business name; address; telephone number; a description of subcontractor’s organization and the services it will provide; and information concerning subcontractor’s ability to provide the Contract Activities.

ii. The relationship of the subcontractor to the Contractor. iii. Whether the Contractor has a previous working experience with the subcontractor. If

yes, provide the details of that previous relationship. iv. A complete description of the Contract Activities that will be performed or provided by

the subcontractor.

5. Project Management A. Project Plan

Contractor must provide a project plan for all Projects, including the pilot projects described in Schedule C. Project plans should identify items such as the required contact personnel; the date the project plan must be submitted to the State; project management process; project breakdown identifying sub-projects, tasks, and resources required; expected frequency and mechanisms for updates/progress reviews; process for addressing issues/changes; and individuals responsible for receiving/reacting to the requested information.

i. A thorough project plan, which tracks the timing of each milestone and activity along with the status to quickly assess the impact of any project decision on future milestones.

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ii. A decision and issue log, which tracks questions or issues that arise over the course of the project, along with the resolution plan, dates, details, and decisions.

iii. A weekly discussion tracker, which highlights key topics to discuss, issues to resolve, and questions to address on a weekly basis during status calls

The Contractor’s team will proactively focus on identifying, monitoring, and mitigating project risks, in addition to responding to any issues if and when they occur. Contractor’s Sample Project Plan:

The Contractor will carry out this project under the direction and control of the Program Manager. Within 30 calendar days of the Effective Date, the Contractor must submit a project plan to the Program Manager for final approval. The plan must include: (a) the Contractor's organizational chart with names and title of personnel assigned to the project, which must align with the staffing stated in accepted proposals; and (b) the project breakdown showing sub-projects, tasks, and resources required.

B. Meetings

i. The Contractor must attend the Review Meeting (Section H. i.). The project manager will

facilitate weekly status calls with a structured agenda. Contractor will provide a list of decisions that need to be made prior to the status call, maintain an issues and decisions log, and share a summary of meeting notes after each status call.

ii. The State may request other meetings, as it deems appropriate.

6. Ordering A. Authorizing Document

The appropriate authorizing document for the Contract will be a Master Agreement (MA) and Delivery Order (DO) release.

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7. Invoice and Payment

A. Invoice Requirements All invoices submitted to the State must include: (a) date; (b) purchase order; (c) quantity; (d) description of the Contract Activities; (e) unit price; (f) shipping cost (if any); and (g) total price. Overtime, holiday pay, and travel expenses will not be paid.

B. Payment Methods

The State will make payment for Contract Activities through Electronic Funds Transfer (EFT) payments.

C. Procedure

Invoices will be paid after review and approval from the Program Manager.

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STATE OF MICHIGAN


SCHEDULE B

PRICING MATRIX

1. The Contractor must provide a pricing schedule for the proposed Contract Activities using the pricing tables below. This includes a general survey rate cost sheet, a price proposal for Treasury and a price proposal for MDARD (See Schedule C).

2. Price proposals must include all costs, including but not limited to, any one-time or set-up charges, fees, and potential costs that Contractor may charge the State (e.g., shipping and handling, per piece pricing, and palletizing).

General Survey Rate Costs:

Foundational Approach

• One questionnaire for respondents, including survey design based on business/operations goals and objectives

• Online administration (with emailed unique link and to access the survey) • Communication plan and sample templates (e.g., survey invitations, reminder emails, thank

you) for a single customer population • Incorporation of customer demographics for enhanced and ad-hoc reporting • Technical support during administration • One Overall report – illustrating results across major locations, key demographics, etc. • Access to self-service online reporting tool • Provide user manuals and technical manuals • A webcast (can be recorded) training on usage of an online portal for the Program Manager

and State employees affiliated with the Projects to view statistics, reports, comments and analytical results

Foundational Fee Range: $20,000 - $27,500 - per survey cycle administration Enhanced Approach

Includes all services listed in the Foundational Approach • Survey roadmap/strategy session for three to five-year planning • High-level customer journey maps for up to three customer types (e.g. citizen and business) • Multiple questionnaires to be developed with branching as needed across services/products

(up to three questionnaires total) • Statistical sampling approach and finalization • One presentation to the Leadership team • Text analytics and reporting of open-ended questions

Enhanced Fee Range: $27,500 - $53,500 per survey cycle administration Extended Scope Approach

Includes all services listed in the Enhanced Approach • High-level customer journey maps for multiple customer types • Multiple questionnaires to be developed with branching as needed across services/products

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• Communication plan and sample templates (e.g., survey invitations, reminder emails, thank you) for multiple customer populations

• Multiple Overall reports based on service area or customer population Extended Scope Fee Range: ~$53,500+ per survey cycle administration

Training Fixed Rate Costs (Schedule A, Section 2. Training)

Training Deliverable Cost for Year 1 Cost for Year 2 Total Cost

Provide training on usage of an online portal for the Program Manager and State employees affiliated with the Projects to view statistics, reports,

comments and analytical results. (2.A)

$3,500 $2,000 $5,500

Propose, design and administer staff training on action planning as needed

to address identified issues most effectively resolved via training. (2.B)

$2,000 - $25,000

$2,500 - $25,000

$4,500 - $50,000

Provide user manuals and technical manuals. (2.C)

No charge No charge No Charge

Total Cost $5,500 - $28,500

$4,500 - $27,000

$10,500 - $55,500

Survey for Treasury’s Contact Center

Requirements Per Survey

Cost for Year 1 Cost for Year 2 Total Cost

Survey Development $15,000 $9,000 $24,000

Survey Administration

$14,000 $15,000 $29,000

Survey Analysis $13,500 $14,000 $27,500

Online Tool $7,000 $7,500 $14,500

Total Cost $49,500 $45,500 $95,000

Assumptions include:

● Survey roadmap/strategy session for three- to five-year planning ● High-level customer journey maps for up to two Treasury customer types (e.g.

citizen and business)

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● Statistical sampling approach and finalization ● One transaction/event-based questionnaire to be developed with minimal

branching and unique items across customer types and their interaction with Treasury (e.g., phone, correspondence, and web)

● Communication templates for each customer type (e.g., survey invitations, reminder emails, thank you)

● Survey and communications programming ● Online administration and technical support during administration ● One overall Treasury report incorporating results across customer and channel

type report to include post-pilot research approach and next-step recommendations ● One presentation to the Treasury leadership team

Access to self-service online reporting and action planning via Contractor’s tool

Survey for MDARD

Requirements Per Survey

Cost for Year 1 Cost for Year 2 Total Cost

Survey Development $31,000 $17,000 $48,000

Survey Administration $17,000 $6,000 $23,000

Survey Analysis $26,500 $16,000 $42,500

Online Tool $17,000 $9,000 $26,000

Total Cost $91,500 $48,000 $139,500

Assumptions include:

● Survey roadmap/strategy session for three- to five-year planning ● High-level customer journey maps for up to six MDARD divisions ● One transaction/event-based questionnaire and one recurring relationship questionnaire to be

developed with branching as needed across divisions (two questionnaires total) ● Communication templates for each customer type for up to six MDARD divisions (e.g., survey

invitations, reminder emails, thank you) ● Survey and communications programming ● Online administration and technical support during administration ● One overall MDARD report incorporating results across both survey types and the six

MDARD divisions. Report to include post-pilot research approach and next-step recommendations ● One presentation to the MDARD leadership team

Access to self-service online reporting and action planning via START

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STATE OF MICHIGAN


SCHEDULE C

PILOT PROJECTS

Michigan Department of Agriculture & Rural Customer Information

The mission of the Michigan Department of Agriculture & Rural Development is, "Assure the food safety, agricultural, environmental, and economic interests of the people of the State of Michigan are met through service, partnership and collaboration."

The goal for this pilot is to assess the customer satisfaction experience across the major inspection processes in MDARD and continue to monitor those experiences on a regular basis. In addition the goal is to use the findings of these assessments to improve the ongoing customer experience and meet the objective of continuous improvement across the department.

MDARD DIVISION

FUNCTIONAL AREA

DESCRIPTION TYPE OF INTERFACE

QTY PER

YEAR

QTY PER CALENDAR YEAR QTR.

Food & Dairy Division

Dairy Inspection Program

Field inspection of dairy farms, processing plants, pasteurizers and associated laboratories and milk transporting trucks along with quality reviews by our dairy rating officers.

Face to face inspection 7,000 1,750/qtr.

Animal Industry Division

Animal Shelter Program

Annual inspections of animal shelters to assure compliance with state regulations and to provide guidance and education.

Face to face inspection 180 Jan-Mar =20

Apr-June = 60

Jul-Sep = 60

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Oct-Dec = 40

Environmental Stewardship Division

Right to Farm Siting Program

Siting is a process MDARD uses to assist livestock growers in determining an appropriate location for either a new livestock operation or an expansion of an existing operation. There is considerable communication between the department and the farmer as well as their consultant(s).

Face to face on-site review and phone conversations

300 Jan-Mar = 45

Apr-June = 120

Jul-Sep = 120

Oct-Dec = 15

Laboratory Division

Motor Fuel Inspection

Ongoing inspections and sampling of motor fuels in the marketplace (both at retail and at terminals) to ensure specifications are being met.

Face to face inspection 4,000 1,000/qtr.

Ag Development Division

Ag Development Company Visits

Meetings with food and agriculture companies Face to face visit 200-250 Approx. 60/quarter

Pesticide and Plant Pest Management Division

Exam Administration

Pesticide certification exams are administered to individuals who have applied to become certified.

Face to face classroom style interaction

6,012 Jan-Mar =2,556

Apr-Jun = 1,791

Jul-Sep = 515

Oct-Dec = 1,150

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Michigan Treasury Customer Information

Treasury exists to provide quality financial, tax, and administrative services. The state treasurer acts as principal advisor to the governor on tax and fiscal policy issues. The state treasurer is the chairperson of the Michigan Debt Advisory Board, the Michigan Education Trust, the Michigan Higher Education Assistance Authority, the Michigan Higher Education Student Loan Authority, the Michigan Merit Award Board, the Michigan Municipal Bond Authority, and the Michigan School District Accountability Board.

The goal for this pilot is to assess the individual taxpayer customer satisfaction experience in Treasury’s call center. In addition, it is to assess Treasury’s customer satisfaction experience for businesses using the Sales, Use or Withholding (SUW) Business Tax call center.

Finally, the goal is to continue to monitor those experiences on a regular basis and use the findings of the assessments to improve the ongoing customer experience and meet the objective of continuous improvement across the department.

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2016 Michigan Individual Income Tax (IIT) Inbound Call Center Data

Jan Feb Mar Apr May Jun

Phone Calls 8,141 22,723 36,413 28,683 22,194 17,345 Correspondence 1,546 2,250 3,701 2,961 3,948 3,432 Web Requests 979 2,794 3,930 3,201 2,453 1,891

Jul Aug Sep Oct Nov Dec Total Phone Calls 13,822 14,251 12,529 10,071 8,657 7,192 202,021 Correspondence 1,979 3,347 2,144 2,299 1,401 1,442 30,450 Web Requests 1,360 1,360 1,119 974 799 525 21,385

2016 Sales, Use or Withholding (SUW) Business Tax Call Center Data

There are approximately 330,000 SUW taxpayers.

Jan Feb Mar Apr May Jun

Phone Calls 11,810 12,706 10,327 9,303 18,692 7,373 Correspondence 10,522 4,852 4,068 3,932 6,489 4,066 Web Requests 118 289 155 118 112 95

Jul Aug Sep Oct Nov Dec Total Phone Calls 8,458 15,733 16,563 20,917 18,284 12,127 162,293 Correspondence 4,812 8,255 16,680 13,350 7,727 6,355 91,108 Web Requests 94 141 105 128 120 104 1,579

Download - STATE OF MICHIGAN CENTRAL PROCUREMENT SERVICES …525 W. ALLEGAN ST., LANSING, MICHIGAN 48913 P.O. BOX 30026 LANSING, MICHIGAN 48909 CONTRACT CHANGE NOTICE Change Notice Number 5 to

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