210000001422.pdf

STATE OF MICHIGAN PROCUREMENT

Department Technology, Management and Budget Central Procurement Services 320 S Walnut Street Lansing, MI 48933 P.O. Box 30026, Lansing, MI 48909

CONTRACT CHANGE NOTICE

Change Notice Number 13 to

Contract Number MA210000001422

C O

N

TR

AC

TO

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Slalom, Inc

660 Woodward Ave., Suite 1975

Detroit MI 48226

Scott Boyton

(313) 570-5556

Scott.Boynton@Slalom.com

VS0150962

ST

AT

E

Pr og ra m

M an ag er

Holly Grandy-Miller DTMB

517-243-8710

Millerh1@michigan.gov

C on tr ac t Ad m in is tr at or Adam Ashley DTMB

(517) 855-1376 ashleya2@michigan.gov

CONTRACT SUMMARY

Human Centered Design (HCD) Services – Prequalification Program

INITIAL EFFECTIVE DATE

September 1, 2021

INITIAL EXPIRATION DATE

August 31, 2026

INITIAL AVAILABLE OPTIONS

5 - 1 Year

EXPIRATION DATE BEFORE

August 31, 2026

PAYMENT TERMS

NET 45

DELIVERY TIMEFRAME

N/A

ALTERNATE PAYMENT OPTIONS

P-Card Direct Voucher (PRC) Other

EXTENDED PURCHASING

Yes No

MINIMUM DELIVERY REQUIREMENTS

N/A

DESCRIPTION OF CHANGE NOTICE

OPTION LENGTH OF OPTION EXTENSION LENGTH OF EXTENSION REVISED EXP. DATE

CURRENT VALUE

$12,367,210.00

VALUE OF CHANGE NOTICE

$785,840.00

ESTIMATED AGGREGATE CONTRACT VALUE

$13,153,050.00

DESCRIPTION

Please note the Program Manager or Contract Administrator may have changed, and are reflected on this Change Notice.

Effective 5/1/2026, the attached Schedule A - Statement of Work and $785,840.00 have been added to the Contract for MSP. This is a continuation of the SOW added in CN 12.

All other terms, conditions, specifications, and pricing remain the same. Per contractor and agency agreement, DTMB Central Procurement approval, and State Administrative Board approval on 4/28/2026.

Michigan.gov/MiProcurement

SCHEDULE A - STATEMENT OF WORK

BACKGROUND:

The Criminal Justice Information Center (CJIC) is rewriting the statewide Records Management System used by the Michigan State Police (MSP), eApplications, and wishes to improve the deployment plan and strategy for the go-live. Additionally, the eApplications Deployment Core Team is also looking for deployment support through go live in February, 2027.

The rewrite affects four total modules in the suite of eApplications used by the MSP:

a. Electronic Automated Incident Capturing System (eAICS): System used by the MSP to capture, store, and manage law enforcement incidents, like traffic stops, arrests, and investigations.

b. eDaily: System used by the MSP to capture, store, and manage officer daily activities.

c. eCrash: the module where crash details are documented

d. eCitation: the module that generates a citation

The current eApps Deployment Support scope establishes a strong foundation based on the change strategy, communications plan, training approach, and hypercare design. However, successful execution of these plans necessitate further Contractor support. This change order documents additional scope, timelines and pricing to be added to the original contract.

PROJECT OBJECTIVE:

Additional support from Contractor would help CJIC operationalize the strategy, support the team through rollout, and adapt change tactics as system details, feedback, and timelines continue to evolve closer to go-live.

Key needs include change management expertise, as well as additional enablement and capacity for the eApps team to implement the change plan.

CHANGE IN SCOPE:

The defined additional scope of work includes a focus on the following areas:

1. Technical Liaison Officer (TLO) Network (change agent network as a peer-to-peer structure supporting the field)

2. Stakeholder management and refinement of the change plan based on real-time feedback and insights

3. User deployment communications as defined in the communications plan

4. Supplemental enablement materials (e.g., quick reference guides) + training execution support

5. Support Desk readiness

Below is a table detailing each focus area, activities, and outputs/deliverables:

Focus Area Key Activities Outputs / Deliverables

TLO Network

• Planning, preparation, and execution of TLO Enablement sessions (planned for May and October)

• Plan for District Roadshows – structure, eApps Unit facilitation, planning, invite language, etc.

• Align TLO network as a part of the support Ecosystem with eApps Support Team and Trooper Liaison

• Organize TLO interaction points (e.g., office hours, deployment support connects, pulse checks, etc.) and mechanism for capturing feedback and sharing back with affected parties

• Refined timeline for TLO engagement

• Invitations to enablement activities

• Facilitation guides

• Enablement session materials

• Feedback tactics

Change Enablement

• Maintain change progress and support emerging readiness risks

• Rapid adjustments to training, communications, and support based on real time insights and feedback

• Updates to change, communications, training plans

User Deployment Communications

• Refine and maintain the Deployment Support Communications Plan

• Compose communications

• Recommend content and format for project

SharePoint

• Collect feedback and provide recommendations on next steps

• Refinements to Deployment Support Communications Plan

• Communications

• SharePoint

Recommendations

• Feedback synthesis with action items to inform communications and plan

Supplemental Enablement Materials

• Develop role-based change overview (as a unique part of user manual targeted for prioritized roles)

• Develop User Manual

• Develop quick reference guides as needed

• Promote awareness and use of the video portal through communications and enablement tactics

• Develop approach & support facilitation for optional in-person training for Troopers (leveraging video portal)

• Assist new manager in revising current policies and procedure manual

• User manual

• Quick Reference Guides, as needed

• Training materials and facilitation guide for optional in-person trainings

Support Desk Readiness

• Guide detailed planning for the eApps Support Desk and Hypercare model,

• Documents such as RACI, intake and escalation

CHANGE IN TIMELINE

This Change Order extends the timeline of the original contract to complete at the end of February 2027. The work is structured in three phases, based on the eApps development plan and change strategy:

1. Phase 1 (May 4 - May 29, 2026) is to continue the current change activities from ensuring the enablement program and TLO network is launched.

2. Phase 2 (June 1 - Sept 18, 2026) is a period of light touch support to ensure continuity for questions and execution of planned activities.

3. Phase 3 (Sept 21 – Feb 26, 2027) is a final push of change activities leading up to, including and post go-live.

including roles, scope, and integration with existing support channels

• Coordinate issue intake and escalation approach

• Establish a structured approach to collecting and theming user feedback to inform communications, training, and rollout decisions.

processes, how to capture and theme feedback depending on gaps identified

SCHEDULE B - PRICING

Fees for the Services for the project described in this SOW shall be determined as follows:

Project Type: Fixed Fee

Estimated Fees for Services:

$785,840

Invoicing Invoiced Monthly

(see invoice schedule below)

1. Any changes to the scope of services, financials, staffing and/or drastic timing (defined as timing that shifts more than 30 days) requires formal approval from the State as well as an approved SOW Change Notice.

2. The State will only reimburse supplier for expenses incurred, documented, and submitted in accordance with the State’s Expense Reimbursement Policy and Standard Contract Terms.

3. Contractor and the State agree that Contractor will invoice the State monthly, with a three-month non-bill period (June, July, August).

4. Payment shall be considered timely if made by DTMB within forty-five (45) days after receipt of properly completed invoices.

INVOICE SCHEDULE

Date: Fees:

May 8, 2026 $40,000 May 31, 2026 $117,640

June 30, 2026 $0

July 31, 2026 $0

August 31, 2026 $0

September 30, 2026 $40,000

October 31, 2026 $117,640

November 30, 2026 $117,640

December 31, 2026 $117,640

January 31, 2027 $117,640

February 28, 2027 $117,640

CLIENT RESPONSIBILITIES & ASSUMPTIONS

Additional Assumptions:

1. The State will ensure key access to Michigan State Police and State of Michigan systems are provided to Contractor team resources at the start of Week 1. This includes eApps sandbox access.

2. The eApps team will be responsible for providing all content to be incorporated into the new user manual; Contractor will leverage this material to organize and structure the user manuals

Central Procurement Services 320 S Walnut Street Lansing, MI 48933 P.O. Box 30026, Lansing, MI 48909

CONTRACT CHANGE NOTICE

Change Notice Number 12 to Contract Number MA210000001422

C O

N

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A C

TO

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Slalom, Inc

660 Woodward Ave., Suite 1975

Detroit MI 48226

Scott Boyton

(313) 570-5556

Scott.Boynton@Slalom.com

VS0150962

ST

A

TE

Pr og ra m

M an ag er

Various Various

C on tr ac t A dm in is tr at or Adam Ashley DTMB

(517)855-1376 ashleya2@michigan.gov

CONTRACT SUMMARY

Human Centered Design (HCD) Services – Prequalification Program

INITIAL EFFECTIVE DATE

September 1, 2021

INITIAL EXPIRATION DATE

August 31, 2026

INITIAL AVAILABLE OPTIONS

5 - 1 Year

EXPIRATION DATE

BEFORE

August 31, 2026

PAYMENT TERMS

NET 45

DELIVERY TIMEFRAME

N/A

ALTERNATE PAYMENT OPTIONS

P-Card Direct Voucher (PRC) Other

EXTENDED PURCHASING

Yes No

MINIMUM DELIVERY REQUIREMENTS

N/A

DESCRIPTION OF CHANGE NOTICE

OPTION LENGTH OF OPTION EXTENSION LENGTH OF EXTENSION

0 Years

REVISED EXP. DATE

CURRENT VALUE

$12,367,210.00

VALUE OF CHANGE NOTICE

$0.00

ESTIMATED AGGREGATE CONTRACT VALUE

$12,367,210.00

Please note the Program Manager or Contract Administrator may have changed, and are reflected on this Change Notice.

Effective 2/12/2026, this Contract is amended to reflect updated accessibility requirements. All prior references to ADA, Accessibility, and/or WCAG 2.0 are replaced and superseded with the following language:

Accessibility Requirements.

The State is required to comply with the Americans with Disabilities Act of 1990 (ADA) and has adopted standards and procedures regarding accessibility requirements for websites, applications, content, and electronic documents. Due to a change in the law, the State is required to comply with specific accessibility standards for websites, applications, content and documents.

Starting 4/24/2026, throughout the Term, all websites, applications, software, content, and electronic documents, including but not limited to mobile applications, text, images, sounds, videos, controls, animations, links, and documents (including files in the following formats: PDF, word processing, presentation, and spreadsheet), created, provided, or made available by the Contractor under this Contract, must comply with WCAG 2.1 Level AA.

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

CHANGE NOTICE NO. 12 TO CONTRACT NO. MA210000001422

Program Managers for

Multi-Agency and Statewide Contracts

AGENCY NAME PHONE EMAIL

DTMB Holly Grandy-Miller 517-243-8710 Millerh1@michigan.gov

DTMB Heather Frick 517-243-6727 frickh2@michigan.gov

MDHHS Pratin Trivedi 517-334-6560 TrivediP@michigan.gov

DTMB Adam Helm HelmA3@michigan.gov

MDHHS Jessica Moy 517-420-5004 MoyJ1@michigan.gov

320 S Walnut Street Lansing, MI 48933 P.O. Box 30026, Lansing, MI 48909

STATE OF MICHIGAN PROCUREMENT

Department Technology, Management and Budget Central Procurement Services

CONTRACT CHANGE NOTICE

CONTRACT SUMMARY

Human Centered Design (HCD) Services – Prequalification Program

INITIAL EFFECTIVE DATE INITIAL EXPIRATION DATE INITIAL AVAILABLE OPTIONS EXPIRATION DATE

BEFORE

September 1, 2021 August 31, 2026 5 - 1 Year August 31, 2026

PAYMENT TERMS DELIVERY TIMEFRAME

ALTERNATE PAYMENT OPTIONS EXTENDED PURCHASING

MINIMUM DELIVERY REQUIREMENTS

N/A

P-Card Direct Voucher (PRC) Other Yes No

660 Woodward Ave., Suite 1975

Detroit MI 48226

Scott Boyton

(313) 570-5556

Scott.Boynton@Slalom.com

VS0150962

Slalom, Inc

C O

N

TR

A C

TO

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517-243-8710

Millerh1@michigan.gov

Adam Ashley

(517)855-1376

DTMB

Holly Grandy-Miller DTMB ashleya2@michigan.gov

C on tr ac t A dm in is tr at or

Pr og ra m

M an ag er

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N/ANET 45

Change Notice Number 11

Contract Number MA210000001422 to

DESCRIPTION OF CHANGE NOTICE

OPTION EXTENSIONLENGTH OF OPTION LENGTH OF EXTENSION REVISED EXP. DATE

CURRENT VALUE VALUE OF CHANGE NOTICE ESTIMATED AGGREGATE CONTRACT VALUE

$11,987,240.00 $379,970.00 $12,367,210.00 this Change Notice.

Effective December 12, 2025, the following Schedule A - Statement of Work and $379,970.00 are hereby added to the Contract for MSP.

All other terms, conditions, specifications, and pricing remain the same. Per contractor and agency agreement, DTMB Central Procurement approval, and State Administrative Board approval on 11/4/2026.

SCHEDULE A – STATEMENT OF WORK

MSP CJIC eApplications Deployment

PROJECT-SPECIFIC BACKGROUND

The Criminal Justice Information Center (CJIC) is rewriting the statewide Records Management System used by the Michigan State Police (MSP), eApplications, and wishes to improve the deployment plan and strategy for the go-live, currently targeted to be fully complete by December 30, 2025.

The rewrite impacts two of the four total modules in the suite of eApplications used by the MSP:

• Electronic Automated Incident Capturing System (eAICS): System used by the MSP to capture, store, and manage law enforcement incidents, like traffic stops, arrests, and investigations.

• eDaily: System used by the MSP to capture, store, and manage officer daily activities.

1. REQUIREMENTS

1.1 General Requirements

Focused effort to improve end-user experience of eApplications software, training, workflow, and policies and procedures.

Contractor will help CJIC:

a. Provide support to improve the end-user experience:

i. Readiness and impact assessment

ii. Learning assessment

iii. Communication strategy

iv. Documentation requirements

v. Policies and procedures

vi. Readiness for go-live

b. Provide the MSP CJIC team with a smooth transition with deployment support, to help staff feel supported, prepared for change, and geared toward success.

In general, this project will require change management and human-centered design techniques, including user research, assessments, communication strategies, analysis, and feedback.

1.2 Work and Deliverables

The Contractor must provide deliverables, services, staff, and otherwise do all things necessary for, or incidental to, the performance of work, as set forth below.

a. Develop a change management plan, to include:

i. Identification of key stakeholders, including end-user analysis, resulting in defined user groups and an understanding of user needs and overall impact of the project.

ii. Assess overall readiness for deployment and leverage readiness assessment to refine tactics for deployment and post-deployment support.

iii. Identify change risks and mitigation strategies.

iv. Communication to inform stakeholders of deployment and training.

v. Build change advocates through inclusion in early feedback loops.

b. Make improvements to training, to include:

i. Refine the end-user training plan based on findings from key stakeholders, impact assessment, and feedback.

ii. Pilot training with end users, both in person and virtually.

iii. Measure efficacy of training by developing a metrics strategy.

iv. Ensuring the State agency staff have the proper training and preparation to support deployment.

c. Pre-deployment and post-deployment support, to include:

i. Refine the rollout plan based on learnings, stakeholder needs, readiness assessment, and feedback from change advocates.

ii. Development of a hyper care structure and plan.

iii. Conduct working sessions with the State front-line staff and managers to prepare help desk and employees to best support deployment.

iv. Work with the State to iteratively revise training processes, job aids, and practices based on feedback.

v. Relay user feedback regarding the new system and provide recommendations on design improvement to State leadership as appropriate.

vi. Communication strategy focused on helping staff feel supported, prepared, and geared toward success.

vii. Other documentation and efforts related to deployment strategy and replatform, as required.

1.2.1 Phase 1 - Discover & Strategize:

During this first phase, Contractor will use human-centered design tactics to listen to people and assess impacts to troopers, supervisors and support staff. Contractor will synthese prior user research and collect new research via interviews to define a change plan that improves the end-user experience of eApplications software, training, processes and procedures bringing together a stakeholder map, readiness assessment, change impact assessment, personas and journey maps.

This will lay the groundwork for the detailed change backlog in Phase 2.

a. Key Activities:

i. Conduct 1:1 Stakeholder Interviews: The Contractor will conduct 6 - 8 interviews in a 1:1 format with troopers, supervisors and support staff to capture the real-world needs of users. These sessions will uncover pain points, cognitive load, and workarounds that may affect system adoption. The

Contractor will also gather preferences around communication and training to inform the Change Plan. Insights from these interviews will help assess readiness for deployment, help Contractor define user groups and identify change risks.

ii. Synthesize Current State Insights: In addition to interviews, the Contractor will gather insights from multiple sources to inform the development of a Change Plan for eApplications. This includes reviewing prior user research, personas and journey maps developed in earlier projects supported by the Contractor, as well as engaging directly with vendors responsible for eApplications development and training. These insights will shape key deliverables completed during this Phase, such as personas, journey maps, training and communications plan. This will help the Change Plan reflect real user needs and align with the current state of development.

iii. Define change advocate approach: Create an approach for identifying change advocates that represent each user group impacted by the eApplications deployment. These individuals will play a key role in building trust, sharing insights and helping shape the change experience. During this phase, the Contractor will define change advocates role, expectations and recruitment process.

iv. Document current and target user experience: Synthesize and consolidate insights from workshops, stakeholder interviews and various research to help illustrate the current and target user experience. The target state encompasses the new enhancements that will be rolled out as part of this eApplications deployment.

v. Conduct organizational readiness assessment: Leveraging output from the stakeholder interviews and current State insights the Contractor will create an organizational change readiness assessment that evaluates potential risks, resource and deployment needs, change resistance, transition support and communication needs. The assessment will showcase organizational gaps in preparedness, helping inform the deployment strategy and design of change tactics.

b. Deliverables:

i. Change Management Plan: Outlines the vision, direction and purpose of the change and how the change will be deployed, communicated, and enabled.

The Change Plan brings together multiple Change Agility and human-centered design tools, including the Change Canvas, Stakeholder Map, Personas, Journey Maps, and Change Readiness Assessment.

a. Change Canvas: A visual representation that supports leadership alignment by outlining high-level elements of the change, including risks and mitigation strategies. The canvas contains the vision, key changes, desired outcomes, success metrics, potential enablers/ blockers, and support needed. For eApplications, the Contractor will include additional details about its change advocate strategy, including who change advocates are, why the Contractor will be using this tactic and how the Contractor will engage this audience throughout deployment.

b. Stakeholder Map: Illustrates which groups are impacted by the eApplications rewrite, along with an assessment of the agencies influence, commitment, and anticipated impact based on stakeholder and user insights

c. User Personas: Contractor will develop up to five (5) user personas that capture the lived experience, sentiment, and pain points of the State end users across key workflows. These personas will synthesize input from stakeholder and user interviews, emphasizing the degree of change experienced across roles, systems, and environments to inform the change plan. They will reflect variation in adoption needs, technical readiness, and communication preferences across troopers, support staff, and leadership.

d. Current State and Target State Journey Maps: Contractor will develop both a current state and target state journey map for two top-priority workflows within the eApplications system: eAICS and eDaily (4 total maps). These human-centered artifacts are essential to building a change management plan that is grounded in the real needs, expectations and experience of end users. While personas tell who is impacted and why it matters, journey maps show how users move through the workflow and where improvement and training is most needed. Together, they provide a foundation for understanding how users will be affected by the deployment and they highlight the learning needs.

These outputs will help shape targeted communication, training, and support strategies.

Current state journey maps will provide a baseline understanding of how troopers and support staff experience the system today. The current state maps identify workflow friction, inefficiencies and workarounds across user groups. They are critical to helping identify which user groups are most affected, assessing change readiness and supporting targeted communications and training. They also serve to establish a foundation for measuring progress and impact post-deployment.

e. Change Readiness Assessment: Contractor will conduct a comprehensive assessment of CJIC’s readiness to implement eApplications and sustain the change. Contractor will collaborate with program leadership to identify, prioritize and establish a method for measuring key dimensions for the assessment. Dimensions could include leadership alignment & commitment, compelling need for change, clarity of direction, magnitude of change impact, and receptiveness to change. The assessment will uncover potential risks, resource and deployment needs, areas of change resistance, and training and communication gaps.

f. Communications & Training Approach: Contractor will define an approach to Communications and Training including recommendations on delivery methods and formats (e.g. virtual training), tailored to user impact considerations.

Image: Critical success factors associated with Change Readiness

1.2.2 Phase 2 - Design:

Following Phase 1, Discover & Strategize, focused on gathering and consolidating stakeholder feedback & insights, the Contractor will begin an iterative design process to craft detailed change plans and tactics that meet user needs. Contractor’s agile and human-centered approach enables us to stay closely aligned with user experience and feedback throughout. As such, engaging change advocates during this Phase 2 is essential to building trust and tactics that resonate.

a. Key Activities:

i. Develop detailed communications plan: Based on the change plans and user insights collected in Phase 1, the Contractor will design a detailed communications plan to inform stakeholders of deployment and training. This plan will aim to generate awareness and desire for the eApplications rewrite deployment. Leveraging the Contractors iterative Change Agility methodology, the Contractor will develop the plan, share it with change advocates, listen to feedback, and adjust the plan accordingly. The plan sets the foundation for what should be shared, by when and to whom.

ii. Design and test communication materials: While designing the communications, the Contractor will also develop the actual communication collateral and materials that bring a creative approach to sharing information across both digital and physical media. Communications may include branding and iconography, slogans, emails, videos, posters, newsletters, and more. Communication tactics will be shaped and co-designed with change advocates, so they resonate with end users and meet their needs.

As part of the go-live deployment, the Contractor will design targeted communications that inform users of the go-live timeline, what to expect, how to prepare, what’s changing and most importantly what’s in it for them. These messages will be crafted to build awareness, reduce uncertainty and inspire engagement, enabling a smooth transition to the eApplications enhanced experience.

iii. Refine the training plan & develop metrics strategy: Using the Contractors change plan and stakeholder insights gathered during Phase 1, the Contractor will review the training plan developed by the vendor partner and provide recommendations for refinement. With the shift to mandatory video-based training, as well as optional in-person training classes, the Contractor will take this into account and provide recommendations so not only is training accessible, engaging and clearly communicated, but also support resources are aligned to help users successfully complete the required training.

To measure the efficacy of the training, the Contractor will develop a metrics strategy that considers both qualitative and quantitative indicators. This may include post-training assessments, user satisfaction surveys, training completion rates, help desk inquiries and behavioral indicators of adoption.

These metrics will provide actionable insights to continuously improve training effectiveness.

iv. Pilot training design with change advocates: As it is a core component of the

Contractors Change Agility methodology, the Contractor will partner closely with the software vendor and State agency staff to pilot and test the training materials prior to go-live. This collaborative activity will include feedback sessions and observations of training delivery so training is clear, relevant and usable.

Based on these insights, the Contractor will provide targeted recommendations for refinement, so training is not only accurate and complete, but also engaging and aligned to the learning needs of end-users.

This iterative and feedback-driven approach enables training to resonate, drive greater adoption and reduce help desk inquiries by proactively addressing and surfacing common questions and support needs.

Change advocates who were identified as part of Phase 1 will be engaged to pilot and test training materials.

v. Prepare agency staff for deployment: Following Phase 1, the Contractor will have a clear understanding of the needs of agency staff to prepare themselves for the deployment and support end users. This insight will directly inform the updating and refinement of documents and accompanying recommendations for training, working sessions and readiness activities.

A hypercare structure and plan will also be co-designed with agency staff to quickly address any immediate issues that arise.

i. Communication Plan: The Contractor will deliver a detailed communications plan that serves as a roadmap for informing, engaging and empowering stakeholders pre and post-deployment. Grounded in insights gathered during Phase 1, the plan will define communication strategies that are timely, targeted and aligned with broader State agency approaches – ensuring the right message reaches the right audience through the right channel at the right time.

The plan will include the communication activity, channel, delivery date, sender, audience and key messages. Communications will support the deployment, go-live and training, making it clear what is expected of stakeholders throughout the deployment journey.

ii. Communication Materials: This deliverable brings together a suite of communication materials designed to support the eApplications deployment.

Communication assets will be selected and designed based on user needs, but could include: email communications, email templates, branding & awareness graphics (display on monitors or physical posters), newsletter templates, or go-live communication packages (communications and supplemental materials). The materials will be co-created with State program leadership and tested with Change Advocates to reflect user needs and agency context.

iii. Training Plan : The Contractor will refine the existing training plan based on the Contractors change management strategy to effectively support the deployment and adoption of eApplications. Building on insights gathered during Phase 1—including stakeholder feedback and the learning needs assessment—the Contractor will evaluate the current training approach and provide targeted recommendations for improvement.

The refined plan will address training deployment, support and measurement strategies across all stakeholder groups identified, including Troopers, Supervisors, agency staff and help desk employees. For end-users, the plan will include updates to the training schedule, support plan, and materials based on pilot feedback from change advocates. For CJIC staff and help desk employees, the Contractor will assess current preparation resources and recommend updates to policies, procedures and work guides. The Contractor will also make recommendations for training and working sessions.

To measure training effectiveness, the Contractor will develop a metrics strategy that includes completion rates, user feedback, help desk trends, and performance indicators. These insights will support continuous improvement of training.

1.2.3 Phase 3 – Deploy & Sustain:

In Phase 3, the Contractor will deploy change tactics for quick impact, learning and adapting. Guided by Contractor’s agile and human-centered methodology, the Contractor will release various communications, training and change engagement tactics. The Contractors focus is to take care of users as they navigate their new ways of working, providing clear communications, instructions, supporting materials and on-demand support to provide a seamless transition.

The final phase, Sustain, will focus on post–go-live support through a structured hypercare model.

This will help users feel confident and supported during their initial interactions with the eApplications modules. It will also be a key opportunity to collect feedback and data from a broader user base, helping us assess users experience of the system and inform future improvements.

a. Key Activities:

i. Deploy change management tactics to end users: During this phase, the

Contractor recommend launching a coordinated set of communications, training, engagement and change tactics to build awareness, foster desire for the change and equip impacted stakeholder groups with the necessary skills to adopt the eApplications enhancements. The Contractor will work closely with State agency staff to confirm the training plan and communications are executed as intended, while making final refinements to communication messaging, supplemental materials and documentation as needed.

The Contractor will also partner with agency staff to deploy the training measurement strategy during this phase, focusing on evaluating the effectiveness of training and identifying areas for refinement.

ii. Conduct working sessions to formalize the hypercare structure and plan:

To support end users following deployment the Contractor will facilitate working sessions with agency staff and managers to formalize the hypercare structure and plan. These sessions will clarify the purpose and boundaries of hypercare – centered on resolving priority issues, supporting users during initial go-live, and capturing early feedback. Key parameters such as hypercare duration, user groups covered, and transition criteria to steady-state support will be outlined.

To support help desk readiness, the Contractor will co-develop a hypercare kickoff communication to guide help desk staff. The kickoff presentation will clarify roles, highlight the value of help desk employees contributions, and explain the purpose and process of hypercare, equipping help desk employees to assist users effectively during this critical phase.

iii. Facilitate end-user focus groups to capture feedback post go-live: The

Contractor will design and facilitate go-live focus groups to gather qualitative feedback from end users on their experience with the eApplications rewrite enhancements. These sessions will be structured to explore specific themes such as training quality, awareness, preparedness, resource availability, and overall sentiment. Discussions will be guided by curated questions and include participation from change and public safety SMEs.

In addition to change management topics, the focus groups will also explore recommendations related to system design and functionality. Feedback will be categorized to distinguish between technology/design-related input and change management-related input, allowing State staff to address each area appropriately.

i. Hypercare approach: This deliverable defines a focused post-deployment support model to assist end users during the initial rollout of the eApplications module. In collaboration with agency staff, the Contractor will design a support structure that may include tiered levels—such as self-service, frontline support, and expert escalation—as appropriate to the agency’s needs. Roles and responsibilities will be clarified, and a central coordination channel will be established to manage communications, oversight, and feedback.

A hypercare kickoff presentation will be developed to orient help desk and support staff. It will outline the operations, duration, and workflows of the hypercare phase, including expectations and escalation processes. This approach is intentionally focused on immediate post-go-live support and stabilization, with flexibility to adapt based on CJIC’s preferred support model.

ii. Post-deployment Experience Feedback: This deliverable captures and analyzes end-user feedback during the go-live period to inform both short-term adjustments and longer-term planning. Feedback will be gathered through focus groups conducted after deployment, with a focus on user sentiment, training effectiveness, and overall experience. The resulting report will summarize key findings and provide recommendations for refining communications, training, and support materials. Importantly, feedback will be categorized to distinguish between system design and functionality recommendations versus change management-related insights. This separation will help State agency staff prioritize actions and inform a future enhancement backlog that reflects both technical and user experience considerations.

To deepen insight, user feedback will be overlaid onto the Target State Journey Map to visualize where users are experiencing ongoing pain points, unmet needs, or areas of opportunity, highlighting both challenges and bright spots across the user experience.

SCHEDULE A-1 OPTIONAL SCOPE OF WORK

User Feedback Playbook

Building on the current and target state journey maps outlined in the Statement of Work, this optional add-on helps the State go further transforming those artifacts into a living, strategic tool that powers continuous discovery and iterative improvement.

Rather than stopping at documentation, this playbook helps the State move from collecting user feedback to confidently acting on it. Through a co-creative workshop, Contractor will review early post-deployment focus group insights and facilitate the development of a refined future-state journey map for a high-impact workflow. This session brings post-deployment realities into focus and helps stakeholders ideate around what “better” could look like based on real user input.

The resulting high-fidelity map is embedded directly into the playbook, serving as a visual anchor for ongoing prioritization, design decisions, and stakeholder alignment. It reflects trooper and staff lived experiences—building trust and reinforcing that their voices are being heard.

The playbook includes a repeatable framework for synthesizing qualitative input and translating it into feasible, user-centered solutions. Using HCD-based facilitation methods—such as structured ideation, impact vs. effort mapping, and decision-making exercises— State teams will be coached to move beyond pain points and toward actionable next steps.

This deliverable also builds internal capacity, empowering the State with tools and guidance to run future sessions, strengthen cross-team collaboration, and cultivate a culture of continuous feedback and iteration.

Outcomes

1. Builds trust with troopers and staff by involving them in the process.

2. Shows users that their input directly informs improvements and encourages deeper engagement.

3. Deciphers feedback into action and highlights where to focus next, anchored in real workflow context.

4. Gives the State the structure to move from raw insights to prioritized refinements based on feasibility and impact.

5. Reveals what “better” looks like and visualizes the ideal user experience grounded in post-deployment realities

6. Aligns leadership, ops and IT around the path forward and drives strategic prioritization.

7. Equips the State with an easy-to-use framework and repeatable model for future user-centered iteration.

The goal is to visualize a better, more efficient, and trooper-centered experience for one top-priority workflow, while building internal capacity to sustain iteration.

Key Inputs:

1. Post-deployment focus group insights and observational data.

2. Post-deployment workflows and known enhancement goals across eAICS and eDaily.

3. Design and facilitation expertise from Contractor prior public-sector HCD initiatives.

How It Helps the State:

1. Surfaces critical experience gaps between the intended target state (December enhancements) and the lived reality of troopers and staff, post-deployment.

2. Visualizes what “better” could look like through a co-created future-state journey map that grounds leadership decisions in real workflows, priorities, and context—fueling design recommendations that reflect operational truth.

3. Fosters shared understanding and alignment by giving stakeholders a clear, visual reference point and shared language to communicate pain points, tradeoffs, and desired outcomes.

4. Enables more intentional iteration by illuminating remaining friction points and unmet needs—prioritizing improvements that are rooted in field experience, not assumption.

5. Builds capacity for continuous discovery by equipping State agency teams with the mindset, tools, and lightweight playbook to sustain user-centered refinement long after go-live.

Deliverables and Timing:

1. User Feedback Playbook: A tailored guide to help the State’s structure and scale the transformation of qualitative user insights into actionable clear, iterative design and system improvements over time. Inside the User Feedback Playbook there is the future state journey map: A single, co-created visual representation that reimagines one high-priority workflow (eAICS or eDaily) grounded in post-deployment trooper feedback—designed to surface friction, clarify user needs, and guide strategic iteration.

2. Timing: Approximately 4 weeks

1.3 Training/Knowledge Transfer

The State of Michigan wants to better understand steps taken throughout the HCD process and requests the bidder enable state employees to learn through observation, participation, and de-briefing of facilitation activities of the project. Bidder must provide to the OCI/HCD team and State agency leadership team coaching and mentorship throughout the course of the project and arm them with the knowledge they need to achieve desired outcomes of the project.

2. Service Requirements

2.1 Timeframes

The main scope of the work outlined in this CN will be executed in 12 weeks total, divided into two 6-week components. The scope in Schedule A-1 will be executed in a 4-week component. All Contract Activities must be delivered by March 27, 2027, and assumes a start date prior to January 31, 2026

3. Acceptance

3.1 Acceptance, Inspection, and Testing

The State will use the criteria provided in Section 16 of the Contract Terms to determine acceptance of the Contract Activities.

4. Staffing

4.1 Key Personnel

The Contractor must appoint individuals 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 inquiries within 24 hours.

Contractor will have the option for hybrid work schedule. Key Personnel must be on-site at location as requested by the agency. This may include kick-off meeting, briefings, and other meetings that are collaborative in nature.

4.2 Disclosure of Subcontractors

If the Contractor intends to utilize subcontractors, the Contractor must disclose the following:

• 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.

• The relationship of the subcontractor to the Contractor.

• Whether the Contractor has a previous working experience with the subcontractor. If yes, provide the details of that previous relationship.

• A complete description of the Contract Activities that will be performed or provided by the subcontractor.

Bidder must provide detailed information as requested in the above requirement(s).

The legal business name, address, telephone number of the subcontractor(s).

N/A

A description of subcontractor’s organization and the services it will provide and information concerning subcontractor’s ability to provide the Contract Activities.

N/A

The relationship of the subcontractor to the Bidder. N/A

Whether the Bidder has a previous working experience with the subcontractor.

If yes, provide the details of that previous relationship.

N/A

A complete description of the Contract Activities that will be performed or provided by the subcontractor.

N/A

Of the total bid, the price of the subcontractor’s work. N/A

5. Project Management

5.1 Project Plan

The Contractor will carry out this project under the direction and control of the Program Manager.

Within 10 calendar days of the Effective Date, the Contractor must submit a final project plan to the Program Manager for 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, timeline, and resources required.

5.2 Meetings

The Contractor must attend weekly status meetings. The State may request other meetings, as it deems appropriate. There will be both virtual and in-person meetings, to be determined during kick-off.

5.3 Reporting

The Contractor must submit to the Program Manager the following written reports:

• Weekly Project Status

SCHEDULE B – PRICING

Pricing is based on a fixed fee approach for the entire length of the Contract.

Project Name Project Cost

CJIC eApplications Rewrite Deployment Strategy $ 295,484

Additional proposed scope of work (See section “Proposed Additional Scope of Work (Optional)”

OPTIONAL SCOPE: “User Feedback Playbook”

Additional Project Fee: $84,486

CONTRACTOR ASSUMPTIONS & STATE RESPONSIBILITIES:

1. The State will assist Contractor in managing, scheduling and confirming stakeholder and user interviews prior to project initiation to avoid delays in the discovery timeline.

2. The State will be responsible for coordinating interviews with up to 8 end users impacted by the eApplications initiative and 4 agency staff/ help desk employees to gather input that will inform change planning.

3. The development or update of training materials is the responsibility of the State and/or its designated vendor. Contractor will not produce new training content.

4. While no training content development is expected, Contractor will assess existing training approaches and materials, and provide actionable recommendations for improvement.

5. Contractor will be granted timely access to relevant State development team members or informed agency leaders to understand and assess eApplications current tool functionality, user engagement patterns, and training workflows.

6. The State will provide access to necessary subject matter experts (SMEs), technical leads, and key decision-makers as required during the course of the project to adhere to mutually agreed timelines and goals for change planning and deployment.

7. The State will identify and secure participation of Change Advocates based on the role description and requirements provided by Contractor. Change Advocates will be available for the review and refinement of key change tactics, including communication and training plans and related materials.

8. Project sponsor(s) will be available for approximately 1-2 hours per day for the first 5 days of the engagement and will remain accessible as needed throughout the remainder of the project.

9. The State will designate a product owner and/or developer from the State or vendor to provide detailed insights into upcoming or planned enhancements to inform the development of the Target State Journey Map.

10. Contractor’s role in hypercare includes designing the plan and structure for post-deployment hypercare support. Implementation and execution of hypercare activities remain the responsibility of the State and its vendors.

11. Contractor will produce one core current state and one target state journey map (accounting for planned enhancements). Contractor will seek to encompass as much of the current and target state eApplications workflow as is reasonable given the format, time, and priorities of the project.

12. State agency staff will provide timely access to necessary communication personnel to inform communication plan and materials.

13. Contractor will not be responsible for the deployment of communications, this will be the responsibility of State staff and key communication personnel.

14. Contractor will deliver no more than two working sessions with State front-line staff and managers to prepare help desk employees to support deployment and hypercare.

15. Contractor will conduct up to 3 Tell-Show-Do workshops with topics selected based on applicability to this project.

16. The State will provide access to its standard policies, including Official Orders and other relevant documentation, as well as identify key personnel whose input is necessary to support the refinement of internal policies and procedures for staff supporting the eApplications system.

17. The State will identify and secure participation from impacted end users to engage in post-deployment user group sessions.

18. Contractor and the State will participate in status review meetings to determine accomplishments with the plan and identify issues that need immediate resolution. To keep the project on track, a response is required within one business day for critical issues. For other issues, a response is required in two business days.

19. The State will notify Contractor within five (5) calendar days of receiving a Deliverable whether it accepts or rejects that Deliverable. If no notification is delivered to Contractor within this period, the Deliverable will be considered accepted.

20. All work will be scoped to be delivered within the time estimates allotted. If a requirement or deliverable is defined or redefined in such a way that accomplishing it would exceed the budget for the project, a project change notice will be proposed, and revised estimate provided for approval.

21. Contractor will not be responsible for delays due to the State or agency-affiliated third-party resources or vendors, including the State’s failure to execute the Client responsibilities.

ASSUMPTIONS FOR PROPOSED ADDITIONAL SCOPE OF WORK (OPTIONAL)

1. Co-creation workshop to develop the future-state journey map will take place after focus groups are completed and users have had sufficient time to experience the post-deployment enhancements (estimated at 2–4 weeks post-launch). The State will identify and secure participation from key internal stakeholders and subject matter experts to engage in the co-creation session (estimated 3 hours of time).

2. The future-state journey map will focus on a single high-impact workflow, selected collaboratively based on focus group findings and State priorities.

3. Contractor assumes that themes and insights from focus groups will be available to inform the workshop—either gathered by Contractor or provided by the State.

4. Contractor will facilitate a structured, human-centered design workshop using established methods such as experience mapping, empathy framing, and impact vs. effort prioritization.

5. Contractor will provide all necessary virtual templates, tools, and materials (e.g., Miro boards, PDF worksheets) to support collaborative mapping, ideation, and documentation.

6. HCD Coaching session and playbook will include coaching on HCD techniques such as synthesizing qualitative feedback, identifying patterns, framing opportunity areas, and converting insights into action.

7. The playbook is designed to support iterative improvement and capacity building, not full platform redesign or detailed technical implementation planning.

8. The playbook will be positioned as a repeatable framework the State can continue to use independently, supporting continuous discovery and demonstrating how to turn user feedback into actionable system, training, and policy improvements.

320 S Walnut Street Lansing, MI 48933 P.O. Box 30026, Lansing, MI 48909

STATE OF MICHIGAN PROCUREMENT

Department Technology, Management and Budget Central Procurement Services

CONTRACT CHANGE NOTICE

CONTRACT SUMMARY

Human Centered Design (HCD) Services –…