CBTS_Response_to_515-25_ODOT.pdf

Toll-Free: 1.866.587.CBTS (2287) Local: 513.841.CBTS (2287) www.CBTS.com CBTSSales@CBTS.com

June 27, 2024

OHIO Department of Transportation (ODOT) Attn: Charles Ash, Ohio Department of Transportation 1980 W Broad St, Columbus, OH 4322 Re: RFP 515-25

Dear Mr. Ash, CBTS appreciates the opportunity to offer ODOT this proposal in response to your Request for Proposal RFP 515-25 Contact Center SRC0000021037.

As a long-term Ohio based business partner with the State of Ohio, CBTS has successfully delivered project and platform-based solutions for the past 12 years. In fact, over the past 9 months, CBTS has executed on setting up and supporting the current Ohio Department of Transportation’s Unified IT Support Center and Public facing Contact Centers.

Why buy new when you can build off the existing platforms in the ODOT environment today?

CBTS is excited to respond to Proposal RFP 515-25 Contact Center SRC0000021037 due to our unique advantage over other providers. These advantages include:

• Build off the existing Ohio Enterprise contact center platforms already established within the ODOT environment o ODOT/State of Ohio Call Center platform and the existing ODOT Service Now instance

• A proven, experienced and well-known team who already service ODOT’s needs consisting of

CBTS, StarSevenSix and Resultant

• The ability to deliver tools sets as easy, smooth plug-ins to support ODOT’s needs for a CRM, Call Center and Knowledge Management solution

• Leveraging an experienced team with consistent Implementation Plan and Organization

Change Management (OCM) structure

• The ability to deliver on the key business objectives and success criteria defined within this RFP

• Deliver an effective and efficient solution in a timely manner

• Leverage Existing State of Ohio Contracts

• Lower cost of ownership

Our proposal shares all of the details but if you have additional questions, please feel from to contact me.

Thank you for the opportunity.

Chris Burns CBTS Technology Solutions LLC christopher.burns@CBTS.com C#614-634-3200 mailto:christopher.burns@CBTS.com

Contact Center Telephony Solution CBTS’ Response to ODOT’s RFP 515-25 June 27, 2024

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Executive Summary

Section I: Overview

Section II – Scope of Work and Specification of Deliverables

SECTION III. VENDOR QUALIFICATIONS AND EXPERIENCE

Project Management Requirements

PROJECT MANAGEMENT APPROACH AND METHODOLOGY

Organizational Change Management Requirements

CRM & Knowledge Management

State of Ohio

Call Management

Ohio Benefits Citizen Contact Center

Ohio Attorney General

Organization Change Management

GA Department of Early Care and Learning

Indiana Department of Health

Ronald Davis- Director of Programs

Keith Talbot- Service Management & Contact Center Solutions Design Director

Brandon Nagle- Project Manager

Tonya Kaley- Contact Center Business Consultant/WFO Specialist

Tim Denniston- ServiceNow Technical Lead

John Cunningham- ServiceNow Architect

Lia Gil- OCM Consultant

Implementation/Management Plan/Work Plan

Ronald Davis- Director of Programs

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Keith Talbot- Service Management & Contact Center Solutions Design Director

Brandon Nagle- Project Manager

Tim Denniston- ServiceNow Technical Lead

John Cunningham- ServiceNow Architect

Lia Gil- OCM Consultant

Technical Proposal

Executive Summary

Section I: Overview

Section II – Scope of Work and Specification of Deliverables

SECTION III. VENDOR QUALIFICATIONS AND EXPERIENCE

Project Management Requirements

PROJECT MANAGEMENT APPROACH AND METHODOLOGY

Organizational Change Management Requirements

CRM & Knowledge Management

State of Ohio

Call Management

Ohio Benefits Citizen Contact Center

Ohio Attorney General

Organization Change Management

GA Department of Early Care and Learning

Indiana Department of Health

Ronald Davis- Director of Programs

Keith Talbot- Service Management & Contact Center Solutions Design Director

Brandon Nagle- Project Manager

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Tonya Kaley- Contact Center Business Consultant/WFO Specialist

Tim Denniston- ServiceNow Technical Lead

John Cunningham- ServiceNow Architect

Lia Gil- OCM Consultant

Implementation/Management Plan/Work Plan

Ronald Davis- Director of Programs

Keith Talbot- Service Management & Contact Center Solutions Design Director

Brandon Nagle- Project Manager

Tim Denniston- ServiceNow Technical Lead

John Cunningham- ServiceNow Architect

Lia Gil- OCM Consultant

Technical Proposal

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Statement of Confidentiality

The data in this response shall not be disclosed outside the Customer’s organization and shall not be duplicated, used or disclosed in whole or in part for any purpose other than to evaluate the response. If a contract is awarded to CBTS as a result of or in connection with the submission of this proposal, the Customer shall have the right to duplicate, based upon the license rights held by CBTS. This restriction does not limit the right of the Customer to use information contained in the data if it is obtained from another source without restriction.

© 2024 CBTS, a Cincinnati Bell Inc. Company.

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EXECUTIVE SUMMARY

CBTS is committed to delivering and deploying the requirements for ODOT’s RFP 515-25 Contact Center SRC0000021037 initiative. The focus with this approach is to ensure a positive experience for ODOT in design, implementation and support of the Customer Relationship Management, Call Center and Knowledge Management solution.

As part of the positive ODOT experience, CBTS the critical components and delivery a designed OCM structure supported by an Implementation Management Plan.

Our blueprint is built upon leveraging a best of breed approach which includes the integration of the existing ODOT foundation available today. The approach will be cemented though the following building blocks:

• Experienced Call Center, CRM, and Knowledge Management team consisting of CBTS, StarSevenSix and Resultant

• Leveraging the existing platform infrastructure to increase and drive efficiency o State of Ohio Call Center technology already implemented for ODOT today o Service Now Instance Call Center Platform Implementation and Service

Delivery processes

• Proven Processes to support o A seasoned OCM Structure model to ensure success o A structured project management approach to oversee tasks, timelines, and budgets effectively

• A stable, secure infrastructure platform

About the Team

CBTS is an $1.2 billion Cincinnati based company which has been supporting the State of Ohio for over the past 12 years. As a recognized unified communications-as-a-service (UCaaS) and contact center as a service (CCaaS) provider, CBTS can help your enterprise evolve alongside a constantly changing digital landscape. With a rich portfolio of cloud communications, collaboration, and contact center services, CBTS can deliver custom-tailored solutions across industries. Frost & Sullivan, a market research and business consulting firm, recently placed CBTS in the top quadrant of its 2023 Frost Radar™ in Hosted IP Telephony and UCaaS for North America. CBTS supports over 65,000 voice profiles for the State of Ohio, K12, Higher Education and municipalities

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StarSevenSix, a CBTS partner, has over eleven (11) years of experience designing, building, and implementing innovative solutions that take advantage of the ServiceNow platform.

StarSevenSix has been working with the State of Ohio since 2013 to support their implementation of the ServiceNow platform and are the vendor partner responsible for providing ServiceNow Licensing and implementation services to all State of Ohio agencies, cities and municipalities who are looking to utilize the State contract. As a ServiceNow partner, our portfolio of success reflects a diverse range of capabilities and in-depth experience in several ServiceNow modules including:

• IT Service Management

• Customer Service Management

• Integrated Risk Management (Governance, Risk, and Compliance)

• Employee Experience (HR Service Delivery)

• Security Operations

The ODOT Contact Center project seeks to integrate and streamline the process of intaking service inquiries, tracking open service needs and handling closeout of customer service inquiries to ensure a more efficient, reliable, and repeatable customer support model resulting in a more consistent customer experience for ODOT constituents.

StarSevenSix has successfully implemented several large scale, ServiceNow Customer Service Management Solutions that achieved those objectives.

Resultant began in 2008 when a passionate group of problem solvers came together to form KSM Consulting––an IT advisory group on a mission to help our clients, coworkers, and communities thrive. Though we shared the KSM name from a former partnership, our team quickly forged an identity of our own, developing a groundbreaking approach to empathy-based problem solving that differentiated us in our industry.

For over a decade, Resultant has successfully partnered with clients in the public and private sectors to help them overcome their most complex challenges, creating better outcomes for people and organizations. Through growth and success, we've been writing our own story, all while staying true to our values.

Resultant adopted Design Thinking methodology to develop customized solutions for clients. An empathetic and collaborative approach to problem solving, Design Thinking allows Resultant to offer innovative ideas and find the best solution.

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Understanding that each client's circumstances are entirely unique, Resultant dedicates our thought leadership, perseverance, technical depth, and fearless approach to problem solving to helping clients achieve success.

So, in 2021, after a collaborative and thorough process, we finally arrived at a title that embodied our team's unique approach to problem-solving and authentically represented our people.

Resultants are those who purposefully come together to produce a positive outcome. This new name embodies our team's approach of deep expertise with a human focus while symbolizing our commitment to empathy and collaboration. You will experience the same passionate people, and transformational solutions that you know and trust from our team. We are not changing with our new name—we're more ourselves than ever. Resultant is an Indianapolis-based technology, data, and management consulting firm that provides IT managed services, technology assessments, strategic road mapping, project management, and other organizational change management services.

Since 2008, Resultant has grown in services, client base, and number of employees. Our team's technical depth, perseverance, and client-focused approach has positioned us as a trusted advisor that our clients can count on.

Resultant works with clients to help better achieve their organizational goals by maximizing their people, processes, and technology. We passionately believe that client success with IT implementation is measured by adoption, not simply project completion, and our project management focuses heavily on change management efforts to support company-wide approval.

Resultant's technical depth, perseverance, and client-focused approach has positioned us as a trusted advisor our clients can count on. Expertise in technology, data, and project management consulting, including specific experience with IT managed services, technology assessments, strategic road mapping, and organizational change management helps us provide impactful services for our clients nationally. As a result of our dedication and focus we are proud of being named as Google’s Public Sector Partner of the Year for the previous 3 years.

In summary, CBTS is confident in our abilities to deliver a cost effective, functioning solution ODOT will be able to leverage now and into the future. Our proposed solution will allow ODOT the scalability and expandability to support user growth as well as increased business functionality needed for the future. We look forward to the opportunity.

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SECTION I: OVERVIEW

Bridging the Gap: CBTS, StarSevenSix, and Resultant will create a comprehensive and cohesive ODOT contact service operation and streamline the Customer Journey.

We understand that Ohio's Department of Transportation (ODOT) has prioritized the need to create seamless and positive experience for residents seeking information or addressing transportation concerns. However, their current ODOT technology stack does not include a fully featured CRM solution or Knowledge Management system. The absence of the CRM and KM solutions does not allow ODOT to take advantage of the CBTS Enterprise Contact Center platform’s tight integration capabilities in this space. This information gap created hurdles for both call center agents and the public and does not allow the opportunity for ODOT to adopt the extended available feature set of their current contact center solution.

Enter CBTS, a technology integration powerhouse, and their strategic partnerships with StarSevenSix, and Resultant. Together, they aim to bridge the gap by seamlessly integrating ODOT's ServiceNow instance into the existing call center application. This collaboration will be bolstered by Resultant's proven Organizational Change Management (OCM) practices, ensuring a smooth transition for call center agents and ultimately, a more efficient experience for Ohio residents.

Here's how this winning team will transform ODOT's call center operations:

• Unifying Systems, Empowering Agents: CBTS's technical expertise will be instrumental in integrating ODOT's ServiceNow CRM and KM functionalities directly into the call center application. This will empower agents with real-time access to customer history, past interactions, and a comprehensive knowledge base. Imagine agents resolving inquiries faster and with greater accuracy, all thanks to a unified information hub.

• Change Management with Confidence: Resultant, a leader in OCM, will come on board to ensure a user-friendly experience for call center agents. Through clear communication, comprehensive training programs, and ongoing support, Resultant will address potential anxieties and guide agents towards confidently utilizing the new, integrated system.

• Communication is Key: Resultant will craft a communication plan that keeps all stakeholders informed throughout the process.

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This proactive approach will minimize disruptions and foster a sense of ownership among call center agents.

• Training for Success: Resultant's training programs will equip call center agents with the necessary skills to navigate the integrated system. Agents will learn how to leverage ServiceNow's CRM functionalities, effectively utilize the knowledge base for faster issue resolution, and ultimately, prioritize exceptional customer service.

• Seamless Go-Live and Beyond: CBTS and Resultant will provide ongoing support during the go-live phase and beyond. This ensures a smooth transition, addresses any initial challenges, and empowers ODOT's call center team to maximize the benefits of the integrated system.

The impact of this collaboration is multifaceted. ODOT's call center agents will benefit from a more efficient workflow, leading to faster resolution times and improved customer satisfaction. Residents of Ohio, in turn, will experience a more streamlined and personalized interaction with ODOT, fostering trust and confidence in their Department of Transportation

Once the CRM and KM implementation is complete, ODOT will not only have the integration contact center platform to the experience with Resultant's OCM prowess and citizen focused contact center practice, StarSevenSix is paving the way for a more efficient and resident-centric experience within ODOT's call center. This collaborative effort will empower agents, streamline processes, and ultimately, ensure a smoother journey for all Ohio residents seeking assistance from their Department of Transportation.

As a result of this unique partnership, we believe we can provide the most optimal, economical and feature rich solution for ODOT’s consolidated public contact center. Our differentiator, when compared to other proposed solutions, is that fact that three companies included in this alliance have hands-on experience for the specific Service Now and the Enterprise Contact Center solutions in ODOTs current production environment. This familiarity with the business, technologies, and objectives of this effort gives us a distinct advantage to hit the grown running and require less ramp up time and knowledge transfer.

We recognize, and have brought together the right team of experts, to achieve the project objectives and success criteria of this effort indicated below:

The project objectives are to:

• develop and execute an effective organizational change management strategy for ODOT’s internal audience throughout the

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• streamline intake, tracking, and closeout of customer service inquiries to ensure a more efficient, reliable, and repeatable customer support model resulting in a more consistent customer experience,

• improve insight into customer service performance through data collection, reporting, and analytics,

• reduce operational costs by automating tasks and streamlining processes, and

• enhance and standardize tools to track, manage, and resolve customer cases.

Project success is defined as follows:

• OCM plan is implemented on time and within budget.

• Employee resistance is minimized and engagement remains high throughout the change process.

• Employees effectively adopt the change and achieve the desired outcomes.

• CRM, Call Management, and KM are integrated and implemented on time and within budget.

• Operational costs are reduced through automation and streamlined processes.

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SECTION II – SCOPE OF WORK AND SPECIFICATION OF

DELIVERABLES

CBTS is dedicated to the successful implementation of this project and will utilize proven methods to achieve the phases of the SDLC as indicated in the RFP and referenced below.

Planning & Analysis

• Conduct stakeholder elicitation sessions/workshops to analyze existing data and processes to identify inefficiencies and potential automation opportunities and understand/further refine functional and technical requirements.

• Develop a comprehensive OCM strategy, OCM plan, and communication plan.

• Develop a project plan/schedule.

Design & Development

• Develop technical architecture.

• Design and build a CRM based upon approved requirements.

• Design and build CRM reports/dashboards based upon approved requirements.

• Design and build a call management system based upon approved requirements, including Quality Assurance, Workforce Management, and the integration with the CRM solution.

• Design and build a comprehensive KM system based upon approved requirements, including the integration with the CRM solution.

• Implement OCM plan and communication plan.

• Develop training plan and readiness plan.

Testing & Training

• Develop test strategy and test cases.

• Support User Acceptance Testing (UAT).

• Implement training plan and readiness plan including the development and delivery of role-based training for the CRM, Call Management, and KM.

• Develop post go-live plan.

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Deployment

• Deploy CRM (including reports/dashboards), Call Management (including Quality Assurance and Workforce Management), and KM to a production environment.

• Implement post go-live plan.

• Monitor performance and address any issues that arise post-deployment for 60 days.

2.2 Specifications of Deliverables

The awarded Vendor will be expected to complete the below outlined deliverables.

Start/End Dates are estimated and will be refined with the Vendor when the contract is awarded and based on the complexity of the requirements gathered. The estimated project duration is 12-18 months.

CBTS, and its partners (StarSevenSix, & Resultant) acknowledge the deliverables outlined below and will deliver these in the appropriate formats on schedule, on budget and to the scope defined within this RFP.

While we recognize the start and finish dates indicated for each deliverable in the table below, our collective team will collaborate with ODOT key stakeholders and project members to finalize the full project schedule with dates and tasks all parties agree to.

Deliverable Identifier

Task/Activity/Product Responsibl e Party

Start Date End Date Measure

DEL.01 Conduct project kick- off

Vendor 08/26/24 08/30/24 Meeting held & PPT file

DEL.02 Conduct well-prepared elicitation sessions

Vendor 09/03/24 09/13/24 Workshops conducted

DEL.03 Produce a functional and technical requirements document

Vendor 09/16/24 09/27/24 Word or Excel file & PM approval

DEL.04 Develop a detailed project plan

Vendor 09/30/24 10/04/24 MS Project or Excel file & PM approval

DEL.05 Develop an OCM strategy

Vendor 08/26/24 09/27/24 Word file & business owner approval

DEL.05a Develop and deliver an OCM plan

Vendor 10/07/24 10/18/24 Word file & business owner approval

DEL.05b Develop and deliver a Communications plan

Vendor 10/21/24 11/01/24 Word file & business owner approval

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DEL.05c Develop and deliver a Training plan

Vendor 05/05/25 05/30/25 Word file & business owner approval

DEL.05d Develop and deliver a Readiness plan

Vendor 05/05/25 06/27/25 Word file & business owner approval

DEL.05e Develop and deliver a Post go-live plan

Vendor 06/23/25 06/27/25 Word file & business owner approval

DEL.06 Provide monthly project status updates to include schedule, risks, issues, decisions, defects

Vendor 09/23/24 09/27/24 (monthly thereafte r)

Meeting cadence held & monthly Word or Excel file

DEL.07 Produce a technical architecture design document

Vendor 09/30/24 10/11/24 Word file

DEL.08 Conduct monthly business show and tell of build/configuration progress

Vendor 11/01/24 11/29/24 (monthly thereafte r)

Meeting cadence held

DEL.09 Provide a written test strategy

Vendor 03/31/25 04/11/25 Word file

DEL.10 Provide written test cases

Vendor 04/14/25 04/25/25 Word or Excel file

DEL.11 Complete User Acceptance Testing (UAT)

Vendor 05/05/25 05/30/25 No critical or high open defects & business owner approval

DEL.12 Complete role-based training for CRM, Call Management, KM

Vendor 06/02/25 06/20/25 Trainings held & Word files

DEL.13 Develop and deliver a post go-live support document

Vendor 06/23/25 06/27/25 Word file

DEL.14 Fully built CRM with reports and dashboards

Vendor 07/07/25 07/11/25 DEL.11 approval & promoted to production

DEL.15 Fully built Call Management

Vendor 07/07/25 07/11/25 DEL.11 approval & promoted to production

DEL.16 Fully built KM Vendor 07/07/25 07/11/25 DEL.11 approval & promoted to production

DEL.17 Provide 60-day hypercare

Vendor 07/07/25 09/12/25 No open defects & business owner approval

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SECTION III. VENDOR QUALIFICATIONS AND

EXPERIENCE

3.1 Mandatory Requirements – vendors MUST meet, at minimum, ALL of the following qualification requirements:

Technical Requirements

• The Vendor must meet ODOT’s IT Technical Requirements (appended to RFP).

CBTS complies with all of ODOT’s IT Technical Requirements as defined in the appendix provided for this RFP.

• The Vendor must have a minimum of three years of experience in designing, building, and implementing the proposed CRM, Call Management, and KM solution(s), including its architecture, configuration, customization, and integration capabilities.

CBTS and its partners have decades of experience designing, building, and implementing the proposed CRM, Call Management, and KM solution(s), including its architecture, configuration, customization, and integration capabilities. The details of this experience and expertise is provided in the refences provided in section 3.2 below.

• The Vendor must provide ODOT with a sandbox environment.

CBTS and partners will extend the existing ODOT ServiceNow sandbox environment to include the CRM and KM modules to ensure ODOT has a comprehensive environment for testing new features, functionality, etc.

The same testing / experimental functionality available to ODOT today will remain intact.

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Project Management Requirements

• The Vendor must have a structured project management approach to oversee tasks, timelines, and budgets effectively.

PROJECT MANAGEMENT APPROACH AND METHODOLOGY

Project Management is a critical element of every technology development effort. The team subscribes to industry standard project management methodologies such as the Scaled Agile Framework (SAFe), the Project Management Body of Knowledge (PMBOK) as set forth by the Project Management Institute (PMI), and the Agile Manifesto. We utilize these methods and standards as much as possible while adjusting for each client’s environment and working conditions. These methods and standards provide our staff a toolbox to design each unique project’s approach and execute each client’s individual requirements.

We will approach this project with comprehensive, communicative, transparent, and client-supportive project management to successfully align with ODOTs methodologies. The project management methodology will include a hybrid Waterfall-Agile approach that provides opportunities to assess the project throughout its duration. This is achieved through ongoing evaluation cycles that focus on presenting workable increments of a product or project. Teams focus on condensed work cycles and the product developed within them, enabling faster and often more successful outcomes. The following subsections describe more about the Team approach to project management.

PROJECT LAUNCH

A critical component of any project is the launch phase, or kickoff.

Throughout the terms of this work when an identified project is selected, The Team will establish a plan for implementation and initiate each new endeavor through a project launch. During this phase, the team engages with key stakeholders, establishes and gains buy-in on the project charter, and begins detailed scheduling of all project tasks that involve stakeholders or client resources.

A critical output of this phase is the Project Plan, which outlines the key criteria describe below. The document is intended to be a single-page summary of the project that can be agreed upon by all key stakeholders.

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A formal project charter allows stakeholders to provide input and commit to the project. The Project Plan will include the following:

• Project Goal: The high-level objectives the project is aiming to achieve on behalf of the organization.

• Project Description: A brief description of the phases, deliverables, timeline, and budget of the project.

• Project Resources: The resource commitments of Our Team, Our Team’s subcontractors, and client personnel and resources.

• Key Decision Points: A high-level summary of the key decision points to be made and the representatives involved.

• Scope Description: A simple description of in-scope and out-of-scope project components.

• Project Sustainability: A description of post implementation recommendations to ensure the effectiveness of the registry in a future state.

PROJECT PLANNING

Following Project Launch, Our Team will develop a detailed project plan to clearly delineate work expectations (e.g., deliverables, tasks, ownership, start / end dates, and roles and responsibilities). This plan will be based on considerable experience in delivering similar projects. Our Team recognizes that the Project Plan will remain a living document and will need adjustments throughout the project to deliver the outcomes desired on the agreed upon timeline. Our Team prides itself on our ability to deliver project results that are as impactful and meaningful to the business as possible. For this reason, Our Team will continuously evaluate the project plan and suggest and implement changes when needed to deliver results.

PROJECT COMMUNICATION

Team recognizes that communication with our clients and stakeholders are key components of a successful project. This is increasingly true for projects that involve multiple systems, agencies, or departments, and strategic components. For that reason, Our Team implements a rigorous stakeholder communication approach and places high value on understanding project status. The following list outlines communication and status updates that we will perform:

• Stakeholder Management Plan (document): The project team will create a stakeholder management plan that outlines every key

Consult Build Transform Support 19 stakeholder in the project, information needs and preferences, and an assigned stakeholder contact from Our Team. The plan then outlines any additional communications required beyond the standard approach for any stakeholder or group of stakeholders.

• Weekly Status Update (presentation, half-hour): Our Team will hold a live weekly update presentation. This presentation can be attended by any stakeholders approved by the client, either in-person or via Microsoft Teams. The purpose of the meeting is to communicate key accomplishments, next steps, risk and issues, and any help needed. It is also a forum for stakeholders to ask questions and discuss important topics.

• Weekly Status Updates (written via email): Following the live weekly status update, Our Team will summarize the status and discussion via an email to all approved project stakeholders. This will serve to document progress, as well as inform any stakeholders who could not attend the presentation.

• Project Dashboard: Our Team will create a customized project dashboard. The dashboard will be a single-page view of all important project characteristics and will be used during weekly and monthly status updates.

• Monthly Project Review (presentation, two hours): Our Team will conduct a monthly project review in which details of the project plan, status, and deliverables will be provided. This is intended to provide a more detailed view of the project to interested stakeholders.

• Ongoing Communications (as needed): Our Team also recognizes that some communications necessitate a more timely or sensitive approach than weekly methods allow. For that reason, Our Team will also communicate in an ongoing way to keep stakeholders informed and enable project success.

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Organizational Change Management Requirements

• The Vendor must have a minimum of three years of experience in Organizational Change Management with a proven track record of guiding teams through the adoption of new processes and technology, ensuring a smooth transition.

Resultant has over 20 years of combined Organizational Change Management experience. The team has success facilitating technology implementation and adoption efforts across a variety of industries. The team has developed and implemented change management plans, facilitated stakeholder engagement, and conducted change readiness assessments. Consultants have also designed communications plans and embedded changes into organizational procedures. In addition to OCM success, Resultant has extensive experience in Organizational Health which includes services to support cohesive leadership and teamwork designed to improve culture, collaboration and the overall health of organizations.

3.2 Organizational Experience and Capabilities – vendors will be evaluated based on the following:

• Experience in conducting at least 2 similar types of projects within the past

5 years that demonstrate expertise in CRM, Call Management, and KM.

CRM & Knowledge Management StarSevenSix has successfully implemented several large scale, ServiceNow Customer Service Management Solutions that achieved those objectives. Below are three such projects, One for the State of Ohio (OBM/OAKS Support Center), Sedgwick a large TPA in the Insurance Industry and Walmart, one of the largest retailers in the United States.

State of Ohio

The Ohio Administrative Knowledge System (OAKS) is an integrated enterprise resource planning (ERP) system used by the state of Ohio to streamline and manage its administrative functions. Designed to enhance operational efficiency and effectiveness across various state agencies, OAKS encompasses a wide range of modules and capabilities that support financial management, human resources, procurement, and reporting.

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The OAKS system entails several critical business functions for the State of Ohio including:

• Financial Management

• Human Capital Management

• Procurement

• Reporting and Analytics

This project was initiated to replace an older PeopleSoft based Customer Service Center solution that was no longer being supported. The goal was to implement a new, more up to date and flexible Customer Service Solution based on ServiceNow’s Public Sector Digital Services (PSDS) capabilities. The ServiceNow PSDS solution allowed the OAKS team to combine the capabilities of Customer Service and IT Service Management on one common platform. This combination of capabilities allowed the new system to address the many similar and divergent requirements of several DAS/OBM/OAKS business units.

The business goals for the project included:

• Primary Goal: Replace CRM functionality and position the OAKS Program to decommission the Peoplesoft CRM application at the end of the project;

• Implement the ServiceNow PSDS product that encompasses CSM and selected ITSM modules for the OAKS Program, based on critical requirements; and

• Expand the OAKS Program’s available functionality with ServiceNow features while staying as close to out-of-the-box as possible given onboarding to the enterprise application and budget constraints.

To accomplish these goals, the DAS-OAKS Program Management Team worked with the DAS-ESM and StarSevenSix team to understand the full scope of the program and agree on approaches for key elements. DAS ESM and StarSevenSix agreed to achieve the articulated business goals over the course of two projects: a Discover/Design Project, followed by a Build/Implement Project.

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At a high level, the “OAKS Program” included the organizational units shown in the list below. The scope of this engagement included the discovery and design of the following ServiceNow applications for the identified organizational units with some additional supportive services as detailed below:

ServiceNow’s ITSM (Information Technology Service Management) products of Incident Management and Knowledge Management for the following organizations

• OAKS Help Desk (HD),

• OAKS Fulfillers,

• GSD/TRACS,

• HRD-ART Team, and

• RACM Plus.

ServiceNow’s Public Sector Digital Services (PSDS) CSM (Customer Service Management) product for selected DAS-HRD (Human Resources Division), DAS-GSD (General Services Division) and OBM (Office of Budget Management) groups within the Program, specifically:

• HRD – Benefits Administration

• HRD – Benefits Processing

• HRD – Disability

• Talent Management Group

• HRD – ART Team

• The Office of Shared Services (OSS)

• GSD/TRACS

• RACM Plus

• Ohio Learn

• Service Portal for the HRD team

• Three Third-Party integrations

Design, document, and provide an organizational change management (OCM) program to aid in communication and ultimately acceptance of the solution.

The new OAKS/OBM Call Center solution supports 300+ fulfillers across twelve (12) different organizational entities including:

• OBM OSS

• OBM RACM

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• DAS GSD/TRACS

• DAS HRD Benefits Processing

• DAS HRD Benefits Administration

• DAS HRD Disability

• DAS HRD Talent Management

• DAS HRD Ohio Learn

• DAS HRD ART

• DAS HRD Payroll

• OAKS Helpdesk

• OAKS Fulfillers

CareWorks

York Risk Services Group, Inc. (York) provided specialized expertise and customized solutions in claims administration, managed care, specialized loss adjusting, pool administration and loss control in the insurance industry segment. York Risk Services Group served customers throughout the United States. Headquartered in New Jersey, York had over 5,000 employees working in over 30 locations.

In 2015, York acquired CareWorks, Ohio’s largest workers’ compensation managed care organization and third-party administrator (TPA). York contracted with StarSevenSix (formerly CareWorks Tech), a completely separate business entity, to implement and manage their enterprise ServiceNow platform. York wanted to provide world class service management capabilities to both IT, and their Operations Service Center, their contact center for their revenue generating clients. Since the initial deployment, CareWorks Tech has provided end-to-end ServiceNow support, ITIL advisory services, and project implementation services through a multi-year, multi-million-dollar contract.

Sedgwick, a $4B global provider of technology-enabled risk, benefits, and integrated business solutions, acquired York in September 2019. One of Sedgwick’s strategic initiatives for 2019 was to implement a follow the sun support model for IT infrastructure services on the ServiceNow platform.

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Sedgwick evaluated three competitive proposals and contracted with StarSevenSix (formerly CareWorks Tech) to consolidate and standardize Sedgwick/York ITSM and Customer Service Management (CSM) activities on one platform by December 31, 2019. The project was completed and to this day, Sedgwick continues to utilize StarSevenSix’s services for the ongoing support and enhancement needs of their operations.

Currently, the enterprise ServiceNow platform supports the ITSM activities for over 1200 IT colleagues with a technology and human resources footprint that is international in scope.

Scope

StarSevenSix provides the following services in support of their enterprise ServiceNow platform:

Capacity planning and subscription management services for SaaS subscriptions

• Platform Upgrades, patches, and support

• Incident and Request Management

• Release Management

• ITIL Advisory services

• Training and enablement services

• Project implementations supporting all ServiceNow applications licensed

• Custom application development and project implementations

• Minor Enhancements and Changes

• Development of Web-service integrations

The ongoing maintenance and support of the platform is provided via a Monday through Friday, 8AM to 5PM support model.

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Call Management

Ohio Benefits Citizen Contact Center

Across Ohio’s 88 counties, public assistance was delivered through a wide range of customer service delivery models and levels of technology. The state came to Resultant for expertise in building a more unified solution that improved and modernized service delivery. Ohio now utilizes an Enterprise Contact Center (ECC) to facilitate public assistance. Developed on the state’s hosted Enterprise Cisco Platform, ECC is a virtual contact center that supports Ohio’s collaborative, cross-county service delivery to recipients of Medicaid, SNAP, and TANF. The platform is scalable to meet the needs of large and small counties, unifies reporting across counties and channels, and provides intuitive agent desktop applications. Handling more than 1 million calls per year, the contact center has standardized and streamlined customer experience. Because 70% of calls now receive a real-time eligibility determination, agents have been freed to devote more time to higher-need cases, and citizens more reliably receive the services they need.

Ohio Attorney General

Within this multi-year, multi-phased project to address evolving contact center needs throughout the organization, Resultant supported initial planning and assessment of contact center solutions, buildout of the contact center platforms, requirements gathering, implementation services, and overall project management of the solutions. Efforts included migration of the Collections Contact Center (responsible for collections of over $400 million annually) involving 11 business lines as well as various other public-facing call centers, including Information Technology Services, Constituent Services, Bureau of Criminal Investigations and Civilian call centers. CBTS/Resultant have been engaged with the Ohio Attorney General since 2011 and continue to provide Contact Center Services for the agency.

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• Experience in conducting at least 2 similar types of projects within the past 5 years that demonstrate expertise in Organizational Change Management.

Organization Change Management

GA Department of Early Care and Learning

Functional Area Formation & OCM Capability Building, GA DECAL Project date ranges: July 22 – December 22

The GA Department of Early Care and Learning (GA DECAL) set out to stand up a new functional area that would decommission vendor support and provide dedicated support to childcare providers directly. This large-scale process & technology project, known as Provider Relations Unit Formation project, aimed to grow staff from 11 to 36 team members and introduce a state-of-the-art provider payment system to some 2000 active providers. Resultant supported GA DECAL in creating an organizational change management strategy that would detail the organizational conditions, and stakeholder considerations that would enhance or hinder the speed of adoption. Resultant provided a Dedicated Change Manager to analyze the stakeholders needs through interviews, observations, and focus groups. After analysis activities, the Dedicated Change Manager designed an impact and readiness report, and a change management strategy. Support for the project also included initial communication assets such as a case for change visual, leadership talking points, and audience specific email scripts.

Another layer of support included building leadership change capability to better support low/medium change efforts. Resultant provided a Change Coach that met with program leaders on a weekly basis to guide managers and executives through role activation coaching. A complementary product that accompanied the weekly Change Coaching included a branded self-service toolkit, and an OCM Workshop for applied learning.

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Indiana Department of Health

Indiana Department of Health Project date ranges: May 2022 – Present

The Indiana Department of Health (IDOH) is undergoing a complex series of multi-year digital transformation initiatives to create a data-driven culture and ultimately improve the health and safety of all Hoosiers. Through the Data, Analytics, Reporting, & Technology Transformation project (DARTT), IDOH is seeking to modernize the agency’s IT and data capabilities. Projects include standing up a Project Management Office and deployment of a multi-agency cloud-based analytics platform. IDOH recognized the human-centered challenge in sustaining cultural change on top of long-term adoption of new tools. In partnership, Resultant has been tasked with managing the development, implementation, and adoption of these initiatives across IDOH’s 42 divisions. Because of Resultant’s embedded Organizational Change Management (OCM) approach, we’ve created a series of OCM campaigns across several workstreams within project DARTT. Each campaign involves establishing a unique change management strategy and case for change, in coordination with Core Change Teams, which include stakeholders from executive sponsors to frontline employees. Efforts are focused on developing and deploying proactive Communication, Training, and Sustainment Plans across the agency. The work is ongoing and continues to drive a sustainable human-centric ROI.

• Name and contact information for leaders of the above referenced project examples.

In order to respect privacy of all of our customers, names and contact information will be provided privately upon request.

• Name(s) of any subcontractor(s) who will be involved in working with the Vendor, and their experience/qualifications.

CBTS has partnered with the industry experts, Resultant and StarSevenSix, for the implementation of the CRM, KM, Call Management, and OCM solutions required for this RFP. The experience and qualifications for each of our subcontractors is included in section 3.2 of this document.

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3.3 Staff Experience and Capabilities – proposals should demonstrate significant expertise by assigning staff to key leadership roles. Proposals must include, at minimum:

• Identified staff, by name and position, who are considered key to the project’s success.

CBTS has identified the positions that will be responsible for the project’s success in the section labeled Organizational Structure.

Key Staff Role Ron Davis Director of Programs Lia Gill OCM Lead Brandon Nagel Project Manger Keith Talbot Contact Center Director

Tonya Kahley Workforce Management SME

Gene Yankovsky Call Management SME

Larry Lein Sr. Contact Center Engineer

John Cunningham ServiceNow Architect

Tim Denniston ServiceNow Technical Lead

** Please note that CBTS and its partners will engage various other SMEs and Sr.

Level resources to ensure the success of the ODOT implementation

• Resumes/curriculum vitae of those key staff that describe appropriate education, experience, and expertise needed for the project.

The resumes begin on the next page

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Ronald Davis- Director of Programs

IT LEADERSHIP EXECUTIVE

Accomplished IT Executive with progressive experience in both the private and public sectors implementing, managing, and leading innovative solutions that increase operational productivity, while supporting strategic organizational objectives across multiple business sectors. Known for technology leadership, client relationship & business partner management, organizational change, managing shared services models, and building and leading large diverse teams across multiple countries. Experienced in onshore and offshore support services. Instrumental in reducing and containing overhead costs and significantly enhancing the bottom line through large vendor contract negotiations and ongoing hands-on management. Experienced in IT merger due diligence, redundancy, and post-merger integration activities.

Core Competencies

• Client Relationship Management • IT and Infrastructure Strategy • IT Management Oversight and Leadership

• Verbal & Written Communications • Process Improvement • Program & Project Leadership

• Regional & Global Solution Development • Service Delivery Management

• Organizational Change Management • Contract Negotiations • Vendor Rationalization & Management

• Outsourcing Management • Issue Management Resolution • Budget and P&L Management

PROFESSIONAL EXPERIENCE

CBTS Technology Solutions, Dublin, OH Jul 2016 – Present

With headquarters in Cincinnati, Ohio, altafiber Inc. (formerly Cincinnati Bell) delivers integrated communications solutions to residential and business customers over its fiber-optic and copper networks including high-speed internet, video, voice, and data. altafiber provides service in areas of Ohio, Kentucky, Indiana, and Hawaii. In addition, enterprise customers across the United States and Canada rely on CBTS and OnX, wholly owned subsidiaries, for efficient, scalable office communications systems and end-to-end IT solutions.

Director of Programs

Responsible for the delivery and support of the Unified Communication Systems (UCS) for 2 state government accounts. Supports over 2,000 locations across 200+ agencies, boards, commissions, K-12, universities, and other entities. Manages a $40m annual budget and a 30+ member team. Domain responsibility includes Client Relationship Management, UCS (Voice, Video, Collaboration), Contact Center, Service Desk, Network, Program / Project Management, Engagement & Bid Leadership, License Management, and Vendor Management.

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■ Client Relationship Management – Point of contact for C-level and senior IT leadership executives

■ Contract Management – Negotiates contracts and amendments for new products and services

■ Revenue Management – Increased annual revenue by 100% in 2 years through additional UCS / Contact Center solution deployment

■ SLA Management – Consistently exceeds service level agreements and customer satisfaction goals

■ Vendor Management – Negotiated service desk outsourcing agreement resulting in a flexible staffing model and reduced operational costs

Deutsche Post DHL, Westerville, OH Apr, 2014 – Dec, 2015

The Deutsche Post and DHL corporate brands offer a one-of-a-kind portfolio of logistics and communications services. The Group provides its customers with both easy to use standardized products as well as innovative and tailored solutions ranging from dialog marketing to industrial supply chains. About 480,000 employees in more than 220 countries and territories form a global network focused on service, quality and sustainability.

The Global Business Services (GBS) division of Deutsche Post DHL was established to provide services for the Group’s business units from a single source in order to reduce costs, increase efficiency through scale, and boost service quality.

Vice President, Head of Production Services, Americas

Team transferred to IT Services within the Global Business Services Division in April, 2014.

Responsible for infrastructure, applications, and service management in North and South America for multiple business divisions within Deutsche Post DHL. Managed a $100M IT budget and led a 200+ member team. Domain responsibility included: Data Center Management, Hosting, Data Network & Voice Services, Collaboration, End User Services, Service Desk, Application & Database Services, Program / Project Management, Engagement & Bid Leadership, License Management, and Vendor Management. Director / Authorized Signatory for all legal documents in the US.

■ Data Center Consolidation & Operational Support – Rationalization of US data centers and transition of support to an in sourced model resulted in $7.5M in annualized savings

■ HR Management – Integrated nearly 100 new and existing employees into the…