3-Attachment - Method of Approach.pdf

Solicitation No. BPM006719

A Proposal for the Arizona Department of Administration

STATEWIDE EMERGENCY RESPONSE

SERVICES AND SOLUTIONS

Method of Approach i

TABLE OF CONTENTS

1.0 Customer Service 4

2.0 Supply Chain and Logistics Management 6

2.1 Management of Contract 6

2.1.1 Project Management 6

2.1.2 Coordination of Product Availability and Service Turnaround 7

2.1.3 Training of Staff 8

2.1.4 New User Account Set-Up 8

2.2 Proposed Contract Marketing Plan 9

2.2.1 Initial Strategic Communications and Positioning 9

2.2.2 Digital Presence and Accessibility 9

2.2.3 Outreach and Awareness 9

2.2.4 Ongoing Communications and Positioning 10

3.0 Reporting 11

4.0 Implementation Plan 12

4.1 Information, Resources, and Assistance Required 12

4.2 Implementation of the Online Ordering System 12

4.3 Experience with Customer Relationships of Similar Size and Complexity 12

4.4 Customization Abilities 12

5.0 Value-Added Solutions 13

5.1 Installation of Products 13

5.2 Warehouse Management Solutions 13

5.3 Disaster Recovery Plans and Services 13

5.3.1 Disaster Recovery Centers 13

5.3.2 Virtual Contact Center 14

5.3.3 Data Management / Geospatial Solutions 14

5.3.4 Community Engagement 15

5.3.5 Emergency Shelter Development and Planning 16

5.4 Use of Diverse Suppliers 16

5.5 Discounts or Other Incentives 17

6.0 Method of Approach to Scenarios 18

6.1 Approach to Scenario #1 18

6.1.1 Management and Staffing 18

6.1.2 Notification & Deployment 18

6.1.3 Concept of Operations 19

6.2 Approach to Scenario #2 22

6.2.1 Management and Staffing 23

6.2.2 Notification & Deployment 24

6.2.3 Concept of Operations 24

6.3 Approach to Scenario #3 28

Solicitation No. BPM006719 02/20/2025 ii

6.3.1 Management and Staffing 29

6.3.2 Notification & Deployment 29

6.3.3 Concept of Operations 30

Solicitation No. BPM006719 02/20/2025

Request for Proposal

Statewide Emergency Response Services and Solutions

Arizona Department of Administration

State Procurement Office

Solicitation Attachment – Method of Approach | Revision No. 1 | Revised 11-22

Attachment 12 – Method of Approach

The Offeror shall provide a narrative response to each section that demonstrates their understanding of the Scope of Work requirements and describes the company’s overall method of approach for providing the Service(s) stated in this Solicitation. If there is a section that is not applicable to the Services required by the Scope of Work, you may mark it “N/A”.

Offeror shall provide a response either after each section or in a separate document entitled: “Attachment - Method of Approach.” If a separate document is used, please clearly designate each section and double-check to ensure that each question has been answered. If any information provided is considered CONFIDENTIAL by Offeror, the information must be specifically included in the Confidential Information Designation Attachment and related documentation to be assessed for confidential treatment under A.A.C. R2-7-103.

Customer Service Customer Experience is detailed in Section 1.0, on PDF pages 7-8.

1. How will the Offeror service a Participating Entity’s account if awarded? Does each representative have access to the Participating Entity’s account information to best help them?

2. Hours of operation if help is available via phone, a chat function online, etc. 8:00 am to 5:00 PM in

EACH time zone would be preferred. Including an emergency contact with phone, email etc. of whom to contact after hours. Include in the response if the Offeror has a dedicated phone line or staffing for government sales.

3. Describe how Customer Service can assist a Purchasing Entity with finding sustainable and/or other products.

4. Describe the Offeror’s quality assurance measures for both orders and any other customer service-related quality assurance measures.

5. If there is an issue with an order placed or any other customer service issue, how are those addressed?

6. Describe Offeror’s return substitution policy that would apply if awarded a Master Agreement.

Forced substitutions will not be allowed. Explain how the Offeror notifies customers of an out- of-stock item(s) including if Offeror notifies customers about how the equivalent item compares to the out-of-stock item.

7. Describe the Offeror’s online ordering system that Purchasing Entities would use to create a profile, place orders, track orders and other functions the system could have. If there are other ways to order Products, indicate that as well including connecting to eProcurement systems.

8. What is the Offeror’s return policy?

9. Provide the following information:

Company Representative(s):

Main Point of Contact:

Toll-free number:

E-mail:

Supply chain and logistics management

1. Describe in detail how your company will manage an awarded contract. Include the following at a minimum:

○ Ongoing coordination of product availability and service turnaround

○ Training of staff regarding an awarded contract

○ New user account set-up

This information is provided in 2.0 Supply Chain and Logistics Management, on PDF pages 9-13.

Statewide Emergency Response Services and Solutions

Arizona Department of Administration

State Procurement Office

Solicitation Attachment – Method of Approach | Revision No. 1 | Revised 11-22

2. Describe how you intend to market an awarded contract, provide a specific marketing plan for an awarded contract.

Reporting Reporting is found in Section 3.0 Reporting on PDF page 14.

Participating Entities will have different needs when it comes to reporting. Describe Offeror’s reporting capabilities including customization. (e.g., sales reporting, sustainability reporting, sustainable labeling available, usage reports, any other state reports needed by a Participating Addendum etc.).

Implementation Plan Implementation Plan is provided in Section 14 Implementation Plan on PDF page 15.

Implementation of a Master Agreement, if awarded is vital to the Participating Entities. Describe in detail the Offeror’s implementation plan including an estimated timeline to include at minimum the following points:

1. Detailed specific information, resources, and assistance the Offeror will require from each Participating Entity to implement the Participating Addendum.

2. Describe how soon from execution of a Participating Addendum the online ordering system will be available to each Participating Entity. If a phased implementation is planned in terms of limited functionality vs. complete functionality, please specify.

3. Describe in detail the Offeror’s experience when implementing customer relationships of equivalent size and complexity.

4. Describe any customization abilities for different States or political subdivisions within a Participating Entity.

Offerors are encouraged to include value-added solutions that may improve or enhance a Participating Entity and Purchasing Entity’s use of the Master Agreement, including products, services or both offered, if awarded.

This information is provided in 5.0 Value Added Solutions on PDF pages 16-20.

a. Installation of Products (if applicable). Describe the Offeror’s ability to provide non- third-party installation services of products or equipment that a Participating Entity(ies) may choose to award in their Participating Addendum. Some States may be limited by State rules when it comes to installation of equipment, for instance, electric vehicle charging stations are a Public Improvement. Include in the Offeror’s response, if there are any instances a warranty may be voided if not installed by the Offeror.

b. Warehouse Management Solutions. If applicable, describe a warehouse management solution that the Offeror has the ability to offer a Participating Entity.

c. Disaster Recovery Plans and Services. Describe Offeror’s emergency management plan to aid Participating Entities during an emergency or disaster recovery. Be specific as to response time, product availability, how to best contact the Offeror during an emergency and other services offered. Include an example of a time the Offeror assisted a State during an emergency. DO NOT include the Offeror’s disaster recovery plan for Offeror’s own company.

d. Use of Diverse Suppliers. Each State has different reporting, statutes and rules that apply to ensure the use of diverse business’s (e.g., small business, woman owned, veteran owned, disadvantage and other business’s). How does the Offeror intend to use and of these businesses?

Provide a plan including how the use of a small business or other identified types would be used if a Master Agreement was awarded. This will be addressed at the Participating Addendum level with States that have requirements may vary.

e. Discounts or Other Incentives. Additional discount options are encouraged, which can distinguish between individual order minimum quantities and other discount terms that may be defined by the Offeror for the evaluation committee to consider. Extensions of additional discounts past the Master Agreement’s initial term are not required but may be offered. If a Offeror has other

Statewide Emergency Response Services and Solutions

Arizona Department of Administration

State Procurement Office

Solicitation Attachment – Method of Approach | Revision No. 1 | Revised 11-22 incentive programs than discounting product, for instance a rebate program that could be offered, include that in the Proposal response as well.

Here are 3 scenarios (Scored). IEM has provided our approach to the proposes scenarios in Section 6.0 Method of Approach to Scenarios on PDF pages 21-36.

Please provide the method of approach solution to these scenarios. Detailed any risk/assumption in your response.

Enter the pricing info in the pricing sheet.

Scenario #1 Deploy and staff a self-sustaining base camp with wrap-around services (feeding, sanitation, medical, shelter, security, etc.) to Whetstone, AZ (Cochise County) capable of sustaining 1000 persons per day for 3 Months.

Scenario #2 Deploy and staff a Point of Dispensing (POD) Facility with helicopter operations and high profile trucks for delivery, and warehousing in Kayenta (Navajo County) that will sustain the area residents after a devastating flood. Basic supplies would be supplied by FEMA in pallets (food, water, portable generators, toiletries, blankets, cots, etc) from their distribution centers.

Scenario #3 Deploy and set-up a Temporary Support Center (power, communications, morgue) after a devastating fire sweeps thru the City of Welton (Yuma County)

Offeror Response:

Click here to enter your response.

Solicitation No. BPM006719 02/20/2025 4

1.0 Customer Service

IEM’s approach to providing customer service is detailed below.

Customer Service

The following rows detail IEM’s approach to customer service, as requested in questions 1-9.

1. How will the Offeror service a Participating Entity’s account if awarded? Does each representative have access to the Participating Entity’s account information to best help them?

AZ DOA will have 24/7 access to the IEM Project Manager and Deputy Project Manager for notification of emergent requirements.

During response operations, the On-Scene Commander and Liaison Officer will also provide 24/7 accessibility to the local response efforts. In addition, the IEM Project Manager, Deputy Project Manager, and the Contract Administrator will have access to all participating entities’ account information to assist with requested services.

2. Hours of operation if help is available via phone, a chat function online, etc. 8:00 am to 5:00 PM in EACH time zone would be preferred. Including an emergency contact with phone, email etc. of whom to contact after hours. Include in the response if the Offeror has a dedicated phone line or staffing for government sales.

AZ DOA will have 24/7 access to IEM’s Project Manager and Deputy Project Manager for notification of emergent requirements.

During response operations, the On-Scene Commander and Liaison Officer will also provide 24/7 accessibility to the local response efforts.

3. Describe how Customer Service can assist a Purchasing Entity with finding sustainable and/or other products.

Customer Service Commitment IEM will establish a robust customer service infrastructure to address AZ DOA tasking – fostering positive customer service experiences at every program level. Specifically:

• Task Order Response: The Project Management team, which consist of the Program Director, Program Manager, Project

Manager, and Deputy Project Manager, will immediately convene upon notification of an AZ DOA requirement. This allows the team to communicate directly with AZ DOA leadership to ask questions, understand requirements, and receive tasking and timelines.

• Mobilization: Within hours of a resource request, a Project Management Plan will be developed specific to the AZ DOA tasking. Notices-To-Proceed are expedited while PMP details are developed.

• Timely Response: A key component of IEM customer service will be the timely reaction to emergent requirements from AZ

DOA.

• Training Requirement: To ensure high-quality service, the IEM Team will undergo initial onboarding training through IEM Learn, our internal learning management system, on program guidelines and customer service components, including cultural competency and best practices for issue resolution.

Compliance will be mandatory for contractors and regularly evaluated to safeguard consumers.

4. Describe the Offeror’s quality assurance measures for both orders and any other customer service-related quality assurance measures.

IEM’s corporate approach to Quality Assurance/Quality Control (QA/QC) is foundational and comprehensive. Ensuring quality work is delivered to the client is the responsibility of all project team members. However, the Project Manager will have day-to-day responsibility of ensuring that overall performance standards and criteria are met for all deliverables and services provided during the project. Whereas, the Program Manager will have ultimate responsibility for ensuring contractual standards are appropriately met prior to delivery.

The Project Management Plan, developed for every project, ensures that only fully compliant services and deliverables that meet or exceed project objectives are provided. The intent of the plan is to maximize the use of IEM’s QA/QC processes, so that AZ DOA has enough insight into deliverables and services while minimizing the oversight burden. While the government will periodically monitor performance objectives and evaluate program quality, it is IEM’s responsibility to develop the most efficient

Solicitation No. BPM006719 02/20/2025 5

Customer Service methodology to meet and exceed the required service thresholds and customer expectations. IEM applies the standard definitions for quality management processes endorsed by the Project Management Institute. As shown below, the plan will outline the QA/QC processes and process elements implemented by IEM to ensure that the requirements of the contract and each TO are met or exceeded.

Quality Planning Process Elements

• Identify quality standards

• Determine how to satisfy standards

Quality Assurance Process Elements

• Encourage continuous improvement

• Evaluate performance on a regular basis

• Evaluate programmatic quality standard compliance

Quality Control Process Elements

• Monitor project results

• Determine compliance with standards and specifications

• Institute immediate correction of deficiencies

• Eliminate unsatisfactory performance

While these processes are listed individually, in practice they form an interactive whole and are generally addressed together in the IEM Project Management Plan.

5. If there is an issue with an order placed or any other customer service issue, how are those addressed?

Both the IEM Program Manager and the Project Manager have the authority to address and rectify any customer service issue that may arise.

6. Describe Offeror’s return substitution policy that would apply if awarded a Master Agreement. Forced substitutions will not be allowed. Explain how the Offeror notifies customers of an out- of-stock item(s) including if Offeror notifies customers about how the equivalent item compares to the out-of-stock item.

While the IEM Team is not offering products independent of its service offerings, sustainment and supply of its requested response will be a priority for the Project Management team.

7. Describe the Offeror’s online ordering system that Purchasing Entities would use to create a profile, place orders, track orders and other functions the system could have. If there are other ways to order Products, indicate that as well including connecting to eProcurement systems.

The IEM Team does not contemplate an online ordering system in relation to its tailored emergency response services offerings, but will have a Team Portal that allows the AZ DOA, eligible agencies, and co-op buyers to coordinate requirements for the emergency response services and solutions requested through the AZ eProcurement System.

8. What is the Offeror’s return policy?

While none of IEM’s service offerings would be relevant to a return policy, a 100% customer satisfaction goal is the priority in any emergency response scenario.

9. Provide the following information: Company Representative(s): Main Point of Contact: Toll-free number: E-mail:

Our technical point of content is: Sean Fontenot, Program Manager | 800.977.8191 | sean.fontenot@iem.com Our contractual point of contact is: Maria Badaracco, Contract Administrator | 919.990.8191 | contracts@iem.com mailto:sean.fontenot@iem.com mailto:contracts@iem.com

Solicitation No. BPM006719 02/20/2025 6

2.0 Supply Chain and Logistics Management

Supply chain and logistics management requires a focus on flexibility, building and maintaining redundancy, understanding replacement processes, and a regional and collaborative approach to planning and plan implementation. It also requires the ability to identify, model, and analyze dependencies and interdependencies to gain an understanding of the vulnerability and cascading consequences of supply chains and logistics. The IEM Team combines unparalleled catastrophic planning experience, technical development capabilities, project management, and subject matter expertise to provide emergency response services and solutions by working with each of the participating entities and other state vendors to to provide an efficient, transparent, and flexible logistics capability.

2.1 Management of Contract

2.1.1 Project Management

The IEM Team recognizes the significant value and importance of implementing a solid project management approach that combines IEM Core Values with the principles outlined in the Project Management Institute’s Guide to the Project Management Body of Knowledge (PMBOK® Guide) Seventh Edition. We believe it is critical to the success of every project we undertake.

IEM’s approach to project management has been honed through decades of providing high-quality, cost-effective services and excellent customer responsiveness to a variety of government and private-sector clients.

IEM’s vast experience managing multiple large government contracts simultaneously allows us to customize our project management approach to meet our clients’ needs.

The IEM Team’s contract management approach is to provide effective strategies and solutions statewide by blending our emergency response and recovery expertise with the best project management standards in project improvements, using our proven IEM Project Management Guide (PMG), which is a structured but adaptable project management framework, which has proven its usefulness in both public and private sector operations. The IEM Team will apply this framework for evaluating, supporting the implementation of emergency response services and solutions, and recommending improvements across all eligible agencies and any co-op buyers throughout the project lifecycle.

First, we will work with AZ DOA officials to define the state’s current emergency response procurement program and measure the current project’s performance. Our seasoned experts will analyze the existing program to identify gaps in operations and work with the state to validate the use of policies, controls, and procedures. We will review existing relevant resources and engage key stakeholders involved in the process to understand the emergency response operations and establish a baseline for potential changes for improved efficiency.

After the assessment period, we will coordinate with AZ DOA to explore corrective actions for identified risks and issues. Our Program Manager and the IEM Team will identify potential project areas that could change the project’s scope, schedule, quality, cost, resources, client satisfaction, or other aspects. Once identified, risks are assessed for

Solicitation No. BPM006719 02/20/2025 7 impact and likelihood of occurrence. Opportunities to mitigate the risk’s severity or chance of happening are explored, and risk response strategies are determined.

At regular intervals, both internally and with the AZ DOA, the IEM Team will review any additional risks to the project.

Using our project status reports, new risks can be identified, existing risks realized, and those risks that have passed are retired. Risks that change aspects of the project will be discussed with the state during project status reviews as we implement our risk mitigation strategies, working to minimize disruptions to the project.

As findings are accepted, we will assist the AZ DOA in implementing these recommendations. We improve by managing the recommended improvement tasks using standard project management practices, a change management strategy, and controls to lock in improvement gains. A vital aspect of the improvement stage will be identifying and developing outreach communications, training, or other marketing for stakeholders. IEM’s overall objective is to reduce program risk by maximizing the advantage of the IEM Team’s tested capabilities and providing a set of findings on strengths and sustainment strategies. This includes recommendations for advancing and improving the emergency response services and solutions, and furthering the relationship between the IEM Team and the emergency response agencies.

Subcontractor Management As the prime contractor, IEM will serve as the single point of contact for all IEM subcontracting partners and will be fully responsible for the quality and timeliness of their services. Our overall objective for subcontracting is to reduce program risk by maximizing the advantage of our team’s tested capabilities and providing the right people for the job. To ensure that we successfully coordinate efforts between the prime and the subcontractors, we have integrated specific procedures into our subcontractor management processes. IEM will apply its mature processes to ensure efficient management and oversight of all subcontractor efforts, resulting in timely support. The IEM Team will pursue every new task with a “one team” mentality and apply the most appropriate resources from across our team to meet AZ DOA’s needs.

In addition, IEM can coordinate with other subcontractors and state vendors as needed, including working with vendor purchasing departments to make sure invoices are submitted to the appropriate vendor for payment.

2.1.2 Coordination of Product Availability and Service Turnaround IEM is proposing emergency response services and project oversight to AZ DOA. Support of the facilities we describe in the method of approach to the three scenarios is heavily dependent on reliable supply to the remote locations specified in the solicitation scenarios. This is no different from what is reasonably expected during real statewide crisis response. Unless a response area is located in or near the few metropolitan areas of the state, most emergency responses will involve support to remote locations. Arizona has a preponderance of smaller communities dispersed throughout a diverse geography. It is important to address the importance of supply chain management and IEM’s record of rapid response to austere locations.

Integral to both rapid response transportation requirements and crisis operations is the provision of on-demand logistics services. IEM provides wrap-around, multi-modal logistics services to support passenger and cargo airlift, airfield sustainment operations, and mass population evacuation. IEM’s team of ground support logisticians is able to provide immediate transportation, warehousing, material handling, and supply chain management services in support of contingency responses worldwide. Our network of responsive service providers includes air and surface transportation operators as well as ground support and handling resources.

In each of the scenarios presented by AZ DOA, IEM offers an On-Scene Commander responsible locally for the operation. We will also provide a Liaison Officer (LNO) to the State Emergency Operations Center (EOC) to provide a direct, empowered point of contact for AZ DOA leadership; available in-person, in real-time; for maximum

Solicitation No. BPM006719 02/20/2025 8 coordination. Between the on-site team and the EOC team, supply chain issues will be a primary focus. Invariably IEM will be contracting with specialists for the provision of tailored services that IEM will manage. While subcontracted service providers are responsible for fulfilling their commitments, IEM takes a hands-on approach to contract compliance and mission execution. IEM logisticians are experts in Logistics Section functions in the Incident Command System structure and Emergency Support Function #7 (Logistics) coordination.

2.1.3 Training of Staff

The IEM Team uses a combination of training methods, including but not limited to individualized, small group and automated, supported by digital job aids and refresher modules. Core to the delivery of effective training and the maintenance of high-performance standards is the supervisor. IEM demands that responsible managers and supervisors attain expert level proficiency with respect to their functions and they in turn become the key hub for information transfer to their teams of workers. Virtual collaboration tools that put a face with a person are critical to establishing and maintaining the “go to expert” relationship.

IEM uses MS Teams and the Team Portal as a primary real-time collaboration medium, O365 Exchange as a dedicated domain email service for the project staff to communicate securely, and a Team Portal as a shared workspace repository. The technologies are used to effectively share information and manage change. IEM uses our in-house Learning Management

System, IEM Learn, to provide web-based, take anywhere any time, training modules for staff.

Each staff member has their own training account, and the digital courses are saved so that the project employee can access previously completed training as a refresher at any time in the future. Role based management in IEM Learn allows supervisors to ensure that employees meet required completion deadlines and to task scheduled required or refresher training. IEM uses in-house training content designers that help develop novel interactive, compelling courses that hold employee interest and that keeps program knowledge from becoming “stale”. All staff IEM staff placed on any Arizona contract, as IEM employees, will have access to IEM Learn.

2.1.4 New User Account Set-Up

Upon contract award, IEM will open a Team Portal used by all partners to coordinate project requirements, allow IEM and its partners to share real-time updates about the status of rapid response teams and resources, and provide a common operating picture for deployment. The Team Portal will also allow the AZ DOA, eligible agencies, and co-op buyers to coordinate requirements for the requested emergency response services and solutions requested through the AZ eProcurement System. New user accounts will be setup by invitation to the Team Portal for responsible parties of each eligible agency and co-op buyer requesting services.

IEM uses a file-sharing and collaboration workspace in Office 365, Microsoft's cloud platform. We use an externally facing Team Portal site that allows customer stakeholders and teaming partners to securely access the site for real-time asset availability and location, document exchange, status reporting, program and schedule updates, and collaboration on work products. Discrete lists provide dedicated resources for individual teaming partners to report and maintain status, contact information, and availability for rapid response candidates. These individual lists are accessible by the teaming organization only, and one organization's resources are protected from access by another organization.

Information in these resources is aggregated into a master data set, with capabilities for reporting, on-the-fly searching, filtering, and dashboard views of complete program information. The program site is equipped with document libraries, contact lists, event calendars, training, and onboarding resources, and activity logs. Program leadership has full visibility of the site's content and can be confident of information security and real-time access to program data.

Solicitation No. BPM006719 02/20/2025 9

2.2 Proposed Contract Marketing Plan

Winning the statewide contract for emergency response services and solutions presents a significant opportunity to serve the State of Arizona, Participating Public Agencies, and Cooperative Members. To maximize impact, if awarded this contract, IEM will implement a comprehensive, multi-faceted marketing strategy tailored to government buyers and procurement officers. Our marketing would highlight the opportunities to use this contract mechanism and its ease of use.

We recognize the importance of collaboration with our clients when publicizing contract awards. IEM will work closely with participating entity representatives to ensure all messaging aligns with their communication preferences and approval processes before any external promotion. We would also look to AZ DOA for guidance on initial government clients or contacts with whom we should meet. Our initial marketing approach would include the following services proposed below.

2.2.1 Initial Strategic Communications and Positioning

• Media Release Outreach and Distribution: IEM will draft a press release announcing the contract award, emphasizing IEM’s expertise and the availability of contracted services under this award. The release would undergo IEM and client review and approval. Upon approval, we will distribute the press release to relevant media outlets and trade publications in Arizona to maximize visibility and ensure broad government and industry awareness of the contract. The approved press release will be published in the IEM Newsroom online with a direct link to our dedicated contract landing page.

• Capability Statement Distribution: IEM will develop and proactively share a capability statement across government directories, procurement databases, and targeted agency contacts to ensure contract visibility.

This statement would offer information regarding accessing the contract and the services offered through the vehicle.

• Newsletter Features: The contract win will be highlighted in IEM’s internal and external monthly newsletters, keeping employees, partners, and industry stakeholders informed of our expanding impact.

2.2.2 Digital Presence and Accessibility

• Dedicated Contract Landing Page: We will create a page on the IEM website to serve as a central hub for

Arizona agencies to explore our capabilities, the contract specifics, and our contact information. This would be a central source for stakeholders to access information about the contract. Using search engine optimization (SEO), we will enhance our online presence to ensure procurement officers searching for safety and emergency preparedness solutions could easily find and engage with us.

• Social Media Amplification: We will promote the contract using IEM’s social media platforms, including LinkedIn, Facebook, Instagram, and X. Tailored messaging and graphics will engage different audiences across platforms, ensuring maximum visibility.

2.2.3 Outreach and Awareness

• Strategic Engagement and Targeted Outreach: To maximize awareness and adoption of our public safety, emergency preparedness, and safety solutions under the Arizona statewide contract, we will implement a strategic, data-driven engagement plan tailored to the needs of participating agencies and cooperative members. By identifying and segmenting agencies based on their specific missions—such as law enforcement, emergency management, or public health—we will craft highly targeted messaging that directly addresses their challenges and operational objectives.

o IEM’s outreach strategy will leverage personalized email campaigns, strategic LinkedIn engagement, and direct communication with procurement officers to ensure decision-makers

Solicitation No. BPM006719 02/20/2025 10 know about the contract and recognize the value of our solutions. By delivering clear, solution-driven messaging that aligns with each agency’s goals, IEM will position ourselves as a trusted partner in advancing mission effectiveness.

• Industry Events & Webinars: We will position IEM as a trusted authority in public safety and emergency preparedness solutions by hosting informational sessions, participating in government contracting expos (if applicable), and offering educational webinars. These engagements will provide direct access to key decision-makers, allowing us to showcase our expertise, demonstrate the impact of our solutions, and address agency-specific challenges in real-time. Interactive webinars and live presentations will not only educate agencies on best practices and innovative technologies but also create opportunities for meaningful dialogue and collaboration. Meanwhile, our presence at industry events and expos will reinforce our credibility, expand our network, and ensure that Arizona agencies and cooperative members recognize us as the go-to provider for their safety and preparedness needs.

Through this multi-channel marketing and engagement approach, we will ensure Arizona agencies and cooperative members are aware of the contract and fully understand how our solutions enhance their preparedness, response capabilities, and overall operational success. Once established, IEM would continue to ensure general awareness and education regarding the contract and its capabilities.

2.2.4 Ongoing Communications and Positioning

• Engagement and Education: IEM will continue routine agency engagement and education regarding the contract and its offerings. Direct calls, one-on-one briefings, and educational presentations would allow us to engage procurement officials in meaningful conversations, address their specific needs in real-time, and foster long-term relationships that drive contract utilization and sustained partnerships. We will strategically time our engagement efforts with budget cycles, contract renewals, and solicitation periods to ensure decision-makers are familiar with IEM’s statewide contract and offerings when they are most relevant.

• Communications: IEM will continue to create regular submissions for industry and government newsletters featuring the contract capabilities. We will seek to develop whitepapers, case studies, and industry insights from the contract work that would keep agencies informed of project outcomes and the innovative solutions IEM could provide under the contract.

Through this strategic approach, IEM will effectively showcase the awarded contract while maintaining strong relationships with our clients and industry partners. With an integrated marketing approach, IEM would be positioned as the go-to, trusted provider for public safety and emergency preparedness solutions under the Arizona statewide contract, ensuring agencies and cooperative members fully understand our value and the contract availability.

Solicitation No. BPM006719 02/20/2025 11

3.0 Reporting

IEM recognizes that each client is unique in their reporting requirements and reporting cadence. Thus, IEM will develop custom reports to best fit the needs and project intricacies of the AZ DOA and any participating agency, or we will provide our reporting format. We utilize tools like Power BI, Smartsheet, and SharePoint to capture information and make it readily available to project management and client points of contact at any time.

Upon contract award, the IEM Team will establish a communication plan to provide regular progress reports and updates to the AZ DOA and other stakeholders. We will communicate project status, risks, and issues promptly and transparently, and facilitate effective communication among team members to ensure smooth coordination and collaboration. We will also submit a quarterly usage report documenting all services provided to both Eligible Agencies and Co‑Op Buyers, itemized separately. This usage report will further itemize divisions, groups or areas within a given Eligible Agency if they request services independently of each other.

In addition, these tools make creating presentations to leadership and elected officials much more effective, efficient, and timely, as the data they are interested in has been gathered from the start.

Solicitation No. BPM006719 02/20/2025 12

4.0 Implementation Plan

4.1 Information, Resources, and Assistance Required

Once the Master Agreement has been signed with AZ DOA, the IEM Project Management Team will meet with each participating entity—virtually—to discuss the project scope, cost estimates, length of term, and any pertinent risk in project requirements. Furthermore, we will actively discuss project milestones, services, and timelines, ensuring alignment with the participating entity’s goals and objectives. This discussion promptly addresses any concerns or inquiries the AZ DOA and other stakeholders raise, providing timely updates and progress reports as requested. By actively participating in these meetings and discussions, we aim to cultivate a strong partnership with each participating entity and all relevant stakeholders, enabling effective coordination and successful implementation.

4.2 Implementation of the Online Ordering System

Implementation of the online ordering system is not applicable to our proposed services.

4.3 Experience with Customer Relationships of Similar Size and Complexity IEM has experience with customer relationships of similar size and complexity. Our relevant experience showing capacity is provided in the table below.

Location Work Performed Number of Staff Capacity

Florida POD/Warehousing, EOC support staff, incident management teams. 151 250 plus additional on-call reservists.

Hawaii Air Transportation Support Services and Air Evacuation Aviation Ground Support

11 57 plus additional on-call reservists.

California Shelter management, shelter staffing. 175 250 plus additional on-call reservists.

Multiple States Administrative staff, clinical staff. 400 admin and 5,000 clinical staff

COVID-19 pandemic response – IEM deployed over 400 administrative staff members and, coordinating with subcontractors, deployed an additional 5,000 clinical staff members across seven states.

4.4 Customization Abilities

Political subdivisions within a participating entity can vary widely in their powers and governance structures, which allows them to enact their own laws and regulations. IEM is positioned to customize as needed.

Solicitation No. BPM006719 02/20/2025 13

5.0 Value-Added Solutions

5.1 Installation of Products

Installation of products is not applicable to our proposed services.

5.2 Warehouse Management Solutions

Warehouse management solutions is not applicable to our proposed services.

5.3 Disaster Recovery Plans and Services

IEM has decades of experience administering and maximizing the full complement of FEMA and federal disaster recovery programs, which includes FEMA Public Assistance (PA), Individual Assistance (IA), hazard mitigation programs, and other federal grant programs. Upon request, IEM can build a team from our deep bench of disaster recovery, emergency management, mitigation, and subject matter experts.

IEM can also provide the state with access to technical expertise in niche areas—including, but not limited to, the Public Assistance program, Hazard Mitigation Grant Program (HMGP), grant management, and procurement advice and assistance through a seasoned staff team equipped to drive innovation.

IEM’s primary focus for all our clients is to provide outcomes, putting the well-being of disaster survivors and the goals of our clients first.

5.3.1 Disaster Recovery Centers

The Individuals and Households Program (IHP) assistance provides financial assistance and direct services from FEMA to eligible individuals and households who have uninsured or underinsured necessary expenses and serious needs. While this program is executed primarily by FEMA, there are elements that must have state involvement early and often. Upon request and within 48 hours of an executed task order, IEM can provide subject matter experts to advise state recovery staff regarding key FEMA offerings that are not automatic in a disaster.

IHP requires consistent engagement with the FEMA Individual Assistance (IA) team at the joint field office as well as the federal coordinating officer, which IEM is fully capable to do on behalf of the state. In addition to SME deployment for program administration, there will be a need for knowledgeable IA staff to represent the state in disaster recovery centers. IEM staff, knowledgeable and experienced in federal individual assistance policy can deploy to support disaster recovery center operations to offer state support to those that may not be eligible for federal assistance.

Solicitation No. BPM006719 02/20/2025 14

5.3.2 Virtual Contact Center

IEM has provided intake and outgoing virtual contact center services for over nine years. These services include providing virtual contact centers for various federal, state, and local programs such as disaster recovery centers, housing programs and broadband where we assist homeowners and renters with program eligibility questions, applications, and status of claim/benefit. We have an integrated and robust training program that supports all of our agents and all of our programs, including weekly calibration calls to verify representatives are following program requirements and meeting expectations. We offer a variety of calling platforms tailored to the specific requirements of each project. With FedRAMP High compliance, these platforms guarantee 100 percent adherence to regulatory standards.

IEM offers a full complement of call center services to support survivor disaster recovery. We can provide experienced call center managers and teams of customer service representatives working around the clock to address survivors’ needs, including emergency maintenance calls and other issues in housing recovery programs.

Our teams are thoroughly vetted and trained in every aspect of customer service, including mission-specific topics such as disaster housing, registration intake, case management, and resource coordination. They are proficient in the use of IEM call center software and skilled in addressing survivors’ inquiries with clarity and compassion.

IEM ensures that our Virtual Contact Center is properly staffed with multilingual personnel to handle calls in languages other than English that may be predominant in the area of service (e.g., Spanish). Additionally, IEM works with third party vendors to provide access to additional translation services that may be needed, to include Telecommunications Relay Service for persons who are deaf, hard of hearing, or hearing impaired.

5.3.3 Data Management / Geospatial Solutions

IEM recognizes the importance of data management, especially when the data may contain sensitive or personally identifiable information (PII) or medical information that is governed by HIPAA privacy rules. As part of our Capability Maturity Model Integration for Development (CMMI-DEV) Maturity Level 3, IEM has internal standards for data governance, data security, and data management. We utilize both on-premises and cloud solutions to meet the needs of our clients, and our clients are involved in our data governance group, so they have visibility on how we handle the data and any changes that are proposed.

In addition to nearly four decades of experience delivering emergency management solutions to customers across the United States and beyond, IEM has developed numerous software and geospatial solutions. The solutions enhance our customers’ ability to manage critical functions and better understand their capabilities, risks, and

Solicitation No. BPM006719 02/20/2025 15 challenges. We have experience with various standard IT and state-of-the-art development tools. Tackling a broad array of challenges, we have placed IT professionals and delivered IT solutions in project areas as diverse as web-based automated multi-tier grants management, sophisticated modeling and simulation, acquisition-based decision support systems, and secure web portals.

IEM developers use an agile process that stresses unit testing, iterative design, development cycles, and continual re-factoring to combat code entropy. Our software tools adhere to essential interoperability standards (open architecture, high-level architecture, OASIS, IEEE, etc.) that facilitate flawless data exchange and ensure communications between disparate software/hardware systems. IEM provides a framework of mature, repeatable management processes grounded in best practices from the Project Management Body of Knowledge (PMBOK), International Organization for Standardization (ISO), and Capability Maturity Model Integration (CMMI®), and continuously improved through years of emergency management experience in planning, knowledge management, exercises, and response to real-world events.

To demonstrate our high level of quality, IEM has been appraised as fully compliant at Maturity V2.0, Level 3, with the Software Engineering Institute’s Capability Maturity Model Integration for Development (CMMI-DEV), recognizing our use of organization-wide standards that guide projects, programs, and portfolios. Most recently, as an ESRI Silver Partner, IEM can call upon the resources of the global market leader in geographic information systems (GIS) software, location intelligence, and mapping. Through this partnership, we have access to the latest GIS technology and regularly engage our GIS Specialists in training opportunities.

5.3.4 Community Engagement

IEM conducts community-based and community-led grassroots outreach campaigns to reach individuals where they are using culturally appropriate means. Our team of seasoned communication professionals develops and implements strategic communication plans that leverage stakeholders to deliver clear calls to action that positively resonate with the intended audiences. IEM works collaboratively and respectfully with local governments (e.g., county and Tribal Nation leaders, mayors, long-term recovery groups, community-based organizations, faith-based and citizen groups) to develop media strategies, identify resources, and disseminate information to the public.

Solicitation No. BPM006719 02/20/2025 16

We understand that each disaster is different and that disasters uniquely affect each community. What has worked for one disaster may not work for another, and similarly, one size will not fit all when seeking to effectively address disaster survivors’ unmet needs.

5.3.5 Emergency Shelter Development and Planning

IEM has significant experience with sheltering projects, assessments, gap analyses, and plans at the municipal, regional, Tribal, and state levels. Our understanding of sheltering encompasses the requirements to assess capabilities for small, medium, and large disasters of any kind and any degree of onset. Additionally, AZ DOA, Entitled Agencies, or Co-Op Buyers may consider a need to assess different sheltering types: congregate, non-congregate, host community, and non-traditional operations. While many of these sheltering operations have common operating pictures and protocols, others require specialized knowledge and expertise to assess, plan for, and execute to success.

The need for shelter support may originate from different causes, including humanitarian, medical, transitional, or disaster recovery events. However, our goal remains the same: to provide safe, survivor-focused care and management of those seeking refuge and to rapidly establish all shelter operations in response to emergencies of various types. We know how to plan for these scenarios because we’ve done these operations. Using national standards alongside our professional capabilities and skills, we can present a foundation for successful development and planning that will result in the basis for comprehensive operations to follow. Our relevant shelter experience is presented below.

Additionally, IEM understands how vital it is to ensure that the needs of all community members are addressed, therefore our shelter development and planning efforts always consider accommodations for access and functional needs, and cultural and faith-based considerations. Where it occurs and when possible, our stakeholder outreach includes representatives from underserved and underrepresented communities and the agencies and organizations that support them to gain the clearest understanding of how best to plan for the safety, security, and well-being of the whole community.

5.4 Use of Diverse Suppliers

IEM is a minority woman-owned emergency management and disaster recovery company that has long embraced the concepts of diversity and equity. We are a certified WBE through the Women's Business Enterprise National Council (WBENC). In addition, our teaming partner, Granny’s Alliance, is a certified WBE through the WBENC and a certified woman-owned small business.

As a minority woman-owned business, IEM understands the value that minority, women-owned businesses, and other…