BPM006903_-_L_Method_of_Approach_Final.pdf

Request for Proposal

Solicitation No. BPM006447

HVAC: Repairs, Service, Maintenance and Emergency Services

Arizona State Parks Board 1110 W. Washington Street

Suite 100 Phoenix, Arizona 85007

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

Attachment L – Method of Approach – LEE COLLINS AIR

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.

1.0 Describe if you are able to meet the hours required in Section 3.0 and if your company anticipates any issues meeting them.

1.1 Available 365 days a year, 24 hours a day if needed.

1.2 Regular Service hours

1.3 Emergency Service, After hours

1.4 Describe your company and if you have the capacity or sufficient work force should service be required.

Offeror Response:

Lee Collins Air Conditioning (LCAC) hours of operation are Monday through Friday, 7am to 4pm daily. We offer an after-hours call center to answer calls past 4pm. Clients are given the opportunity to schedule next business day to offset emergency service fees, however we do offer a technician on call Weekends, Federal Holidays and from 4pm to 9pm weekdays.

LCAC possesses 8 (8) full-time service techs, one (1) 1099 tech and twenty-three (23) commercial installation techs. All LCAC service technicians are HVAC trained and possess an EPA Certification card as well as an iPad trained to document information in the field. All service techs are experienced in performing routine maintenance on a variety of products, installation of new system units and ductwork, and are capable of diagnosing system issues. No team member is dispatched into the field without a rigorous review of their skill set to determine if they can perform preventative maintenance or diagnose a system on their own. LCAC’s core strength resides in its experienced personnel, who are experts in the company’s HVAC Products, Maintenance, and Installation. LCAC employees have decades of combined experience providing products, customer service, and exceptional results to meet their clients’ expectations. Personnel with LCAC are committed to exceptional customer service, timely output, and efficiency in their efforts.

Key to our growth is LCAC’s belief that turnover is detrimental to their success. Accordingly, the company does not lay off technical staff throughout the year. In the slow season Oct–March, LCAC reallocates workload, so they maintain their core team.

Arizona State Parks Board 1110 W. Washington Street

Their client base includes customers in construction, property management, commercial, state/federal government, as well as residential customers. Customers such as Woodbridge Interiors, Medford Knives, BPR Construction, CavCon Construction, the State of Arizona Game and Fish, and Management Trust are among their current customer lists.

Please see BPM006903_I_Organizational Profile for an understanding of our capacity to respond to the contract needs.

Arizona State Parks Board 1110 W. Washington Street

2.0 Describe in detail the resources your company has to ensure you meet the needs of Section 4.0 General Service Description to include:

2.1 Resources available to ensure you are able to furnish all labor, materials, equipment and services, and supplies for repairs.

2.2 Describe your Service record process.

2.3 Describe how your company handles complaints and deficiencies of significant importance. Process for corrective action when complaints are received.

2.4 Describe your company’s policies for handling EPA and OSHA Guidelines and any other regulatory requirements for your industry.

2.5 Describe how your company communicates when you are unable to fulfill the requirements of the contract because of unavailable parts, manpower or any other condition that may prevent the work from being completed.

2.6 Describe your company’s safety procedures when working on the job site.

2.7 Describe your process from initial communication of a park issue to include approximate turn time for quote/estimate, to begin work upon receipt of a purchase order and billing upon completion of the project.

2.8 Describe your process should you need parts that are not on the truck. Does your company have sufficient resources statewide to ensure the job is completed in as few trips as possible?

Please see our Organization Chart (located in Attachment F_Experience and Capacity Response) to determine our workforce resources available to support your needs.

As for equipment and materials, it will be critical to identify all operational HVAC equipment prior to onboarding the contract.

This is something that LCAC and the state will work in partnership to identify to ensure materials are available to support timely HVAC ticket resolution. In addition, we will continue to utilize our current vendors statewide, many of whom have multiple offices throughout the state that can support our efforts with parts and materials. However, equipment identification is key to proactively resolving many service-related issues.

We utilize several philosophies in our business practice to assist us with delivering exceptional service:

• Lean Practices

• Competitive Pricing

• Quality Workmanship at a fair price

• On Time Delivery Commitments

• Customer Satisfaction at all Costs

To assist us with our day-to-day deliverables we utilize Service Titan as our CRM database which tracks not only jobs, but:

1. Customer Name, Point of Contact Email and Phone, and Multiple Locations.

2. Resource scheduling.

3. Dispatching.

4. Accounting/financial elements.

Arizona State Parks Board 1110 W. Washington Street

5. Invoicing/Collections.

6. Customer specific pricing.

7. Project management

8. GPS tracking of our fleet

9. Materials purchasing on a per job and fleet basis.

10. Equipment Records

11. Digitally library of video(s), photo(s) and note(s) associated with any given job.

12. Recurring maintenance schedules

In addition to an after-hours call center to assist with after-hour requests, we offer our website to allow for service scheduling during and after business hours. The contract administrator will also provide his/her phone number to the client for future reference, should there be a failure in the process flow whether it be during normal business hours or an after-hours situation.

When we set a project up within the system, it is capable of monitoring tasks that need to happen to ensure:

1. Project completion

2. Purchase Order Reconciliation

3. Financial status/project costing

4. Invoicing

5. Estimates associated with project.

6. Materials purchased.

7. Technician allocated time.

8. Digitally library of video(s), photo(s) and note(s) associated with the project.

9. Check sheets that we use to monitor the workflow of our technical team. The most common check sheets we use pertain to tune-ups and start-ups to ensure any HVAC is operating to its optimum level.

As you can see, our CRM database allows us to track multiple elements to ensure customer satisfaction. Not only does it allow us to keep a historical record of our service, but it also allows visibility from remote locations as well as ensure follow-up for additional work needed.

It is through our digital documentation of any given job that we can reference the details of the job via notes, check sheets, and photos. Initially our office team would investigate the complaint and assist with a resolution. As previously mentioned, we are committed to customer satisfaction. If further investigation or management is needed, it is escalated through our organization with a focus on resolving as quickly as possible. In addition, the project manager assigned to support the contract would also be a resource available to support any complaints or deficiencies and provide our team with feedback for corrective action.

Within the HVAC industry, chemical elements are not prevalent in our installation and maintenance of equipment. However, we are aware of MSDS documents and their importance on construction but are not a requirement for our work.

For the most part, technicians require extensive in-class and OTJ training to understand maintenance, troubleshooting, and service necessary for any HVAC unit(s). We anticipate this need and have weekly training sessions to discuss industry changes, equipment changes, and process flow changes to ensure we can service our customers correctly and meet their needs. In addition, we do a turnover “training” session at the completion of each new equipment installation with the customer addressing the importance of recurring maintenance, thermostat programming and filter changes. We discuss the

Arizona State Parks Board 1110 W. Washington Street manufacturers’ expectations and what the industry expectations concerning the equipment are in addition to providing a client with an overview of current warranties and how future service(s) are addressed.

When a deficiency in the market exists, we will do everything possible to provide the customer with options. We do not align ourselves with only one HVAC distributor. We have experience handling, American Standard/Trane/Mitsubishi, Goodman/Daikin/McQuay, Carrier/ICP, Bard, Lennox, York, etc. As an example, during Covid, when all our competitors were having issues getting HVAC units due to the supply chain shortages, we approached many construction jobs with alternative products to ensure we met construction deadlines. We allowed the customer to decide if we could value engineering their contract with other quality products rather than wait for a 12-week delivery schedule. Some waited and others appreciated the options to make delivery schedules.

Also, please reference BPM006903_ Attachment F_Expertise_and_Capabilities_Attachment – Company Experience, Section Quality Control for details on our philosophy concerning deficiencies and complaints.

Our current safety program includes:

• Daily field visits.

• Senior Lead Technician assigned to each job.

• Weekly project meetings to review and discuss issues concerning the project.

• Weekly on-site safety meetings with staff.

• OSHA 300 logs maintained.

• Safety helmets, reflective gear and eyeglasses are worn on construction sites. (This is a mandatory requirement). Barriers and cones when needed.

• Current Safety Plan updated annually.

• Ongoing training as needed.

To date we have had no safety deficiencies on any work site.

Our current response time from diagnosis to work completed depends on a multiple of variables. For service/repair, we would require approval on site to ensure a second trip is not warranted. However, should more extensive work be needed, and if the equipment is available as well as all the necessary people available to approve the PO, we can turn around any given estimate within days. We find the longest delay is getting the estimate in management’s hands for approval and the PO being issued. Once a purchase order is received, we can easily schedule the work within 3-5 business days (sometimes sooner; provided equipment & materials are available). And billing would be submitted no later than 48 hours of completion of work.

No fleet will have everything every customer needs on their trucks. However, LCAC can set up a procedure plan to assist with supporting the state’s needs. To ensure seamless support to the state, our partnership will require the following elements set up prior to running service or maintenance. This preparation will be essential in minimizing any expenses to the state.

1. Equipment Identification - Identify all model and serial numbers of existing equipment on site.

2. Maintenance Schedule - Approve a maintenance plan/schedule that includes servicing these units twice a year to identify potential service issues.

3. Purchase Order Authorization – Distinct purchase orders need to be set up to identify the breath or scope of service to be identified on an ad hoc or recurring basis.

Arizona State Parks Board 1110 W. Washington Street

4. Vendor Relationships - Identify vendor relationships within a 10–15-mile radius of state park facilities that can provide essential parts and materials for items not stocked on contractor or subcontractor fleet. If vendors do not exist to support those needed, determine alternate ways to provide material support to state park facilities.

5. Subcontractors - Identify geographically desirable subcontractors that can minimize travel time/response time and costs to the state parks. This should be accomplished within the first 60 days of the contract.

6. After Action Briefing – Initiate quarterly after action briefing to review all quarterly maintenance provided and any outstanding/unresolved service issues.

Items 1, 2, 3, and 6 will require state assistance to initially set up but once in place, the state will see cost savings realized.

Arizona State Parks Board 1110 W. Washington Street

3.0 Describe in detail how your company will comply with section 5 Maintenance to include:

3.1 Describe your company’s detailed service records and maintenance records.

3.2 Describe your estimate and if they provide detailed descriptions of the equipment and/or parts to be serviced.

3.3 Describe your company’s policy or process in regard to providing real time status of any current work in process.

3.4 Describe your company’s quality processes to ensure the work completed is to industry standards and what steps are taken to ensure the work is done properly.

To assist us with our service calls, we utilize Service Titan as our CRM database which tracks not only jobs, but:

1. Customer Name, Point of Contact Email and Phone, and Multiple Locations.

2. Resource scheduling.

3. Dispatching.

4. Accounting/financial elements.

5. Invoicing/Collections.

6. Customer specific pricing.

7. Project management

8. GPS tracking of our fleet

9. Materials purchasing on a per job and fleet basis.

10. Equipment Records

11. Digitally library of video(s), photo(s) and note(s) associated with any given job.

12. Recurring maintenance check sheets and schedules

All Preventative Maintenance requires documentation of existing equipment on site prior to providing any services. The documentation is both available digitally and in paper version. As changes are being made to support the customers’ needs, we are updating our records to reflect those changes. This documentation allows us to preemptively identify distinct items needed such as filters, belts, etc. which are part of the PM service.

All estimates will provide the customer a description of the anticipated work, equipment, materials, travel charges (if applicable), shipping/freight charges (if applicable) and labor associated to complete that work. Via our database we can also itemize an estimate for customer review. Should photos of the equipment in question be needed, our technicians routinely take pictures at every service to reflect a before/after status.

Estimates, invoices, and payment can all be done digitally through our system. Estimates are sent with a pdf attachment, so they can be shared and escalated through the approval process and forwarded for client review while on site or within 24 hours to ensure issues are resolved within a timely manner.

Technicians are required to check in with an onsite POC to ensure the customer is aware of our response and presence.

Once diagnosis is complete, the technician will discuss with the customer their findings and recommend the course of action. In most cases, verbal authorization will suffice to complete work. If a PO system is in place, our technician will escalate the issue to our estimator who will discuss viable options and best practices with the client, prepare an estimate

Arizona State Parks Board 1110 W. Washington Street and follow up to ensure the issue is resolved. Once approval has been received, the estimator will identify potential installation/repair dates, order specific materials/equipment for the job, coordinate a crane or recycle if needed for the job as well as any other elements necessary to finalize the work.

Service/Repair quality standards are monitored and maintained by:

• Daily field visits by service manager.

• Ride along with the manager to ensure proper procedures are followed.

• Experienced Technician assigned to each job.

• Weekly training meetings to review and discuss issues and lessons learned concerning recent job(s)/project(s).

• Corporate training videos utilized for individual training.

For recurring maintenance, we will provide the following services based on equipment type to ensure standardization of service across the contract. See the table below:

Equipment Type Services to be delivered per unit type Frequency Delivered (qty.

per yr)

HVAC Unit

i. Check the thermostat for proper function.

ii. Clean Coils

iii. Check pressures.

iv. Check fan motors.

v. Check all electrical connections.

vi. Change filters.

vii. Check cap.

viii. Ensure there are no leaks in the system.

ix. Check heat pumps.

x. Check function on all valves/ sensors for proper function.

xi. Check any belts if applicable.

xii. Ensure we have the systems running optimally and provide us with a summary of deficiencies and the cost of repairing them.

Evaporative Coolers

i. Check cooler housing for rust.

ii. Check all electrical connections.

iii. Check for leaks.

iv. Check water pumps for proper function.

v. Blow out pump lines to insure proper water flow.

vi. Clear internal pan of any debris

vii. Check belts and motor for wear.

viii. Check/ clean filter media, report in summary of deficiencies if replacement is needed.

ix. Ensure we have the systems running optimally and provide us with a summary of deficiencies and the cost of repairing them.

Mini Splits

i. Visual check of unit.

ii. Clean the Coils

iii. Wash filters

iv. Check freon levels.

Window Units

i. Visual check of unit.

ii. Clean the coils.

iii. Wash filters

Arizona State Parks Board 1110 W. Washington Street

Below are the equipment quantities per location identifying the state’s preventative maintenance needs:

Quantities by Equipment Type Location HVAC Evap Cooler Mini Split Window Other

Alamo 6 1 0 3 Buckskin Mtn 5 1 0 3 Cattail Cove River Island Unit 3 0 0 2 Lake Havasu Yuma Terr Prison Lyman Lake 3 1 1 11 1 RV HVAC* Dead Horse Ranch 5 1 3 8 Fool Hollow Fort Verde 2 1 0 0 1 RV HVAC* Homolovi Jerome 3 3 non operable 0 1 HVAC are heaters only Red Rock 7 Riordan Mansion 7 Slide Rock 1 0 0 3 Tonto Nat Bridge 6 0 2 1 VR Grnway Incorporated in the

DEHO numbers Rockin River 2 0 1 0 Catalina 4 1 Lost Dutchman 4 2 5 1 McFarland Oracle 1 3 Patagonia Lake Picacho Peak 4 1 1 Dankworth Pond Kartchner 3 1 6 5 • PTAC unit at Ranch

House

• Boiler/Chiller at Discovery Center**

Roper Lake San Rafael Sonoita Creek Tombstone 0 0 Note: Currently zero, but have grant to add eight mini split HVAC systems, still pending

Tubac Presidio

*Items need further investigation to ensure units can be serviced and maintained by LCAC. The RV units need to be identified as traditional HVAC units and not car HVAC units. This will be addressed at time and materials.

**To be serviced by a subcontractor and estimates will be done at time and materials.

Arizona State Parks Board 1110 W. Washington Street

4.0 Describe in detail how your company will be available for emergency services as per Section 6 and meet the needs of the park to include:

4.1 Describe the labor, overtime, travel costs, ability to obtain parts and supplies.

4.2 Describe the expenses to be incurred for Emergency service.

4.3 Describe if your company will be able to meet the requirement of being on-site within three hours of notification or how long it would take your company to be on-site.

4.4 Describe how your company handles off-hour calls and the process for emergency services.

Our current response time from diagnosis to work completed depends on a multiple of variables. For emergency services, we would require approval on site to ensure a second trip is not warranted. If a purchase order is in place, we can easily schedule the work onsite provided universal parts will resolve the issue.

However, should more extensive work be needed, (like a unit replacement), and if the equipment is available as well as all the necessary people are available to approve the PO, we can generally turn around any given estimate within several days. We find the longest delay is getting the estimate in management’s hands for approval and the PO being issued.

Once a purchase order is received, we can easily schedule the work within 3-5 business days.

No fleet will have everything every customer needs on their trucks. Accordingly, Emergency Service has its own set of challenges. Simply dispatching a tech to a customer location to troubleshoot is one thing, but if no vendors are open to assist with providing parts that are model/serial number specific, then essentially work will require an additional visit. In most cases, HVAC repairs are mostly electrical in nature so universal capable parts like; capacitors, blower motors as well as refrigerants will be stocked on the truck, but please understand certain elements will determine anyone’s responsiveness.

1. Age of the unit which will not only impact parts but refrigerant availability.

2. Non-universal parts essential to the unit operation.

3. Vendors support outside of normal business hours for material and equipment.

4. Labor support outside of normal business hours. There are just some jobs that require more than one man to perform and complete.

Having said that, there are things that can be done prior to being dispatched to alleviate unnecessary costs to the state. As previously mentioned, the following items below could help to mitigate frustration. LCAC can set up a procedure plan to assist with supporting the state’s needs. To ensure seamless support to the state, our partnership will require the following elements set up prior to running Emergency Service. This preparation will be essential in minimizing any expenses to the state.

1. Contact List for each location – Call list to identify leadership authority to approve work. Communication with onsite leadership prior to dispatch to ensure we have the basic elements needed to troubleshoot and identify problems.

2. Equipment Identification - Identify all model and serial numbers of existing equipment on site. (This is extremely critical.

3. Portable AC units available to assist with response times in the more remote areas.

Arizona State Parks Board 1110 W. Washington Street

4. Purchase Order Authorization – Distinct purchase orders need to be set up to identify the breath or scope of service to be identified on an ad hoc or recurring basis.

5. Vendor Relationships - Identify vendor relationships within a 10–15-mile radius of state park facilities that can provide essential parts and materials for items not stocked on contractor or subcontractor fleet. If vendors do not exist to support those needed, determine alternate ways to provide material support to state park facilities.

6. Subcontractors - Identify geographically desirable subcontractors that can minimize travel time/response time and minimize costs to the state parks. This should be accomplished within the first 60 days of the contract.

7. After Action Briefing – Quarterly after action to address any successes or failures with Emergency Service and assist with improvements with future support.

Items 1, 2, 3, and 6 will require state assistance to initially set up but once in place, the state will see cost savings realized.

The single largest expense incurred for Emergency Service is labor whether it be tech time or windshield time. Materials essential to complete any given job will get factored into windshield time. The grid will give you a better understanding of the best practices concerning Emergency response vs Standard Service to assist with cost and response expectations.

As previously mentioned, documentation of the existing model and serial numbers is essential to understanding the needs of the job prior to dispatch.

Response Times:

Please see the grid below for Service/Repair and Emergency Service response (this does not apply to Maintenance;

Preventative Maintenance is a scheduled service). Please remember that in some cases concerning Emergency Service, it might be better to wait for the next business day so that the technician has vendors available to assist with parts and materials.

Standard Service Response Protocol for State

Anticipated Travel Time from

Pheonix Metro Area

Initial Request Standard Service Standard Service

LCAC Latest Dispatch Time Subcontractor Support

1 Hr. 7am-11am Same day Response Initial Request received before 11am None needed

1.5 Hr. 7am-11am Same day Response Initial Request received before 11am None needed

2 Hr. 7am-11am Same day Response Initial Request received before 11am None needed

2.5 Hr. 7am-9am Same day Response Initial Request received before 9am None needed

3 Hr. 7am-4pm Same day Response Initial Request received before 9am Possible - same day response

3.5 Hr. 7am-4pm Next day response

Schedule for the next business day; noon arrival or utilize sub Possible - same day response

4 Hr. 7am-4pm Next day response Schedule for the next business day; noon arrival or utilize sub Possible - same day response

Arizona State Parks Board 1110 W. Washington Street

Emergency Service Dispatch Protocol for State (Next available appt. needed)

Anticipated Travel Time from

Pheonix Metro Area

Initial Request Emergency Service

Emergency Service Latest Dispatch Time Subcontractor Support

1 Hr. 7am-11am Same day Response Initial Request received before 11am None needed

1.5 Hr. 7am-11am Same day Response Initial Request received before 11am None needed 2 Hr. 7am-11am Same day Response Initial Request received before 11am None needed

2.5 Hr. 7am-9am Same day Response Initial Request received before 9am None needed

3 Hr. 7am-4pm Same day Response Initial Request received before 9am for Same

Day; Schedule for the next business day;

noon arrival or utilize sub

Possibly accommodate a same day response

3.5 Hr. 7am-4pm Same day Response

Initial Request received before 9am for Same

Day; Schedule for the next business day;

noon arrival or utilize sub

Possibly accommodate a same day response

4 Hr. 7am-4pm Same day Response Initial Request received before 9am for Same

Day; Schedule for the next business day;

noon arrival or utilize sub

Possibly accommodate a same day response

Each call received whether it be standard service or Emergency service is evaluated on its merit. Such factors as the number of units on an establishment, the customer’s age or disabilities, the distance to the customer site, as well as accessibility to the unit all are considerations when scheduling a service call. A customer with one unit and no AC request will be bumped to the front of the line since AC is critical during the summer months in AZ. A customer with multiple AC units and no AC request will be responded to within the next 24 hours. While both are valuable to us as customers, the home with one unit will take precedence.

In addition to an after-hours call center to assist with after-hour requests, we offer our website to allow for service scheduling during and after business hours. Customers are always given the next business day options to help minimize costs, but emergency services are available all weeknights, weekends, and holidays. The contract administrator will also provide his/her phone number to the client for future reference, should there be a failure in the process flow whether it be during normal business hours or an after-hours situation. Reference Response Times: Service/Repair and Emergency Service Grid to identify best practices for response.

Arizona State Parks Board 1110 W. Washington Street

5.0 Section 7: Parts, Labors and Complete Replacements: Describe in detail how your company will meet those items per Section 7 of the solicitation to include:

5.1 Describe the labor, overtime, travel costs, ability to obtain parts and supplies.

5.2 Describe the expenses to be incurred for Emergency service.

5.3 Describe if your company will be able to meet the requirement of being on-site within three hours of notification or how long it would take your company to be on-site.

5.4 Describe how your company handles off-hour calls and the process for emergency services.

5.5 How or what process can your company do to ensure ASPT is getting the best pricing on parts.

5.6 What is your process for ensuring approval is obtained prior to major repairs.

5.7 How do you ensure that energy efficient parts are utilized whenever possible?

Our current response time from diagnosis to work completed depends on a multiple of variables. For system replacements, there would be an initial visit to system diagnosis and an estimate provided. We would require approval prior to scheduling.

Once a purchase order is approved, we can schedule work within 3-5 business days. We find the longest delay is getting the estimate in management’s hands for approval and the PO being issued.

If the replacement is addressing an emergency situation, we would expedite our response to address within the next 24-48 hours (provided equipment/labor is available). If we needed to assign a sub-contractor to deliver, we would do so to ensure the customer’s needs are met.

No fleet will have everything every customer needs on their trucks. Accordingly, Emergency Service has its own set of challenges. Simply dispatching a tech to a customer location to troubleshoot is one thing, but if no vendors are open to assist with providing parts that are model/serial number specific, then essentially work will require an additional visit. In most cases, HVAC repairs are electrical in nature so capacitor and blower motors will be stocked on the truck, but please understand certain elements will determine anyone’s responsiveness.

• Age of the unit which will not only impact parts but refrigerant availability.

• Non-universal parts essential to the unit operation.

• Vendors support outside of normal business hours for material and equipment.

• Labor support outside of normal business hours. There are just some jobs that require more than one man to perform and complete.

Having said that, there are things that can be done prior to being dispatched to alleviate unnecessary costs to the state. As previously mentioned, the following items below could help to mitigate frustration. LCAC can set up a procedure plan to assist with supporting the state’s needs. To ensure seamless support to the state, our partnership will require the following elements set up prior to running Emergency Service. This preparation will be essential in minimizing any expenses to the state.

1. Contact List for each location – Call list to identify leadership authority to approve work. Communication with onsite leadership prior to dispatch to ensure we have the basic elements needed to troubleshoot and identify problems.

Arizona State Parks Board 1110 W. Washington Street

2. Equipment Identification - Identify all model and serial numbers of existing equipment on site. This is extremely critical.

3. Portable AC units to assist with unit replacement and delivery times.

4. Purchase Order Authorization – Distinct purchase orders need to be set up to identify the breath or scope of service to be identified on an ad hoc or recurring basis.

5. Vendor Relationships - Identify vendor relationships within a 10–15-mile radius of state park facilities that can provide essential parts and materials for items not stocked on contractor or subcontractor fleet. If vendors do not exist to support those needed, determine alternate ways to provide material support to state park facilities.

6. Subcontractors - Identify geographically desirable subcontractors that can minimize travel time/response time and minimize costs to the state parks. This should be accomplished within the first 60 days of the contract.

7. After Action Briefing – Quarterly after action to address any successes or failures with Emergency Service.

Items 1, 2, 3, and 6 will require state assistance to initially set up but once in place, the state will see cost savings realized.

The single largest expense incurred for Emergency Service is labor whether it be tech time or windshield time.

Materials essential to complete any given job will get factored into windshield time. Please reference the grid in Section 4 to give you a better understanding of the best practices concerning Emergency response vs Standard Service to assist with cost and response expectations. As previously mentioned, documentation of the existing model and serial numbers is essential to understanding the needs of the job prior to dispatch.

We could service most locations within 3 hours from the Phoenix metro area, however, there are some outlining areas that would be outside the 3-hr. window expectation. It is those areas that we would be looking for to coordinate sub-contract services to support our contract expectations. However, the selection of the right sub-contractor is essential and needs to be based on the quantity and type of equipment needing service/repair/maintenance. Initially, we need to identify all onsite equipment associated with this contract to provide the best services possible. We believe these relationships can be established within the next 60 days with no issue.

Our current response time from diagnosis to work completed depends on a multiple of variables. For emergency services, we would require approval on site to ensure a second trip is not warranted. Once a purchase order is received, we can easily schedule the work onsite.

However, should more extensive work be needed (like a unit replacement), and if the equipment is available as well as all the necessary people are available to approve the PO, we can generally turn around any given estimate within several days. We find the longest delay is getting the estimate in management’s hands for approval and the PO being issued. Once a purchase order is received, we can easily schedule the work within 3-5 business days.

No fleet will have everything every customer needs on their trucks. Accordingly, Emergency Service has its own set of challenges. Simply dispatching a tech to a customer location to troubleshoot is one thing, but if no vendors are open to assist with providing parts that are model/serial number specific, then essentially work will require an additional visit. In most cases, HVAC repairs are electrical in nature so capacitor and blower motors will be stocked on the truck, but please understand certain elements will determine anyone’s responsiveness.

• Age of the unit which will not only impact parts but refrigerant availability.

• Non-universal parts essential to the unit operation.

Arizona State Parks Board 1110 W. Washington Street

• Vendors support outside of normal business hours for material and equipment.

• Labor support outside of normal business hours. There are just some jobs that require more than one man to perform and complete.

Having said that, there are things that can be done prior to being dispatched to alleviate unnecessary costs to the state.

As previously mentioned, the following items below could help to mitigate frustration. LCAC can set up a procedure plan to assist with supporting the state’s needs. To ensure seamless support to the state, our partnership will require the following elements set up prior to running Emergency Service. This preparation will be essential in minimizing any expenses to the state.

1. Contact List for each location – Call list to identify leadership authority to approve work. Communication with onsite leadership prior to dispatch to ensure we have the basic elements needed to troubleshoot and identify problems.

2. Equipment Identification - Identify all model and serial numbers of existing equipment on site.

3. Purchase Order Authorization – Distinct purchase orders need to be set up to identify the breath or scope of service to be identified on an ad hoc or recurring basis.

4. Vendor Relationships - Identify vendor relationships within a 10–15-mile radius of state park facilities that can provide essential parts and materials for items not stocked on contractor or subcontractor fleet. If vendors do not exist to support those needed, determine alternate ways to provide material support to state park facilities.

5. Subcontractors - Identify geographically desirable subcontractors that can minimize travel time/response time and minimize costs to the state parks. This should be accomplished within the first 60 days of the contract.

6. After Action Briefing – Quarterly after action to address any successes or failures with Emergency Service.

Items 1, 2, 3, and 6 will require state assistance to initially set up but once in place, the state will see cost savings realized.

We would be offering our GSA Advantage discount to the state which entails a 5% discount on all materials ordered and an additional 3% discount on orders over 50K. Please also be aware that we track our pricing within the Phoenix marketplace and consistently are approximately 30% less than many of the large providers within AZ.

All estimates will provide the customer a description of the anticipated work, equipment, materials, travel charges (if applicable), shipping/freight charges (if applicable) and labor associated to complete that work. Via our database we could itemize an estimate for customer review. Should photos of the equipment in question be needed, our technicians will take pictures at every service to reflect a before/after status.

Estimates, invoices, and payment can all be done digitally through our system. Estimates are sent with a pdf attachment, so they can be shared and escalated through the approval process and forwarded for client review while on site or within 24 hours to ensure issues are resolved within a timely manner.

Customer accounts are tagged to show that a PO is needed to initiate work which is visible to all office staff, remote staff, and field technicians.

When possible, we will always recommend energy efficient options, however, when it comes to system replacement there are a variety of options concerning energy efficiency available at various price points. Please be aware that the older the system is, the more limited the energy efficient options are for parts. In some cases, there are new federal mandates that require a complete system change in lieu of a parts replacement to ensure energy efficient compliance.