nonprice-proposal wrhsac11-reoc study v20 · 2012-07-18 · saic response to wrhsac11‐reoc study...

Science Applications International Corporation’s

NON‐PRICE PROPOSAL Response to:

Request for Proposals for

WRHSAC11-REOC Study

RFQ NUMBER: WRHSAC11-REOC Study

ISSUED: June 25, 2012 DUE DATE: July 16, 2012

Submitted to

Mr. Steve White Metropolitan Area Planning Council (MAPC)

On behalf of the Western Region Homeland Security Advisory Council

(WRHSAC)

Submitted by

Science Applications International Corporation 700 Technology Park Drive, Suite 201

Billerica, Massachusetts 01821

Phone: (978) 436‐6300 Fax: (978) 670‐8981

iv | P a g e SAIC Response to WRHSAC11‐REOC Study Non‐Price Proposal

Table of Contents

1 Qualifications, Experience, and Expertise ........................................................................... 1‐1

1.a Summary of Experience .................................................................................................. 1‐1

1.a.1 Experience in Emergency Operations Center Operations and Planning ..................... 1‐1

1.a.2 Experience in FEMA Incident Command System (ICS) ................................................. 1‐2

1.a.3 Experience in Emergency Management Planning, Response, and Recovery .............. 1‐2

1.a.4 Experience in Situational Assessment .......................................................................... 1‐3

1.a.5 Familiarity with Government Structure of Massachusetts .......................................... 1‐3

1.a.6 Familiarity with All‐Hazard Response ........................................................................... 1‐3

1.b Number of Current Personnel ........................................................................................ 1‐3

1.c Experience with Similar Projects (Five pages limit) ......................................................... 1‐5

1.d Specific Qualifications (one page maximum) ................................................................ 1‐10

1.e Proposed Staff and Experience ..................................................................................... 1‐11

1.f Reference List of Current and Former Clients (provide at least five references) ............ 1‐33

2 Understanding of the RFP (2a‐2c six‐page maximum) ......................................................... 2‐1

2.a Approach to Project and Proposed Plan ......................................................................... 2‐1

2.a.1 Detailed Description of Work Activities and How They Will Be Carried Out .............. 2‐1

2.a.1.1 Task I – Current Situation Assessment (Labeled (I) in Figure 2‐1) ............................ 2‐2

2.a.1.2 Task II – Determine REOC/MACC Models/Configurations (RFP p. 10) ..................... 2‐4

2.a.1.3 Task III – Governance / Legal Authority (RFP p. 10) ................................................. 2‐4

2.a.1.4 Protocols/guidance (RFP p. 11) ................................................................................ 2‐4

2.a.1.5 Task V – Protocols/Guidance .................................................................................... 2‐5

2.a.1.6 Task VI – Monthly Project Reports ........................................................................... 2‐5

2.a.1.7 Task VII – Implementation Plan & Executive Summary............................................ 2‐5

2.a.2 Project Schedule and Timeline (see Figure 2‐2) ........................................................... 2‐6

2.b Requested WRHSAC Responsibilities .............................................................................. 2‐6

2.c Administrative Process ................................................................................................... 2‐6

2.d Summary of Most Relevant/Recent Work ...................................................................... 2‐7

2.d.1 Massachusetts Emergency Management Agency State Operations Center Upgrade ... 2‐8

2.d.2 Western Massachusetts Radio Consultancy (ongoing) .................................................. 2‐9

2.d.3 MEMA Mass Care and Sheltering................................................................................... 2‐9

2.d.4 Interoperable Communications Technology Assistance Program (ICTAP) .................. 2‐10

v | P a g e SAIC Response to WRHSAC11‐REOC Study Non‐Price Proposal

2.d.5 FEMA Centralized Operations Maintenance and Management Information Technology (COMMIT) Services .......................................................................................................................... 2‐10

2.d.6 EOPSS CASM and Narrow‐band Assessment ............................................................... 2‐11

2.d.7 MEMA Dispatch Center Upgrade (Cromack Industries). ............................................. 2‐11

2.d.8 NERAC Interoperability Seminar Series........................................................................ 2‐12

2.d.9 All Hazards Consortium Regional Interoperability Assessment ................................... 2‐12

2.d.10 Massachusetts State Communications Interoperability Plan (SCIP) ........................ 2‐13

2.d.11 Northeast Region Interoperability Planning Studies................................................ 2‐16

2.e Financial Stability ......................................................................................................... 2‐18

A. Appendix A: Project Deliverable List .................................................................................. A‐1

B. Appendix B: Project Management ..................................................................................... B‐1

C. Appendix C: ThinkTank: A Web‐enabled Tool for Collaboration ......................................... C‐1

D. Appendix D: FEMA EOC Assessment Checklist ................................................................... D‐1

E. Appendix E: List of Acronyms ............................................................................................ E‐1

1‐1 | P a g e SAIC Response to WRHSAC11‐REOC Study Non‐Price Proposal

1 Qualifications, Experience, and Expertise

Science Applications International Corporation (SAIC) and Cromack Industries, Inc. (CI) are pleased to submit this proposal to the Western Region Homeland Security Advisory Council (WRHSAC) and the Metropolitan Area Planning Council (MAPC). Together as Team SAIC, we will bring the best value approach and deliverables to the Western Region in the assessment and recommendation of the best ways to improve service to the public while reducing costs through careful assessment, planning, execution and documentation of a complete Regional Emergency Operations Center (REOC)/Multi‐Agency Command Center (MACC) Feasibility Study and Implementation Plan. This section demonstrates our qualifications, experience and expertise which will enable us to provide the best solution to WRHSAC, MAPC, the Commonwealth of Massachusetts and the people of Berkshire, Franklin, Hampshire and Hampden counties.

1.a Summary of Experience

SAIC is a worldwide provider of emergency management services, tools and solutions, including: emergency operations center (EOC) planning and operations; FEMA incident command system (ICS) implementation and training; emergency management planning, response and recovery; situational assessment and situational awareness tools and solutions. This section summarizes our experience and qualifications in these areas.

SAIC has thirty years’ experience providing these vital emergency management planning, assessment and implementation services for a wide range of federal, state, regional and local government agencies. This has included extensive experience in Massachusetts which gives our company and our individual selected project team members’ deep familiarity with the uniqueness of the structure of Massachusetts government and the special approach and attention this demands.

We have been a sponsor of the All Hazard Consortium (AHC) and embrace and embody the all‐hazards approach to emergency management.

Our qualifications as a firm are best described through a summary of our personnel experience and the recent and relevant project work that demonstrates our commitment to successfully deliver results on a broad variety of emergency management projects. Our employee’s qualifications are summarized in section 1.b and detailed in section 1.e. Our specific project experience is summarized and described in section 1.c.

1.a.1 Experience in Emergency Operations Center Operations and Planning SAIC has thirty (30) years of experience in Emergency Operations Center (EOC) operations gained at

the federal, state and regional level for civilian and military agencies. Our team members proposed for this project were carefully chosen for their senior level of experience and qualifications in EOC planning and operations.

Section 1.c provides a detailed description of specific projects that demonstrate our relevant experience. Table 1‐2 identifies which projects specifically demonstrate our extensive EOC operations and planning experience. 14 of our chosen 23 projects involved EOC operations and planning expertise.

Most recently our team has performed the upgrade and modernization of the MEMA State Emergency Operations Center in Framingham, MA. We have also develop a comprehensive mass care shelter plan for MEMA, the Commonwealth of Massachusetts and its regions and communities. We supported the District of Columbia (DC) HSEMA EOC Expansion. We coordinated an intelligence briefing package between U.S. DHS Intelligence and Analysis (I&A), State and Local Programs, and the Washington Regional Threat and Analysis Center (WRTAC), wrote a business integration plan to leverage WRTAC work products, developed a strategic analysis program to strengthen the critical infrastructure


assisted the District's Homeland Security Commission. In our support for the Salt Lake City Olympics Committee, SAIC worked with state and local agencies and their federal counterparts to develop the nation's first state homeland security program. SAIC supported every facet of public safety from planning to operations, including design and implementation of the Olympic Coordination Center which functioned as the Command Center for all security and emergency management operations during the Olympics. SAIC’s work on the Salt Lake City operations center was widely praised by the U.S. Attorney General and other senior officials.

1.a.2 Experience in FEMA Incident Command System (ICS) SAIC not only brings personnel who are certified in FEMA Incident Command System (ICS) through

ICS 400, but we have team members who helped FEMA with the development of ICS and who provide training in ICS 400. Mr. Mike Paulette will be our ICS subject matter expertise for our work with WRHSAC. Mr. Paulette participated in the Incident Command System (ICS) Development Cadre in 1970‐71, helping to design and establish the ICS through his extensive firefighting experience serving as Fire Captain in many major incidents. He has earned the certification for DHS/FEMA/Center for Domestic Preparedness (CDP) Certified ICS Instructor and ICS Train‐the‐Trainer Instructor. This certifies Mr. Paulette to teach FEMA ICS through ICS 400 and the L 449 ICS Train the Trainer Instructor.

Other certifications include Homeland Security Exercise and Evaluation Program (HSEEP) Certified Master Exercise Practitioner (MEP);; Homeland Security Exercise and Evaluation (HSEEP) Certified Instructor; Vocational Teaching Credential DHS Professional Development Certificate; Sworn Peace Officer (Arson Investigator); Incident Commander (ICT2), Plans Section Chief (PSC1), Operations Section Chief (OSC1); Information Officer, Liaison Officer, Agency Representative, Safety Officer, Communications Unit Leader, and Medical Unit Leader.

SAIC has experience in the development, implementation and training of all aspects of FEMA Incident Command System (ICS) and our project team has access to additional personnel with certifications in this area if necessary.

1.a.3 Experience in Emergency Management Planning, Response, and Recovery Eleven (11) of the 23 projects we highlight below in section 1.c highlight our extensive experience in

all aspects of emergency management, planning, response and recovery. Our project team members are recognized national leaders in these practices and regularly speak and write for regional, state and national organizations as part of the development and dissemination of best practices in the analysis, strategy, planning and implementation of all‐hazard practices in emergency management. The specific experience described across these eleven highlighted projects constitutes a representative sampling of the successful project work performed by our company and our proposed team member.

Our work for the Salt Lake City Olympics Commission, and the National Incident Management System (NIMS) Technology Assessment and Readiness project exemplify the breadth of our team’s experience and qualifications. This experience across regional, state and federal levels will provide a valuable resource from which WRHSAC will be able to draw real‐world experience and lessons learned. Many of the eleven highlighted projects also involved assessment of emergency management practices and the implications and benefits associated with regionalization, consolidation and modernization.


1.a.4 Experience in Situational Assessment Many of the projects described in section 1.c demonstrate SAIC’s experience with the assessment

and fielding of tools and practices designed to improve situational assessment. As one example, the work we performed for the National Guard Bureau (NGB) included the development of a fully integrated suite of situational awareness and situational assessment tools called the Automated Exercise Assessment System (AEAS). Combined with tailored and advanced situational assessment methods and associated training, AEAS provides a fully integrated information environment within which any source of location‐specific that is relevant to the assessment and response to an evolving incident can be displayed, integrated and manipulated. Other projects described in section 1.c also demonstrate our experience in analyzing and improving an organization’s ability assessment and respond to situations.

1.a.5 Familiarity with Government Structure of Massachusetts SAIC has developed an extensive familiarity with the unique government structure of the local,

regional and state agencies across the Commonwealth of Massachusetts. We have performed all of the emergency management services required over a period of over thirty years, for a wide range of federal, state, regional and local government agencies. We have been a reliable provider of these services for agencies, councils and jurisdictions across the Commonwealth of Massachusetts, including WRHSAC, MAPC, Northeast Regional Advisory Council (NERAC), Massachusetts Executive Office of Public Safety and Security (EOPSS), Massachusetts Emergency Management Agency (MEMA), Massachusetts State Police (MSP), Massachusetts Department of Public Health (DPH) and the Boston Police Department (BPD) in addition to the many federal agencies and other state and local jurisdictions in other states and regions.

1.a.6 Familiarity with AllHazard Response We have long adopted and advanced the “all‐hazards” approach to emergency planning,

management, response and recovery as evidenced through our past sponsorship of and work performed for the All Hazard Consortium (AHC, www.ahcus.org). As participants in the AHC Interoperability Workgroup, team members proposed for this WRHSAC project led and supported all hazards initiatives envisioned to improve all hazard response across a 13‐state membership region.

1.b Number of Current Personnel

Worldwide. SAIC employs a staff of qualified professionals, with approximately 45,000 personnel employed worldwide, of which 10,000 employees have advanced degrees (see Figure 1‐1), and 19,000 employees have security clearances.


Figure 1‐1. SAIC personnel worldwide.

In the Commonwealth. Table 1‐1 shows the locations of SAIC organizations in Massachusetts, several of which are in the Northeast Region, including the office leading the proposed MAPC Northeast Homeland Security Regional Advisory Council (NERAC) seminar project.

Table 1‐1 SAIC Massachusetts employees (as of 7/3/2012) Location Staff Domain Bedford 31 Life technology and Reveal baggage scanner Billerica 24 Interoperability solutions and directed energy systems Framingham 72 Beck Disaster Response and life technology Hanscom AFB 1 Composite Health Care System field engineering Lexington 17 Command, control, communications, computers Natick 45 Geospatial Newton 51 Biochemical studies and analyses Southbridge 17 Training materials design Waltham 5 Engineering Watertown 1 Financial management Total 246 SAIC employees in Massachusetts

Professionals with Higher Education

Experienced Staff11% With 5-10 Years

of Industry Experience

4% With Less Than 5 Years of Industry

Experience

85% With More Than 10 Years of Industry

Experience

5% Doctoral Degrees

36% Master’s Degrees

59% Bachelor’s Degrees30% Humanities, Social Sciences

22% Business, Economics, Law

14% Sciences

34% Engineering

78% Technical Professionals

15% Management Professionals

7% Administrative Professionals


1.c Experience with Similar Projects (Five pages limit)

Table 1‐2 summarizes 23 similar projects in terms of RFP Evaluation Criteria and numbered tasks. Table 1‐2 Similar projects

End Year‐Client: Title

of sim

ilar project

(Acron

yms de

fined

in App

endix E)

⇓ 19

98‐EOPS: Interope

rability Vision

for Massachusetts

2002

‐MSP: Strategic Wireless Plan

2002

‐CRA

: Salt lake City

Winter Olympics Sup

port

2003

‐NGB: W

eapo

ns of M

ass Destructio

n AEA

S

2004

‐Hellenic MOD: 200

4 Greek Olympics

2004

‐CDC: CDC Prep

ared

ness and

Respo

nse

2005

‐NER

AC: Interop

erability Plann

ing Stud

ies

2006

‐CEM

A: Extensible EOC Project M

anagem

ent S

uppo

rt

2007

‐EKU

: NIM

S Techno

logy Assessm

ent a

nd Readine

ss

2007

‐EOPSS: State Com

mun

ications interope

rability Plan

2008

‐FEM

A ONCR

C: Interop

erability and

Integration Services

2010

‐AHC: Regional Capability Assessm

ent

2010

‐NER

AC: Com

mun

ications Interope

rability Seminars

2011

‐DTR

A: CA

TS and

IC Too

l for Drinking Water Protection

2011

‐EOPSS (Soltrix): CASM

and

Narrowband

Assessm

ent

2011

‐MWCO

G: HSEMA EOC Expansion

2011

‐MWCO

G: Com

mun

ity Emergency Managem

ent P

lan

2011

‐MWCO

G: SO

Ps Utilized

By Joint A

ll‐Hazards Ope

ratio

ns

2011

‐MWCO

G: D

C HSEMA Disaster Re

spon

se Plann

ing

2012

‐SPA

WAR: Interop

. Com

m. Tech. Assist. Program

2012

‐WRH

SAC: Pub

lic Safety Ra

dio Co

nsultant

2012

‐MEM

A: MEM

A M

ass Ca

re and

She

ltering

2012

‐MEM

A: State Em

ergency Ope

ratio

ns Cen

ter Upgrade

Eval. criteria pp. 8‐19 EOC Ops/Plans FEMA ICS Emergency Mngt. Assessment Multiple entities MA Government All hazards Tasks RFP pp. 9‐12 I. Assess II. Models III. Governance IV. Funding V. Protocols VI. Reporting VII. Imp. Planning AEAS – Automated Exercise Assessment System CDC ‐ Centers For Disease Control & Prevention CRA ‐ Community Research Associates DTRA – Defense Threat Reduction Agency EKU – Eastern Kentucky University EOPSS – Massachusetts Executive Office of Public Safety and SecurityHSEMA ‐ Homeland Security and Emergency Management Agency ICTAP – Interoperable Communications Technology Assistance ProgramNGB ‐ National Guard Bureau MSP – Massachusetts State PoliceMWCOG ‐ Metropolitan Washington Council of Government SOP – Standard Operating ProceduresMOD – Ministry of Defense CEMA ‐ California Emergency Management Agency MEMA – Massachusetts Emergency Management Agency AHC – All Hazards ConsortiumFEMA – Federal Emergency Management Agency NERAC – Northeast Homeland Security Regional Advisory Council


1998‐EOPS: Massachusetts Public Safety Interoperability Vision. SAIC assisted the Executive Office of Public Safety (EOPS) in establishing a concept of operations (CONOPS) for an ”integrated statewide public safety telecommunications network” for voice, data and multimedia images for statewide public safety communications. Project tasks included: (1) Assessment of requirements and functions; (2) Assessment of existing telecommunications infrastructure; (3) assessment of currently available telecommunications technology; (4) assessment of emerging telecommunications technologies; (5) Assessment of legislative and policy directions; (6) Articulate the vision for a statewide public safety telecommunications network; and (7) develop a high‐level cost estimate. 2002‐Community Research Associates (CRA): Support for the Salt Lake City Winter Olympics. SAIC, subcontracted to CRA, supported the Office for State and Local Domestic Preparedness Support (OSLDPS) regarding exercise and technical support to the State of Utah in its preparations for the in preparation for the XIX Olympic Winter Games, a National Special Security Event (NSSE). This work included tasks that supported the Utah Olympic Public Safety Command (UOPSC) and its constituent State and Local first responder agencies to help enhance security. SAIC worked with state and local agencies and their federal counterparts to develop the nation's first state homeland security program, which was widely praised by the U.S. Attorney General and other senior officials. SAIC supported every facet of public safety from planning to operations, including design and implementation of the Olympic Coordination Center, a chemical and biological protection system, and a statewide system for interagency information sharing. 2003 ‐ Army National Guard Bureau (NGB): Weapons of Mass Destruction Automated Exercise and Assessment System (AEAS). The NGB contracted SAIC to design, develop, and deliver the Automated Exercise and Assessment System (AEAS) to improve the National Guard’s response to weapons of mass destruction (WMD) terrorist attacks on the United States. The project was a software development activity designed to develop a standardized automated WMD‐exercise model on CD‐ROM for local responders in more than 3,000 jurisdictions throughout the nation. The development team built a standardized system focused on exercising emergency response procedures at the jurisdictional level. AEAS supports a common terminology, standardized ascendancy, integrated communications, unified command structure, consolidated action plans, designated incident facilities (such as command posts and staging areas), manageable span of control, and comprehensive resource management based on the Incident Command System (ICS) and supplemented by mutual‐aid compacts and protocols that accommodate regional and state‐level participation. 2004 ‐ Hellenic Ministry of Defense (MOD): 2004 Greek Olympics. SAIC led an international team working closely with the Greek government to help secure the 2004 Summer Olympic Games in Athens. The project included protection for nine seaports, including Athens' main harbor of Piraeus, where cruise ships housing visitors will be docked. Our C4I system was composed of 29 subsystems to allow Greek authorities to collect, analyze, and disseminate information. These include a command and decision support system, a communication and information system, a digital trunked radio system, a port security system, and fixed and mobile command centers for the Greek police and firefighters, the coast guard, the Athens Olympic Committee Security Division, and the Ministry of Defense. 2004 ‐ Centers for Disease Control & Prevention: CDC Preparedness and Response. SAIC provided a broad range of lifecycle IT support and services to CDC as needed to develop and maintain a variety of data‐focused systems. Work orders included: systems architecture, systems development, systems integration, systems implementation and maintenance, data quality management, training and outreach, processes and procedures, call center and surveillance systems, external IT support, data


modeling, COTS integration, security engineering, other studies and analyses, secure data transport mechanisms, and ad hoc support. 2005‐NERAC: Northeast Region Interoperability Planning Studies. SAIC performed several interoperability planning projects for NERAC through MAPC. These projects are discussed in detail in subsection 2.d.11. 2006‐California Emergency Management Agency (CEMA): Extensible EOC Project Management Support. SAIC developed and deployed a prototype wireless interoperability Extensible Emergency Operations Center (EEOC). This prototype was intended to demonstrate an architecture that would provide real‐time data from multiple data sources to allow first responders and their decision makers in the command centers access to all the available information in a common format. 2007‐ Eastern Kentucky University (EKU): National Integrated Management System Technology Assessment and Readiness (NIMSTAR) Program. SAIC worked EKU (prime contractor) and the National Incident Management System (NIMS) Integration Center (NIC) and the Office for Interoperability and Compatibility (OIC) to (i) develop interoperability and compatibility criteria, create a laboratory environment in order to test and evaluate each of the identified standards and make appropriate recommendations; (ii) set up an equipment testing and evaluation laboratory and program to develop a set of testing criteria and test each piece of equipment against a set of technical and functional requirements to make certain that they meet NIMS needs; (iii) develop a certification program for each piece of equipment that passes the tests. SAIC worked with the NIC to develop a plan to identify needs and requirements for NIMS implementation that have yet to be addressed and systematically captured lessons learned and best practices for those tasked with NIMS implementation. 2007‐EOPSS: Statewide Communications Interoperability Plan (SCIP). SAIC developed the Massachusetts SCIP, using input from over 22 focus groups spanning all public safety disciplines, including emergency management directors, and spanning all homeland security regions. A description of SAIC’s development of the 2007 SCIP are provided in subsection 2.d.10. 2008 – FEMA Office of National Capital Region Coordination (ONCRC): Interoperability and Integration Services. SAIC provided a wide range of professional and support services and assisted the ONCRC and its homeland security partners for over two years. 2010‐NERAC: Communications Interoperability Seminars. SAIC provided consulting services for the design, creation and presentation of three HSEEP (Homeland Security Exercise and Evaluation Protocols) compliant communications interoperability seminars for Northeast region public safety stakeholders. These seminars provided attending local emergency response personnel with information about the regional interoperability resources available to them and the protocols for accessing those resources for large‐scale or regional operations and incidents involving the 85‐member NERAC region. SAIC developed and published all materials needed for the seminar participants, including take‐away materials and producing and providing sufficient copies of those materials for all three seminars. 2010‐All Hazards Consortium (AHC): Regional Capabilities Assessment. SAIC was selected to develop an assessment of the Interstate highway state‐border crossing areas for the nine AHC states, namely NC, VA, WV, PA, MD, DC, DE, NJ, and NY. The purpose of the assessment was to assess the level of existing interoperable capabilities, limitations, and options to improve end‐users ability to communicate their needs and expectations. Coordinate statewide communications interoperability plans (SCIPs) and


identifies opportunities for integration/linkage and resource sharing across multi‐state region. Conduct and analyze a baseline interoperability capability survey. Map the multi‐state region to the SAFECOM continuum and identify gaps to be collectively addressed. Promote appropriate information sharing with all local, state, federal, tribal and private stakeholders. 2011 ‐ Defense Threat Reduction Agency Annex: Consequence Assessment Tool Set (CATS) and Incident Command Tool for Drinking Water Protection (IC Water) Modifications & Enhancements. CATS is a GIS based toolset that provides a generalized capability to estimate the extents of technological hazard areas. It also provides assessments of the hazard consequences to the population at risk and enables the incident and consequence managers and first responders to take steps and allocate resources for the mitigation of the hazard‐related effects. A sister program, the Incident Command Tool for Drinking Water (ICWater) has also been developed in conjunction with CATS which generates downstream and upstream traces of the release of chemical, biological and radiological (CBR) materials in rivers using the RiverSpill model. Contaminant runoff is incorporated into the downstream calculation based on deposition from an atmospheric dispersion model or user input. 2011‐EOPSS via Soltrix Technology Solutions Incorporated (prime contractor): Statewide CASM & Narrow‐band Assessment. SAIC was contracted by EOPSS to assess and update the radio system data in the DHS‐sponsored Communications Asset and Survey mapping (CASM) system as well as the state of FCC‐mandated narrowbanding in all state agencies and each of the 351 cities and towns of the Commonwealth. State agencies and major cities were addressed through interviews and all cities and towns – including inputs from MEMA – were surveyed with a posted letter and thousands of follow‐up phone calls. Data from the few responding cities and towns to repeated requests were used to statistically estimate the narrowbanding costs to non‐responding cities and towns, resulting in an estimated statewide cost of narrowbanding before the December 31st, 2012 deadline. In addition, local Government resource acquisition approaches were described and a strategy for acquiring the necessary funds and an associated narrowbanding strategy were documented. 2011‐MWCOG: HSEMA Homeland Security Tasks for Emergency Operations Center Expansion from the Government of the District of Columbia for Mayoral Transition. SAIC supported the DC HSEAM during the transition between Mayoral Administrations with drafting and developing transition briefing materials, coordinating an intelligence briefing package between the Department of Homeland Security Office of Intelligence and Analysis, State and Local Programs, and the Washington Regional Threat and Analysis Center for the Executive Office of the Mayor; (2) Developing/writing a business integration plan to leverage the products and support of the Washington Regional Threat and Analysis Center (WRTAC); (3) Developing a homeland security strategic analysis information program strengthen the critical infrastructure and key resources program and relationships with the private sector; (4) Assisting in the establishment of the District's Homeland Security Commission; and (5) Reviewing and recommending changes to the Annual Report, as required by the "Homeland Security, Risk Reduction, and Preparedness Act of 2006." 2011‐MWCOG: District of Columbia Homeland Security and Emergency Management Agency (DC HSEMA) Community Emergency Management Plan. SAIC provided support to the agency's Community Emergency Management Plan (CEMP) project. The CEMP project established a set of neighborhood preparedness plans to (i) inform District residents about the hazards they face, (ii) aid in their personal preparedness for emergencies, and (iii) provide a framework for them to collaborate in a neighborhood response to a disaster. The support required by the project includes an assessment of past efforts at neighborhood emergency planning, the establishment of a new template for CEMPs, production of a set


of draft CEMPs for DC neighborhoods, submission of the drafts to a review by neighborhood residents, and the publishing and promulgation of final CEMPs for the District. 2011‐MWCOG: DC HSEMA Disaster Response Planning Project. The DC Disaster Response Planning Project was an all‐hazard comprehensive planning initiative, involving the public and private sectors. The project included: 1) Revision of the District Response Plan (DRP) and related annexes to fulfill Federal Emergency Management Agency (FEMA) and Emergency Management Accreditation Program (EMAP) requirements, leading to plan adoption; 2) Expansion of the DRP to address special needs, resilience, sustainability, continuity operations, catastrophic disasters and other critical planning contingencies; 3) Convening stakeholder meetings, seminars and interviews to garner expertise and promote consensus; and 4) Prescribing future emergency planning recommendations. 2012‐US Navy SPAWAR: Interoperable Communications Technical Assistance Program (ICTAP). SAIC supported the Office of Emergency Communications (OEC) and its predecessor office at DHS since 2004. This continuous support included the full range of OEC offerings identified in the ICTAP catalog at http://www.safecomprogram.gov/SAFECOM/library/interoperabilitybasics/1384_oectechnical.htm. SAIC provides: operational requirements analysis, architecture solutions, implementation support, local system evaluation, and training & exercise support. SAIC’s activities include (i) Technical support for table‐top exercise with representatives from city, county & state law enforcement, fire departments, sheriff, and the elected civilian leaders to identify gaps or inefficiencies in tactical communications; (ii) Assistance in writing the Tactical Interoperable Communications Plan (TICP) – over 60 performed; (iii) Review of RFPs for technical solutions to local communications needs; (iv) Conduct interoperability assessments; and conduct RF coverage analyses in the context of the communications paths identified in the tabletop exercises. 2012‐WRHSAC: Public Safety Radio Communications Consultant. The SAIC Team has been the Western region radio consultant for more than a year, asked to continue for a second option year. A further description of this project can be found in subsection 2.d.2. 2013‐MEMA: Mass Care and Sheltering. SAIC’s role is to develop a comprehensive mass care shelter plan for the Commonwealth of Massachusetts and its regions and communities working closely with a Project Coordinator at MEMA and MEMA's Project Management Team (PMT). The PMT will be comprised of the Department of Public Health, Massachusetts Office on Disability, the American Red Cross, Homeland Security Councils and MEMA. Project work will be performed in collaboration with key stakeholders, including (but not necessarily limited to) the ESF‐6 Work Group, regional Homeland Security Councils, local emergency management, local public health agencies, Medical Reserve Corps, local Disaster Animal Response Teams, the State of Massachusetts Animal Response Team, and local and regional emergency planning commissions. SAIC will develop a scalable sheltering plan to better meet the needs of cities and towns, regions, and the state. 2012‐MEMA: State Emergency Operations Center (SEOC) Upgrade. SAIC has performed an analysis of MEMA’s SEOC space usage and audio visual needs; developed a design to meet those needs and has built/installed the necessary upgrades. A more complete description of this project with “before‐and‐after” photos is provided in subsection 2.d.1.


1.d Specific Qualifications (one page maximum)

The special qualifications of our proposed project team, evident in the resumes provided in subsection 1.e below, are as follows: • Designations

o SAIC Vice President o SAIC Technical Fellow, Chairman Emeritus o Deputy Sheriff, Rockland County, New York o School Business Manager o Former

i. MEMA Director ii. Operations Manager iii. Division manager iv. Lieutenant Commander, New York City Police Department Detective

Squad v. Lieutenant, New York City Police Department vi. Chief Administrative and Financial officer, Town of Lunenburg,

Massachusetts vii. Town Coordinator, Town of Bolton, Massachusetts viii. Interim Administrator, Town of Uxbridge, Massachusetts ix. Town Administrator, Town of Carlisle, Massachusetts x. Town Administrator, Town of Millbury, Massachusetts xi. Administrative Assistant to the Board of Selectmen, Town of Uxbridge,

Massachusetts • Affiliations

o Alpha Omega Alpha (Medical Honor Society) • Certifications

o Project Management Professional (PMP) o American Board of Internal Medicine o DHS/FEMA/Center for Domestic Preparedness (CDP) Certified ICS Instructor and ICS

Train the Trainer Instructor o Homeland Security Exercise and Evaluation (HSEEP)Certified Instructor o Sworn Peace Officer (Arson Investigator) o Incident Commander (ICT2), Plans Section Chief (PSC1), Operations Section Chief

(OSC1), Information Officer, Liaison Officer, Agency Representative, Safety Officer, Communications Unit Leader (COML), and Medical Unit Leader

o Certified Emergency Manager® (CEM®) o ICS 100, 200, 300 & 700 o Certified Workplace Violence Protection Specialist (VPS)

• Licenses: Board of Registration in Medicine


1.e Proposed Staff and Experience

Our SAIC‐CI Team’s expertise, experience and capabilities in emergency management, as well as our ongoing Western Region REOCC/MACC consultancy and recent statewide CASM/narrowbanding assessment, make us ideally suited to meet the Western Region REOC/MACC study requirements. Our proposed project team members, their respective roles, related project experience and resumes are shown below. The project organizational chart is shown in Figure 1‐2.

The organizational chart shows the overarching role of the Pandemic Flu and Planning Committees and Suzanne MacBain’s PM role (see Appendix B) and facilitation role (with Thinktank, see Appendix C) reporting to these Committees. Steve White provides fiducial oversight. Peter Rosamilia will serve as the Engagement Director, providing SAIC management oversight of Ms. MacBain and the project team in meeting WRHSAC needs in this project. As he has for seven other Massachusetts public safety / emergency management projects, Bob Desourdis will serve as Technical Manager – selecting the most appropriate project team members for each task and subtask.

Figure 1‐2. Proposed project team organization.

The organization chart shows that we have formed an Expert Panel of subject matter experts (SMEs) to provide targeted guidance and deliverables review in their respective overlapping domains. As our team is the most important part of our offering, we have summarized their individual capabilities and experience in Table 1‐3 in terms of skills and experience needed on this project. The seven qualifications in the left column were taken from the Evaluation Criteria (RFP page 18) entitled “Section V: RFP Evaluation Criteria”. We selected

Project ManagerSuzanne MacBain, PMP

Technical Manager

Bob Desourdis

Cost modelingSenior economistHolger Hinsch

SAIC Team

Communications and IT SME

Gary Cromack (CI)

WSRHSAC

MAPC (Fiduciary)Steve White MAPC Boston

Pandemic Flu and Planning Committees

Data Repository AdministratorBob Desourdis

ThinkTankCollaboration

Suzanne MacBain

CBRNE – Chemical, Biological, Radiological, Nuclear, Explosive ICS – Incident Command SystemIT – Information Technology LE – Law Enforcement SME – Subject Matter Expert

Expert Panel LeadHealthcare SMEDr. Lisa Stone

MEMA SMECristine McCombs

LE/CBRNE SMESteve Donahoo

Local Governance SMEDavid DeManche

Fire/ICS SMEMike Paulette

Engagement Director

Peter Rosamilia

Project data repository


the proposed project staff so that at least one team member meets the “Highly Advantageous” qualification in each evaluation criteria requirement category. Table 1‐4 shows our (logical) staff assignments to the RFP’s (and our proposal’s) numbered tasks. The resumes are in tables 1‐5 a though 1.5j.

Table 1‐3 Experience summary for proposed personnel (self‐assessment) and tailored resumes

SAIC CI

Legend ‐ Highly Advantageous (10 years experience) ‐ Advantageous (Five years experience)

__ ‐ Not Advantageous Proposed project staff M

acBa

in

Desou

rdis

Ston

e

Rosamilia

McCom

bs

Don

ahoo

Paulette

DeM

anche

Hinsch

Crom

ack

Evaluation Criteria Resume Table 1‐5… a b c d e f g h i j

• Experience in Emergency Operations Center Operations and Planning __

__

• FEMA- Incident Command System (ICS) __ __ __ __ __ __

• Emergency management planning, response & recovery __ __ __

__ __

• Situational Assessment

• Experience with Multiple Jurisdictions/ Multiple Disciplines

• Familiarity with Government Structure of Massachusetts __ __ __ __

• Familiarity with all-hazard response including … mass care sheltering and evacuation __ __ __ __ __ __

Table 1‐4 Primary Task Assignments

SAIC CI Legend ‐ Leadership Role ‐ Assigned task

X‐ Expert Panel Guidance/Review __ ‐ No role

Proposed project staff MacBa

in

Desou

rdis

Ston

e

Rosamilia

McCom

bs

Don

ahoo

Paulette

DeM

anche

Hinsch

Crom

ack

WRHSAC11‐REOC Study Task Resume Table 1‐5… a b c d e f g h i j

I. Current Situation Assessment X X X X __

II. Determine REOC/MACC, or alternative, model & configuration for Region/Each County X X X __

III. Governance / Legal Authority X X __ X __ __

IV. Fiscal Responsibility/Sustainability __ X __ __ X __

V. Protocols/Guidance __ X X X __ __ __

VI. Monthly Project Reports __ __ __ __ __ __

VII. Implementation Plan & Executive Summary X X X X __


Table 1‐5a Suzanne MacBain, PMP

Company name/employee status SAIC, Prime / Current Employee

Proposed position Project Manager Years of relevant experience 15

Major task assignments Project Manager and Task IV Lead Project role: Ms MacBain is a PMI‐certified Project Management Professional (PMP) with capabilities ranging from the development of compliance matrices and test suites for SW deployments to effective communication with all levels of government and support personnel. She specializes in determining best practices for communications on multifaceted projects, face‐to‐face and virtual facilitation, financial modeling for budget adherence, strategic planning, determining software test requirements, and serving as the primary point‐of‐contact to the customer to ensure satisfaction with the product. Ms. MacBain will manage WRHSAC11‐REOC Study resources; represent the SAIC team at monthly Committee meetings; conduct weekly update sessions as needed; serve as ThinkTank facilitator for Web‐based collaborative sessions (when needed); and ensure on‐schedule delivery of all RFP‐requested deliverables. Suzanne will bring her professional project performance measurement and cost tracking experience as well as financial management expertise to this project in leading Task IV Fiscal Responsibility/Sustainability (supported by Holger Hinsch, our senior economist).

Education, training, and certifications Education B.A., Economics and French, Vassar College, 1990 Certification Project Management Professional ( PMP®), March 2008

Chronology of Work Experience

• SAIC, Billerica, Massachusetts, 2002 ‐ present. Project Manager/Facilitator

• ING, Quincy Massachusetts, 2002 – 2008. Project Manager / Senior Financial Analyst

• KPMG/Bearing Point, Newport, Rhode Island, 1994 – 2002. Financial Analyst

Summary of relevant experience for RFP# WRHSAC11‐REOC Study Project Manager Ms. MacBain is an accomplished Project Manager and facilitator for SAIC with over 14 years of experience specializing in project management, organizational development, facilitation, strategic data analysis & needs assessments. She specializes in determining best practices for communications on multifaceted projects, face‐to‐face and virtual facilitation, financial modeling for budget adherence, strategic planning, determining software test requirements, and serving as the primary point‐of‐contact to the customer to ensure satisfaction with the product. Her specific public safety project management experience includes 1. Project Manager for upgrade of MEMA Operations Center (2012) Responsible for overseeing all

elements of Operations Center upgrade including: construction, design, audio/visual and telecommunications. Held requirements meetings with key MEMA officials, including Kurt Schwartz (EOPSS Undersecretary), to ensure existing capabilities would be maintained in conjunction with new features. Developed and coordinated plans with the interior designer, contractor team and A/V team; maintained a “punch list” of details to be addressed on a daily basis, responsible for budget and subcontractor selection.


Table 1‐5a Suzanne MacBain, PMP 2. Project Manager for WRHSAC radio consultancy project (ongoing) ensuring engineering

recommendations and reports on current regional RF communications projects are produced in a timely manner and stakeholders’ evolving needs are met. Responsible for scope and budget as well as contractor oversight.

3. Project Manager for EOPSS Communications Asset Survey and Mapping (CASM) Web‐enabled

database tool and narrowbanding (NB) project (ended early 2012) performing data gathering to document CASM‐identified interoperability and city/town NB gaps and providing recommendations for the Commonwealth to ensure readiness for FCC mandate requiring all public safety radio communication systems to be narrowbanded by December 31, 2012.

4. Deputy Project Manager for NERAC Interoperability Seminar Series (ended 2011). Project

Manager and outreach coordinator for NERAC interoperability system seminars responsible for conducting collaborative workshops with the system owner/operators collectively and individually, developing educational presentation and hand‐out materials and managing all logistics involved in hosting three all day seminars for 150 public safety professionals from registration to speaker selection. As PM, Ms MacBain also wrote the Homeland Security Exercise and Evaluation Program (HSEEP) After Action Report and Improvement Plan (AAR/IP) for project. This report is the final exercise document that provides a description of the seminar content, highlights best practices and strengths, identifies areas for improvement and provides actionable recommendations.

5. Deputy Project Manager for a nine‐state cross‐border radio interoperability (ended 2010), the

assessment of interstate interoperability using CASM and personnel interviews for the All Hazards Consortium (AHC) states. Facilitated two ThinkTank collaborative sessions to build consensus across nine Statewide Interoperability Coordinators.

6. Project Manager for AskRhody, a Web services SOA development and integration project for

which SAIC is working with RI Department of Human Services. AskRhody, designed and developed by SAIC, provides citizens, service providers and public health professionals convenient access to thousands of resources, as well as a benefit screener that provides preliminary assessment of eligibility for various state health benefit programs. AskRhody was the first statewide production implementation of web services in Rhode Island. As Project Manager for the current enhancement project, Ms. MacBain is responsible for all aspects of project service delivery, technical performance, schedule, budget and customer satisfaction.

7. Deputy Project Manager for Somerset NJ Data Interoperability and Information Sharing

program for law enforcement community responsible for project planning and labor allocations, stakeholder facilitation and deliverable acceptance. The goal of SAIC’s approach for this project is to increase officer safety, improve decision making ability, reduce the inefficiencies and inaccuracies in justice information handling and ultimately provide greater safety to the public. This platform implements the National Information Exchange Model (NIEM) and the national standards for information exchange will provide a system that is a dependable and scalable solution for statewide and nationwide integration.


Table 1‐5a Suzanne MacBain, PMP 8. Project Manager for several multi‐jurisdictional information‐sharing projects which required

oversight and coordination of multiple vendors. These vendors compete with one another in the RMS and Computer Aided Dispatch (CAD) markets and Ms. MacBain's responsibilities were to ensure collaboration among these competing vendors and to ensure that their product development and integration work resulted in demonstrated interoperability with the core system that SAIC designed and deployed. Ms. MacBain was responsible to ensure that technical specification were issued to vendors and that subcontracts were established and administered. Across three projects (Somerset, NJ, LEJIS in PA and AHC in the 9‐state mid‐Atlantic region), over a dozen vendor relationships were created and managed to a successful technical result. MacBain tracked and enforced technical, schedule and budget compliance for these dozen vendors on these three projects.

RFP# WRHSAC11‐REOC Study Task IV Lead ‐ Fiscal Responsibility/Sustainability

• Project Manager / Senior Financial Analyst, ING, Quincy, Massachusetts

o Determined and documented database modification requirements for Citigroup 401(k) plan administration team to implement changes in formula, calculation methods, eligibility requirements, and vesting credit of plan participants.

o Managed end‐to‐end system change to automate identification and reporting of trade frequency violations including developing product specifications to isolate and report trading account historical violations in compliance with client regulations.

o Created and produce Citigroup 401(k) quarterly service review report detailing plan specific fund performance, employee participation by business group, and call center data to be distributed directly to client senior management team and used to target marketing efforts as well as to assess fees.

• Financial Analyst, KPMG/Bearing Point, Newport, Rhode Island

o Created database requirements specifications to provide multi‐level funding and execution reports to support financial planning at the branch, department, and directorate levels.

o Conceived of and developed business practices for financial management users guide and training for Directorate staff with fiscal responsibilities. The guide and training ensured consistent use of best fiscal practices based on lessons learned from the Inspector’s general audit of naval laboratories.

o Assessed client need and designed a financial war room to facilitate financial and personnel decisions by department and directorate heads. The room included reusable storyboards updated graphically and numerically with current, pertinent financial and staffing data. Client received positive feedback on the cost effective concept and the value added of having the information clearly and readily available to executive management in one space.


Table 1‐5b Robert I (Bob) Desourdis, Jr.

Company Name/Employee Status SAIC, Prime / Current Employee

Proposed Position Technical Manager Years of relevant experience 16

Major task assignments Lead for Tasks I, II, and VII Project role: Mr. Desourdis will perform technical management of the project, aligning our individual staff skills with task assignments, ensuring the proper use of data collection and collaboration tools, and being the principal author and editor of all task reports. In addition, he will serve as lead for Tasks I, II, and VII. Mr. Desourdis extensive assessment experience, particularly in Massachusetts, will be applied in Task I. His skills in developing and testing enterprise models – used extensively in developing the 2007 Massachusetts SCIP projects ‐ will be directly applicable to Task II. Finally, his experience performing feasibility studies and creating implementation plans, such as he did for the NERAC consolidated PSAP feasibility study and implementation plan, will be applicable to Task VII.

Education, Training, and Certifications Education:

M.S., Technology and Policy, MIT, 1980 M.S., Electrical Engineering, Worcester Polytechnic Institute, Worcester, Massachusetts, 1979 B.S., Mathematics, Worcester Polytechnic Institute, Worcester, Massachusetts, 1977

Certifications/Awards, Publications, and Other Recognition • Publications: Recent conference publications (last five of 25)

o Desourdis, R. I. and Contestabile, J. M., “Information Sharing for Situational Understanding and Command Coordination,” IEEE Homeland Security Conference, November 2011.

o Desourdis, R. I., Vest, Kevin F., O’Brien, M, and Mulholland, D. J., “Digital Television for Homeland Security: Broadband Datacast for Situational Awareness and Command Coordination,” IEEE Homeland Security Conference, November 2011,

o Cloutier, J. F., Kamien, D., Desourdis, R. I., “CHANNELS: A Web‐enabled Planning Tool for Information Sharing in Critical Situations,” IEEE Homeland Security Conference, November 2011.

o Desourdis, R. I., Achieving Interoperability in Critical IT and Communication Systems, Tutorial, IEEE Homeland Security Conference, Waltham, Massachusetts, November 2010.

o Desourdis, R. I., “Achieving Smart City Resilience: A Sense‐and‐Respond Architecture for Emergency Preparedness and Disaster Response,” Pacific Telecommunications Conference, Oahu, Hawaii, January 2010.

• Publications: Books o Desourdis, R. I., P. Rosamilia, C. Jacobson, J. Sinclair, and J. McClure, Achieving Interoperability

in Critical IT and Communication Systems, Artech House, Boston, July 2009. o K Carlberg, R. Desourdis, J. Polk, and I. Brown, Preferential Emergency Communications: From

Telecommunications to the Internet, Kluwer Academic Publishers, Bostonl June 2003. o R. I. Desourdis, Jr., D. R. Smith, W. D. Speights, R. K. Dewey, and J. R. DiSalvo, Emerging Public

Safety Wireless Communication Systems, Artech House, Boston, November 2001. o E. E. Johnson, R. I. Desourdis, G. T. Earle, S. C. Cook, J C. Ostergaard, Advanced HF

Communication Systems, Artech House, Boston, March, 1997. o R. I. Desourdis, “Modeling and Analysis of Meteor Burst Communications”, Chapter 3 of Meteor



Burst Communications: Theory and Practice, ed. Donald L. Schilling, John Wiley, New York, 1993, pp. 59‐342.


• SAIC (various Northern Virginia locations) 1997–Present. Vice President for Technology, Senior Systems Architect, Former Chair SAIC technical Fellows Council, Project Manager, Technical Manager

• CACI (Arlington, Virginia) 1996–1997. Director, Systems Engineering, CACI Federal Systems, Inc. • SAIC (Marlborough, Massachusetts) 1986–1996. Senior Communications Scientist, Division

Manager, Assistant Vice President. • GTE Strategic Systems Division (Westborough, Massachusetts) 1984–1986. GTE Staff Member,

Radio Systems Division • SAIC (Stow, Massachusetts) 1982–1984. SAIC Communication Scientist • Signatron, Inc. (Lexington, Massachusetts) 1980–1982. SIGNATRON Engineering Specialist • MIT Center for Policy Alternatives and Center for International Studies (Cambridge,

Massachusetts) 1979–1980. MIT Research Assistant

Summary of relevant experience for RFP# WRHSAC11‐REOC Study by task Technical Manager Mr. Desourdis has over 32 years of wireless and telecommunications system experience to assure public safety interoperability, intelligent transportation systems, strategic military (post‐nuclear attack communications), and other enterprise communications for operation in difficult remote communication environments, performing wireless enterprise architecture and radio/wireless systems engineering, and independent test & evaluation. He served as Technical Manager for all eight Commonwealth public safety communications interoperability projects performed successfully by SAIC since 1998 among several others. Task I Lead ‐ Current Situation Assessment

o 2011 WRHSAC Interoperability/Information‐Sharing Subcommittee ‐ Wrote current assessment of Western Region radio interoperability projects on WRHSAC09‐InteropsConsultant, detailing project objectives, system architecture, timeline, progress, and issues.

o 2010 NERAC ‐ Developed briefing slides describing current status of five radio and information‐sharing interoperability systems in NERAC region for Interoperability Seminar series

o 2010 All Hazards Consortium (AHC)– Used multi‐state SCIPs (NC, VA, NC, WV, PA, MD, DE, NJ, and NY) and multi‐region TICPs as well as county official reviews to develop a current assessment of over a dozen Interstate highway border crossings between states or in multi‐state UASI regions (e.g., SW Philadelphia‐NJ‐DE UASI)

o 2007 EOPSS ‐ Performed/supported 20+ focus groups, interviews, and site surveys throughout Massachusetts as well as reviewed dozens of existing system descriptions when developing the statewide Communications interoperability Plan (SCIP), which documented the public safety IT and telecommunications systems used throughout the Commonwealth in 2007.

o 2005 NERAC ‐ Used available reports and interviews to assess the status of PSAPs in the northeast region, including financial assessments of individual town versus regional operating costs (not including start‐up costs, which are different), to document the current situation for



independent PSAPs in the region.

o 2002 Massachusetts State Police– Used a multi‐choice questionnaire to access stakeholder (trooper and dispatcher) assessment of the current State Police radio systems.

o 1998 EOPS– Performed 15 eastern Massachusetts police chief surveys to integrate current assessment into development of public safety interoperability vision for the Commonwealth.

Task II Lead ‐ Determine REOC/MACC, or alternative, model & configuration for Region/Each County

o WRHSAC Interoperability/Information‐Sharing Subcommittee 2012 ‐ Lead writer for forthcoming report on TICP meeting held in Agawam as part of our Western Region radio consultancy work, documenting a metamorphosis from the Interoperability/Information‐Sharing Committee into a proposed Regional Council.

o 2010 AHC – Made recommendations regarding how cross‐border radio and holistic interoperability should be achieved, providing organizational model cross‐state agencies as well as the individual Statewide Interoperability Coordinators (SWICs).

Task VII Lead ‐ Implementation Plan & Executive Summary

o Wrote the 2007 Massachusetts Statewide Communications Interoperability Plan (SCIP) in which he led/supported 22 multi‐discipline/multi‐jurisdictional focus groups statewide. Served as technical lead on all eight of SAIC’s Massachusetts public safety communications interoperability projects beginning in 1998.

o In 2005, wrote a feasibility study and implementation plan report for regionalized dispatch in the Northeast Region still used as of 2010 to guide planning by the Essex County Sheriff’s office to achieve this goal.

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Table 1‐5c Lisa Stone, MD, MPHD

Company Name/Employee Status SAIC, Prime via Innovative Employment Services (IES)

Proposed Position Expert Panel Lead and Healthcare SME

Years of relevant experience 11

Major task assignments Lead for Tasks III and V Project role: Dr. Stone has extensive experience in multi‐sector disaster and pandemic preparedness. From 2004‐2008, Dr. Stone spearheaded development and implementation of statewide programs to address bioterrorism, pandemic influenza, and mass casualty events, including Massachusetts System for Advance Registration of Health Care Professionals and the Influenza Specialty Care Unit program and led the statewide multi‐sector Surge Committee. On the WRHSAC11‐REOC Study, Dr. Stone will lead our expert panel to interview guidance before stakeholder engagement; review/interpret on stakeholder engagement results; and review/comment on project DRAFT deliverables. In addition, Dr. Stone will lead Tasks III Governance / Legal Authority and Task V Protocols/Guidance, bringing a critical health care emergency management expertise to all tasks.

Education, Training, and Certifications Education: • M.P.H., Harvard School of Public Health, Boston, MA, 2001 • M.D., George Washington University School of Medicine, Washington, DC, 1980 • B.A., Biology, Catawba College, Salisbury, N.C., 1973 Certifications/Awards, Publications, and Other Recognition: • Savoia, Elena, Biddinger, Paul D., Fox, Priscilla, Levin, Donna E., Stone, Lisa, Stoto, Michael A.

Board of Registration in Medicine, license #42479, 1982 • Certification, American Board of Internal Medicine, 1983 • Impact of Tabletop Exercises on Participants' Knowledge of and Confidence in Legal Authorities for

Infectious Disease Emergencies, disaster Medicine and Public health preparedness 2009 3:104‐110.

• Alpha Omega Alpha (Medical Honor Society), 1980 • Presentation on Pandemic Toolkit, Toward a Safer World Conference, Rome, Italy, 2011 • Presentation on Pandemic Toolkit, USAID SOTA conference, Washington DC, 2010 • Presentations on Pandemic Toolkit, Regional Humanitarian Pandemic Preparedness Conferences

in Vietnam, South Africa, and Ethiopia, 2009‐2010 • Approach to alternate care sites selected by CIDRAP as a best practice


• Management Sciences for Health (Cambridge, MA) 2008 – 2011, 2011 – 2012. Principal Technical Advisor.

• Independent Consultant (Rome, Ghana, Virginia) 2011. • Massachusetts Department of Public Health (Boston, MA) 2004‐2008. Hospital Preparedness

Coordinator, Acting Director of Emergency Preparedness Bureau. • Committee on Public Health Preparedness, Massachusetts Medical Society, 2008‐present.

Appointed member. • Board of Health (Wellesley, MA) 2000‐2004. Elected member of the Board.

Summary of relevant experience for RFP# WRHSAC11‐REOC Study by task


Table 1‐5c Lisa Stone, MD, MPHD

Expert Panel lead and Healthcare SME Accomplished medical and public health professional with broad expertise working at the national, state/district, and local level in both Massachusetts and in developing countries. Areas of expertise include multi‐sector disaster planning and response; pandemic preparedness; and surge capacity. Experienced in facilitating conferences, workshops and training sessions and presenting as key speaker and guest lecturer at industry conferences. While at the Massachusetts Department of Public Health, worked with MEMA, public safety, public health, hospitals, and other stakeholders on the development and implementation of statewide programs to address bioterrorism, pandemic influenza, and mass casualty events. Task III Lead ‐ Governance / Legal Authority

o 2007 MDPH ‐ Developed an approach to alternate care sites for disasters and mass casualty incidents that included a legal framework, MOU development, and state regulation changes

o 2005‐2008 MDPH – Led the development of a pre‐credentialed database of medical professionals for disasters, including addressing legal and regulatory issues

o 2006‐2008 MDPH ‐ Led a 7 state surge committee as well as a state wide surge committee that included activation and de‐activation policies and protocols

o 2008 MDPH ‐ Participated in an expert panel on altered standards of care that recommended policies and protocols

o 2009 MDPH – Participated in Legal Preparedness Project for local public health. Led to a statewide workshop and a paper published in Disaster Medicine and Public Health Preparedness

o 2008‐2011 MSH ‐ Developed multi‐sector Continuity of Operations plans with national, district and local level government in Nicaragua and Ghana

o 2008 – 2010 MSH ‐ Conducted multi‐sector Avian Influenza Outbreak Response trainings and simulations in Nicaragua, El Salvador, Ghana and Senegal that required multi‐sector planning, legal preparedness, and activation and de‐activation policies and protocols

Task V Lead ‐ Protocols/Guidance o MDPH 2004 ‐ 2008 – Responsible for statewide preparedness planning for hospitals,

community health centers, local boards of health, long‐term care facilities, physician offices, and vulnerable populations.

o MDPH 2004‐2008. Actively involved in Boston Marathon planning, race day, and after action reviews 2004‐2007. Activities included staffing the MEMA ESF8 desk, surge planning with the hospitals, issuance of policies and protocols for DMAT tents and EMS, and the development and implementation of a patient tracking system.

o MDPH 2005 – responsible for establishing the medical reception for evacuees from Hurricane Katrina

o MDPH 2007‐2008 ‐ Represented MDPH on the ESF6/ESF8 committee to establish medical shelters, including the legal aspects, policies, and protocols.


Table 1‐5d Peter J. Rosamilia


Proposed Position Engagement Director

& Facilitator Years of relevant experience 15

Project role: Mr. Rosamilia initiated and created the Interoperability Solutions practice for SAIC with offices in Billerica, Cambridge, and Gloucester, Massachusetts. As Vice President and General Manager for the Interoperability Solutions practice, Mr. Rosamilia is responsible for all aspects of strategy, operations, and technical service delivery, funding and business development. Mr. Rosamilia leads program teams that create state‐of‐the‐art interoperable communications and information sharing systems for federal, state, local and commercial clients. Recent clients include state and federal law enforcement agencies, emergency management agencies, public safety, and public health and healthcare organizations. Mr. Rosamilia will serve as an Engagement Director, ensuring that our client’s needs are being met by the project team.

Education, Training, and Certifications Education: • M.S., Management of Technology, Sloan School at Massachusetts Institute of Technology (MIT),

1997 • B.S., Chemical Engineering, Massachusetts Institute of Technology (MIT), 1983

Certifications/Awards, Publications, and Other Recognition Publications: Book Desourdis, R. I., P. Rosamilia, C. Jacobson, J. Sinclair, and J. McClure, Achieving Interoperability in Critical IT and Communication Systems, Artech House, Boston, July 2009.

Chronology of Work Experience • SAIC Interoperability Solutions Practice, 2001‐present. Vice President and General Manager • SAIC Advanced Network eXchange, 1999‐2001. Subsidiary VP & COO • SAIC eHealth Sols and Health Records Security, Portability & interoperability, 1997‐1999. AVP • Ogden Energy Projects, NYC –Facilities Startup & Perf. Testing1990‐1997. Operations Manager • ConEd NYC –– Power Gen, R&D, Computer Modeling and Simulation, 1986‐1990. Eng Mgr • General Electric ‐ Process Optimization, 1981‐1983. Software Engineering Project Manager

Summary of relevant experience for RFP# WRHSAC11‐REOC Study Engagement Director

• Rosamilia was chief operating officer (COO) of the Advanced Network eXchange (ANX), the high‐performance, high‐security network interoperability service that reliably interconnected U.S. auto manufacturers with their largest suppliers. As COO and founding member of ANXeBusiness, Rosamilia led the commercialization and expansion of the ANX network. He managed relationships among competing telecommunications companies that served the auto industry as certified providers of the interoperable ANX service. Rosamilia managed company operations through startup and wrote the business plan that resulted in a $20 million capital raise. Customers included the U.S. automobile manufacturers, their major suppliers, AT&T, Ameritech, MCI WorldCom, Bell Canada and technology companies that served the automotive industry.

• Rosamilia initiated and ran the development of the Law Enforcement Justice Information


Table 1‐5d Peter J. Rosamilia

System (LEJIS), a first‐of‐its‐kind data interoperability and information‐sharing solution. It is based on the Global Justice XML Data Model (GJXDM) and the National Information Exchange Model (NIEM). This cutting‐edge project has provided real‐time data interoperability among competing records management systems (RMS) and computer‐aided dispatch (CAD) systems. Now available statewide, this solution delivers data interoperability among dozens of police departments, district attorney offices, sheriffs’ offices, state and county operations centers (OPCENS). The system is fully integrated with a statewide public key infrastructure (PKI) and will be interoperable with other information sharing systems, for example N‐DEx and NJ‐DEx. LEJIS is the recent recipient of a Governor’s Award recognizing excellence in I.T. and will be the designated system to interface with the Federal Bureau of Investigation (F.B.I.) system for sharing police incident information nationwide.

• Previously, Rosamilia led the development and operation of data interoperability solutions for public health, energy and healthcare clients, including the Beth Israel Deaconess Medical Center, other integrated delivery networks, large health maintenance organizations in the U.S. and a provincial government in Canada.



Table 1‐5e Cristine McCombs


Proposed Position EM SME

On Expert Panel Years of relevant experience 17

Major task assignments Expert panel support to all tasks Project role: As a 16‐ year employee of MEMA in the capacity of Disaster Recovery and Mitigation Manager and State Director, Ms. McCombs is very familiar with the Massachusetts EOC functions. She served as Deputy to the Operations Manager during all activations of the State EOC from 1991‐2004. As Director of MEMA from 2004‐2007, she oversaw the State EOC during any and all activations. Ms. McCombs is a key member of our Emergency Management (EM) Expert Panel and will provide extraordinary value – not only given her time as MEMA Director, but the 13 years she spent in day‐to‐day and major activations. Our project results regarding the current situation, useful REOCC/MACC models, MEMA requirements for recognition, protocols for activation and key elements of implementation planning could not be better served.


• Mount Ida College, Newton, Massachusetts , Associates Degree in the Arts, 1982


• SAIC, 2007 – Present, Senior EM SME

• MEMA, 2004‐2007, Director

• MEMA, 1991‐2004, Disaster Recovery Manager

Summary of relevant experience for RFP# WRHSAC11‐REOC Study All tasks

Serving on the expert panel, Ms. McCombs will be engaged to recommend data to be collected at the onset of each task, recommend sources for such data, and provide her understanding of the various subjects, from the current assessment and viable REOC/MACC models to legality, protocols, cost categories, feasibility and implementation planning



Table 1‐5f Mike D. Paulette


Proposed Position Fire SME on Expert Panel


Major task assignments Expert panel support to all tasks Project role: Mr. Paulette participated in the Incident Command System (ICS) Development Cadre in 1970‐71, helping to design and establish the ICS through his extensive firefighting experience serving as Fire Captain in many major incidents. His extensive list of certifications include Homeland Security Exercise and Evaluation Program (HSEEP) Certified Master Exercise Practitioner (MEP); DHS/FEMA/Center for Domestic Preparedness (CDP) Certified ICS Instructor and ICS Train‐the‐Trainer Instructor; Homeland Security Exercise and Evaluation (HSEEP) Certified Instructor; Vocational Teaching Credential DHS Professional Development Certificate; Sworn Peace Officer (Arson Investigator); Incident Commander (ICT2), Plans Section Chief (PSC1), Operations Section Chief (OSC1); Information Officer, Liaison Officer, Agency Representative, Safety Officer, Communications Unit Leader, and Medical Unit Leader. Mr. Paulette certified to teach through ICS 400 and the L 449 ICS Train the Trainer Instructor. As a member of our EM Expert panel. Mr. Paulette will represent a critical Fire perspective in all tasks.


• Vocational Teaching Credential at Riverside, Palomar, Miramar and Palo Verde College Certifications/Awards, Publications, and Other Recognition:

• DHS/FEMA/Center for Domestic Preparedness (CDP) Certified ICS Instructor and • ICS Train the Trainer Instructor • Homeland Security Exercise and Evaluation (HSEEP)Certified Instructor • Sworn Peace Officer (Arson Investigator) • Incident Commander (ICT2), Plans Section Chief (PSC1), Operations Section Chief • (OSC1), Information Officer, Liaison Officer, Agency Representative, Safety • Officer, Communications Unit Leader, and Medical Unit Leader


2005‐Current: Scientific Applications International Corporation (SAIC) • Senior Public Safety Engineer. FEMA/Center for Domestic Preparedness • (CDP) training Instructor for NIMS/ICS classes and ICS Train the Trainer course. • Subject Matter Expert (SME) and facilitated Tactical Interoperable Communication Plan (TIC

Plan) and Statewide Communication Interoperable Communications Plan (SCIP) workshops • SME and facilitated Homeland Security Exercise and Evaluation Program (HSEEP) Workshops,

Tabletop, Functional and Full Scale Exercises. 2001‐Currrent Michael D. Paulette, Public Safety Consultant.

• Developed Emergency Operation Plans. Facilitated EOC Training, Standard Emergency Management System (SEMS) and ICS training. Instructor at Palomar, Palo Verde, Miramar and Riverside Community Colleges.

• San Diego Fire‐Rescue Incident Management Team Instructor. • Heartland Fire Training Center Instructor. • Curriculum Development Cadres and Certified Instructor for California State Fire Training,


Table 1‐5f Mike D. Paulette

National Fire Academy and National Wildfire Coordinating Group. 1999‐2001 California Department of Forestry and Fire Protection Battalion

• Chief: The Blythe Battalion is eighty (80) miles long and forty (40) miles wide. It includes a diverse cross section of residential, commercial and industrial areas. Supervised 90 permanent and volunteer firefighters.

• Trained and supervised a Level I Swift Water Rescue Team. Developed SOPs and a training matrix for Swiftwater Rescue and the Rescue Boat Operations class.

• Developed curriculum and implemented the Certified Volunteer Academy at Palo Verde College along with other Fire Technology courses.

1997‐1999 Training Battalion Chief CDF/Riverside County: • Appointed to the Ben Clark Public Safety Training Center. The facility sits on 365 acres and has

22 classrooms. It is equivalent in size and number of classes offered at a community college. Secured State Fire Training Accreditation for the facility along with other administrative duties. Managed and coordinated activities at the training center. Developed contracts and memorandum of understanding agreements with colleges and Riverside County. Member of the Instructor Certification and Curriculum committees. Assistant Safety Officer.

1996‐1997 Fire Captain B La Cima Fire Center: • Recruiter and training officer supervising a 17 person California Conservation Crew on daily

projects and emergency incidents (fire, floods, earthquakes, etc.) 1992‐1996 Fire Captain Specialist: San Diego Ranger Unit, Information and Education Officer

• Managed 600 Volunteers in Prevention. • Sworn Peace Officer, Arson Investigator, Managed public relations, media and educational

programs. 1990‐1992 Fire Captain A Emergency Command Center

• Supervised ECC staff and coordinated zone region and state MACS activities. • Instructed the ECC and Communication Unit Lead class • Responded with the Mobile Communications Unit. • Representative on the San Diego Emergency Operations Plan Committee. • Reviewed and updated the Communications Annex of the EOP. • Developed the large animal rescue annex.

1988‐1990 Fire Captain A Dulzura Battalion/ Training Officer • Coordinated training activities for over 200 personnel, including all Fire Technology • and Emergency Medical Services, classes and academies • Coordinated classes for allied jurisdictions and agencies

1985‐1988 Fire Captain B La Cima Fire Center • Supervised and managed a 17‐person hand crew on daily projects and emergency incidents • Helitac Captain.


Table 1‐5g Steven M. Donahoo


Proposed Position LE SME on Expert Panel


Major task assignments Tasks I, II, V, and VII Project role: Mr. Donahoo has over 27 years in law enforcement, with broad experience in all aspects of policing, investigation, emergency response, training and leadership; expert qualification in train/public transportation sabotage, safety and terrorism. Mr. Donahoo commanded the NYPD Counter Terrorism Bureau & Division, Chemical, Biological, Radiological, Nuclear and Explosives Unit; Terrorist Threat Analysis Group and Special Projects Unit. He has collaborated with multiple agencies and organizations on counterterrorism activities, including the NYC Joint Terrorist Task Force, NYC Department of Environment Protection Police Department, U.S. Marine Corps, U.S. Secret Service, U.S. Navy, National Nuclear Security Administration and Department of Homeland Security (Intelligence Analysis, Domestic Nuclear Detection Office and Office of Security). As a member of our EM Expert panel, Mr. Donahoo will represent a critical law enforcement and CBRNE perspective in all tasks.


• Bachelor of Science – History (1997), Empire State College, State University of New York • Transit Police Academy (1985) • N.Y.P.D. Police Academy (1985), Academic Excellence Award

Certifications/Awards, Publications, and Other Recognition: • Certified Emergency Manager® (CEM®) • ICS 100, 200, 300 & 700 • Certified Workplace Violence Protection Specialist (VPS)


• SAIC® ‐ From Science to Solutions, 2008‐Present. Homeland Security Consultant • Donahoo‐Consulting, LLC® (Pres/Owner), 2008‐Present. Homeland Security Consultant • Brookhaven National Laboratory, 2008‐Present. Homeland Security Consultant • Rockland County, Anti‐Terrorist Analytical Group, 2008‐Present. Deputy Sheriff • New York City Police Department, Detective Squad, 2003‐2008. Lieutenant Commander • New York City Police Department, 1995‐2003. Lieutenant • New York City Transit Police Department, 1988‐1995. Sergeant • New York City Transit Police Department. Police Officer

Summary of relevant experience for RFP# WRHSAC11‐REOC Study by task


Table 1‐5g Steven M. Donahoo

Expert Panel and LE SME Managed the NYPD Counterterrorism Bureau’s, Chemical, Biological, Radiological, Nuclear and Explosives Unit (CBRNE). Have directly worked on numerous emergency public health programs to include Bio‐Watch Protocols, 2001 NYC Anthrax, Smallpox, Points of Distribution (PODs), etc.

Task I Current Situation Assessment Have spent decades completing public safety needs assessments and have worked to develop and implement relevant solutions.

Task II Determine REOC/MACC, or alternative, model & configuration for Region/Each County Have worked on the development, implementation of command and control systems specifically designed to address shortcomings identified in the 9/11 Commission Report. These projects served as the PM and the solutions were designed to support EOC operations.

Task V Protocols/Guidance Have worked on the analysis, development and implementation of plans, protocols and procedures specifically designed to foster cooperation, coordination and best‐case interoperability throughout the spectrum of the Prevent, Protect, Respond and Recover mission spaces.

Task VII Implementation Plan & Executive Summary Possesses considerable experience in analyzing customer needs and requirements. Have worked with large groups of emergency managers and first responders to develop sound solutions which are consistent with national doctrine while being responsive to local needs and requirements.



Table 1‐5h David DeManche

Company Name/Employee Status SAIC, IES

Proposed Position Local Governance SME on Expert Panel


Major task assignments I, III, IV, and VII Project role: Mr. DeManche is an experienced manager with over 18 years of experience in governmental operations. He has substantial work experience in town management and has worked with local, state and federal entities on a number of projects. Mr. DeManche is knowledgeable of municipal finance, personnel, risk management, procurement and local, state and federal law and regulations. Mr. DeManche, as a municipal manager, has extensive experience in working with Local Emergency Planning Committees (LEPC), local police departments, fire departments, EMS, emergency management directors, sheriff’s departments, public safety communications, DPWs, boards of health/public health, municipal state and federal officials/agencies as well as public and private organizations. Finally, Mr. DeManche is an experienced grant writer who has a successful track record for identifying and securing grant funds. Mr. DeManche has been included on the Expert Panel to represent the local government perspective in the current assessment Task I as well as local funding perspective for Task V as well as to provide legislative insight.

Education, Training, and Certifications Education: • MBA, Marketing and Personnel, Clark University, Worcester, MA 1985 • BA, History, University of Massachusetts, Amherst, MA 1978 (with honors)

Chronology of Work Experience • Cornerstone Academy, Inc., Northborough, January 2004 to Present and April 2000 to December

2001. School Business Manager • Town of Lunenburg, MA. September 2003 to December 2003. Chief administrative and Financial

Officer • Town of Bolton, MA. January 2002 to August 2003. Town Coordinator • Town of Uxbridge, MA. January 2000 to November 2000. Interim Administrator • Town of Carlisle, MA. November 1997 to March 2000. Town Administrator • Town of Millbury, MA. January 1994 to November 1997. Town Administrator • Town of Uxbridge, MA. September 1984 to December 1993. Administrative Assistant to the Board

of Selectmen • Massachusetts House of Representatives, Boston, MA, June ‐ September 1984. Legislative

Assistant • Sentry Insurance Company, Concord, MA. May 1983 to June 1984. Commercial Lines Underwriter

Summary of relevant experience for RFP# WRHSAC11‐REOC Study Governance SME on Expert Panel

Mr. DeManche will use his extensive local government expertise to assist the Expert panel and the project in not only understanding the point of view of local officials, but helping the Project Team to develop REOC/MACC solutions that would be seen as beneficial to the local government administrator. He will also be able to assist the project in consideration of small town financial resources for emergency management needs.


Table 1‐5i Holger Hinsch


Proposed Position Fiscal SME Years of relevant experience 13

Major task assignments I, II, V, and VII

Education, Training, and Certifications

Education: Master of Business Administration, University of Maryland, College Park, MD, 1999 Bachelor of Science in Engineering, University of Michigan, Ann Arbor, MI, 1993

Certifications/Awards, Publications, and Other Recognition: Publications: Recent conference publications (last five of 25)

"Measuring the Economic Impact of Liberalization of International Aviation on Hamburg Airport" with Prof. David Gillen, presented at the 3rd annual Hamburg Airport Aviation Conference, February 10‐11, 2000 and article by same name published in Journal of Air Transport Management Volume 7 Number 1 Jan. 2001.

Publications: Books • Author of the Business Case Analysis section of Achieving Interoperability in Critical IT and

Communication Systems edited by Robert Desourdis and published by Artech House Jul. 2009. • “The Impact of Liberalizing International Aviation Bilaterals,” with Prof. David Gillen, Jonathan

Harvey, MKmetric, and Institut für Weltwirtschaft, published by Ashgate Publishing Feb. 2001. • Regional Impact of Open Sky Policies on Hamburg Airport” with Prof. David Gillen, presented at

Regional Input‐Output Impact Conference Universität Hamburg, June 21‐23 2000 and published in “Regional Input‐Output Analysis, Conceptual Issues, Airport Case Studies and Extensions” edited by Wilhelm Pfähler published by Nomos Verlagsgesellschaft 2001.

Summary of Experience Project role: Mr. Hinsch is a senior economist with 18 years experience in cost‐benefit analysis, strategic planning, risk analysis, transportation system analysis, and economic impact assessments. He has acted as project manager for a number of cost‐benefit analysis, transportation, economic, financial modeling and engineering efforts for both public and private sector clients. Some of these efforts include valuation and M&A analysis for clients in the biotech and telecommunications sector, the development of privatization strategies for the Hamburg Airport, a feasibility study for high‐speed rail service in North Carolina, a cross‐border transportation survey analysis for San Diego, the commodity flow study for the EPA’s district IX, and a business process reengineering effort for US Marshall Service’s prisoner transportation system as well as cost‐benefit analyses for the INS ATLAS program, the US Department of Agriculture Geospatial Information System, the US Department of Veterans Affairs HRLink$ Personnel System, the Florida Department of Law Enforcement, the US Customs Service, and the IRS. We will use his expertise and cost models in concert with expert help from our SAIC A&E element to determine the right cost elements needed to achieve the development and sustainment of the individual county or regional EOC/M<ACC facilities (Task IV).


• Science Applications International Corporation (SAIC) (1998‐present). Senior Economist • John J. McMullen Assc. Inc. (1993‐1997). Naval Architect



Summary of relevant experience for RFP# WRHSAC11‐REOC Study by task Expert Panel lead and Fiscal SME Mr. Hinsch has provided facilitation support for many clients in a variety of subjects such as leading stakeholder interviews and facilitated focus groups sessions for the Massachusetts Strategic Communications Interoperability Plan, running strategic planning workshops for the National Traffic Incident Management Coalition, and leading IPT sessions on prioritization of investments objectives and the design of evaluation criteria for the development of a program management plan to accommodate the addition of 6,000 new Border Patrol. Support included meeting design and preparation in consultation with stakeholders; identification and communication of meetings objectives, agenda, and associated background information; facilitation during meetings; and preparation of meeting minutes. Task I Current Situation Assessment

o 2008 SAMHSA Communication Products Lifecycle Process (CPLP) reengineering – Mr. Hinsch is worked for the Substance Abuse and Mental Health Services Administration (SAMHSA) as part of the SAIC team that is developing a reengineering plan for the CPLP applying Lean Six Sigma principles. The effort is streamlining the CPLP process, providing visibility and tracking regarding where products are in the process, increasing quality control resulting in a tangible reduction in defects, establishing clear terms, roles, and responsibilities, and enabling SAMHSA to proactively manage the way products go through the CPLP process.

o 2006‐2007 Life Sciences Market Valuation – Mr. Hinsch carried out a valuation and due diligence assessment for publicly traded biotech firm in Boston. He determined the value and strategic fit of a potential acquisition target in the central nervous system disease imaging field. During this effort Mr. Hinsch created comprehensive financial forecasting model including market situation for the various disease types such as Parkinson’s and Alzheimer’s, and developed best roll out strategy for new imaging business model. He identified 10 largest US markets based on population distribution and disease prevalence and incidence rates and determined CAPEX and OPEX for new venture and determined overall ROI of the acquisition for the acquiring company.

Task IV Fiscal Responsibility/Sustainability o 2012 Oregon Public Safety Broadband Network (OPSBN) Business Plan ‐ Mr Hinsch is currently

providing support to the Oregon DOT in developing a business plan that will help communicate the vision, direction, and necessary steps to realizing a 700MHz LTE network infrastructure for supporting Oregon’s public safety community. The business plan will act as a program charter for gaining approval and soliciting funding for the program, and will define the program by identifying its goals and objectives, critical stakeholders, proposed architecture and business model, and desired end state.

o 2009 Financial Analysis of University of Illinois Cogeneration Plant – Mr Hinsch prepared a study for the University of Illinois helping the client to answer the basic produce versus purchase question. The study compared the merits of buying energy from external providers and producing it in the plant owned by the university over the next five years for all principal forms of energy: steam, high temperature hot water, chilled water and electricity. The study analyzed the “make versus buy” question under three different scenarios: 1) a reduction on need by 20%, such as might occur if conservation measures are pursued vigorously; 2) the usage remains constant; and 3) the need increases by 20%.

o 2008‐2010 Customs and Border Protection Office of Finance IT Strategic Plan – Mr. Hinsch supported for the Customs and Border Protection Office of Finance developing a strategic IT plan for the next three years. As part of this effort Mr. Hinsch developed the life cycle cost for over 20 different IT system implementations and supported the client’s prioritization decision process for the implementation of the most beneficial systems. Mr. Hinsch further supported the Systems Strategy Team (SST) in the execution of the systems strategy and the coordination of the implementation of the prioritized list of system projects.

o representing major stakeholders involved in traffic incident response work together. The members represent the Emergency Medical Services, Fire, Law Enforcement, Public Safety Communications, Towing and Recovery, and Transportation communities. The NTIMC promotes multidisciplinary,



multijurisdictional Traffic Incident Management (TIM) programs to achieve enhanced responder safety; safe, quick traffic incident clearance; and more prompt, reliable, interoperable communications. Mr. Hinsch conducted workshops with the NTIMC steering committee to develop the coalition’s mission, vision and objectives. He further developed and action plan that tied the objectives to tangible initiatives to be undertaken by the coalition over the next two years.

o 2007 Massachusetts Strategic Communications Interoperability Plan (SCIP) ‐ SAIC supported the Massachusetts Executive Office of Public Safety, its designated Interoperability Coordinator and the standing State Interoperability Working Committee to design and produce a five‐year strategic plan for achieving optimal statewide communications interoperability in Massachusetts. The Massachusetts SCIP is a requirement of the Department of Homeland Security, Science and Technology Directorate’s SAFECOM Program. Mr. Hinsch lead stakeholder interviews and facilitated focus groups sessions. He further was responsible for the analysis of the financial viability of the proposed investment into technology to be included in the Strategic Plan.



Table 1‐5j Gary T. Cromack

Company Name/Employee StatusCromack Industries, Inc. (CI), President & CFO/ Subcontractor

Proposed Position IT/Communications SME

Years of relevant experience 35+

Major Task/Sub‐task(s) assignments Support the Lead for Tasks I, II, and VII Project role: Mr. Cromack, located in Greenfield, Massachusetts, has served as a public safety radio communications consultant to the Western Region for the past six years and is currently a subcontractor to SAIC in this role. In that regard, he is responsible for the design of the expanded WMLEC radio network – employing the latest land mobile radio technology. He is also responsible for the design of the MEMA Framingham Communications/Dispatch Center and the police dispatch center at the University of Massachusetts. Working with Mr. Desourdis, Mr. Cromack will provide the necessary current situation assessment (Task I) and best‐practice content recommendations (Task II) for all IT and communication systems required for the project‐recommended county/regional EOC/MACC facilities. He will also assist Mr. Desourdis in developing the IT/communications elements of the Implementation Plan (Task VII).

Education, Training, and Certifications Education: • M.B.A., Finance, Western New England University, Springfield, Massachusetts, 2002 • M.S., Electrical Engineering, Worcester Polytechnic Institute, Worcester, Massachusetts, 1983 • B.S., Electrical Engineering , Western New England University, Springfield, Massachusetts, 1980


• Cromack Industries, Inc. (Greenfield, MA) 1979–Present. Co‐founder and President • Trans‐Site Corporation (Greenfield, MA). 1972–2005. Co‐founder and President

Summary of relevant experience for RFP# WRHSAC11‐REOC Study Expert Panel lead and Healthcare SME

o 2011 WRHSAC Interoperability/Information‐Sharing Subcommittee – Chief architect of all regional interoperability systems, contributor to the current assessment of Western Region radio interoperability projects on WRHSAC09‐InteropsConsultant, detailing project objectives, system architecture, timeline, progress, and issues.

o 2010‐2011 Design of MEMA Bunker radio dispatch center complete upgrade for inter‐communications with ALL public safety agencies in the commonwealth.

Task I Current Situation Assessment o 2011, EOPSS Statewide Narrowband Assessment & CASM update o 2007, 2009, & 2011, WRHSAC Assessments of Status of Existing Plans & System capabilities

Task II Determine REOC/MACC, or alternative, model & configuration for Region/Each County o 2012 MEMA Bunker SEOC Upgrade o 2010‐2011 MEMA Bunker Radio Dispatch center upgrade o 2010‐2011 U‐Mass PD, New Dispatch Center and EOC design

Task VII Implementation Plan & Executive Summary ‐ see Task II


1.f Reference List of Current and Former Clients (provide at least five references)

As a $10+ B company, SAIC has many hundreds of contracts ongoing at any one time spanning almost as many clients. We are therefore providing a list of all clients that our Billerica office which is proposed to do this work that we are supporting, or have supported, over the last three years in Table 1‐2.

Table 1‐2 Reference list of current and former clients for last three years

Contact Name Agency Address Phone number

Allen Phillips MEMA 400 Worcester Rd. Framingham, MA. 01702

508‐820‐1426

Mike Spirito

Chester County Department of Emergency Services

601 Westtown Road, Suite 012 West Chester, PA 19380‐0990

610‐344‐5028

Jennifer Nugent

Integrity Consulting for the All Hazards Consortium

7360 Guilford Drive, Suite 201 Frederick, MD 21704

301‐801‐7812

Blair Sutherland Mass State Police 470 Worcester Road, Framingham, MA

508‐820‐2264

Bill Stahl Somerset County 40 North Bridge Street, Somerville, NJ 08876

908‐231‐7173

Nelson Torres FEMA 500 C Street, SW Washington, DC 20472

202‐212‐1500

Bob Brumley Pegasus Global 1875 ”I” Street, NW, Suite 500 Washington, DC 20006

202‐429‐2726

Art Schnure Rhode Island Dept. of Human Services

Howard Avenue Cranston, RI 02920

401‐462‐6361

Russ Sienkewicz WRHSAC 29 Centre Street, Northampton, MA 01060

413‐587‐1100

Jeff Brownell EOPSS Ten Park Plaza, Suite 3720 Boston, MA 02116‐3933

617‐725‐3323

Amy Reilly MAPC 60 Temple Place, 6th floor Boston, MA 02111

(617) 451‐2770 ext. 2059


2 Understanding of the RFP (2a2c sixpage maximum)

This section of our proposal presents a detailed technical approach to the required RFP tasks. The RFP tasks and inter‐task information flows are logically organized in the task flow diagram shown in Figure 2‐1. Section 2.a below provides a logical task‐by‐task description of the proposed work. Section 2.b identifies the support we would expect from the WRHSAC in each task to be performed. Section 2.c will describe our administrative processes to ensure efficient and effective use of project resources to produce the required deliverables.

2.a Approach to Project and Proposed Plan

In Figure 2‐1, the Pan Flu and Planning bodies are shown overarching the project tasks. RFP tasks to be performed are labeled with large Roman numerals (I) through (VII). The information flows between and among tasks are identified by the Arabic numerals. We will use these conventions to provide a detailed explanation of the proposed project work and information flows. We will refer to these labels in the task descriptions below.

2.a.1 Detailed Description of Work Activities and How They Will Be Carried Out In each of the following seven subsections, one for each RFP task, we will describe (i) the data

needed at the start of the task, and (ii) the detailed activities for the execution of each task. Cross‐task activities. The most efficient execution of project tasks involves “killing N birds with one stone.” In other words, gathering information that would benefit several tasks is far more efficient than asking for separate meetings for each task. Similarly, asking EMDs for “as‐is” data and not also for their “strengths, gaps, and improvements” would be inefficient and risk poor response, as many of these EMDs “wear multiple hats” and have little to no time for “yet again another survey.” In this case, MEMA has key access to Western Region EMDs, data valuable to the current assessment, possible EOC models, legal authority, available state resources, and operational protocols for their interoperation with any regional EOCC/MACC, and recommendations on possible REOC/MACC models. Thus, we will seek to benefit from our excellent MEMA relationships – if permitted by WRHSAC – to hold an early meeting with MEMA for maximum multi‐task

Figure 2‐1. Proposed study work/data flows and cross‐task activities.

Task I Current situation

assessment(9/12‐10/12)

Task II Determine alternative models

(11/12‐2/13)

Task III Governance and legal authority(3/13‐5/13)

Task IV Fiscal Responsibility and sustainability(5/13‐6/13)

Task VII Implementation plan and executive

summary(7/13‐9/13)

Task VI Monthly progress reports

(9/12‐9/13)

Task V Protocols and guidance(5/13‐7/13)

Project repository

WRHSAC Pandemic Fluand Planning Subcommittees plus stakeholders

I

II

III

IV V

VI

VII

2

4

3 1

5

4

6

Taskreport

7

Executive summary/ implementation plan and presentationEarly MEMA

meeting

KO meeting and monthly review meetings

EMD outreach

Cross‐task activities


benefit. Figure 2‐1 shows expected cross‐task activities. Deliverable form and content. The written reports for Tasks I through V will each follow the common format of cover page, Table of Contents, Introduction, Summary Analysis, Findings and Recommendations – they will focus only on expressing the fundamental results of each task. The raw data collected for each task will remain on the project repository (controlled access) and not be published. Each of these reports will assume the reader has full knowledge of the project and its objectives. Task VI report form and content will be determined in the KO meeting. The Task VII report will be designed for a reader not familiar with the project. It will include a separable Executive Summary – containing a summary statement of the findings and recommendations section ‐ as well as the main body of the report with other main headings identical to the task I through V reports. Deliverable acceptance process. In Tasks I through V and Task VII, the deliverable acceptance procedure will consist of (i) the SAIC Team submits a written draft report according to the agreed outline/content determined in the KO meeting; (ii) the assigned WRHSAC review personnel have ten business days to review the (marked “DRAFT”) draft and provide specific edits and changes to be made, if any. If no recommended draft deliverable changes are provided to the SAIC team within ten business days or we are informed the deliverable is to be considered the final version, the deliverable is assumed to be accepted as the final version and the SAIC Team will deliver a version marked “FINAL”. If deliverable changes are received within the ten business days, we will make these recommended changes and deliver a version marked “FINAL” accepted upon delivery.

2.a.1.1 Task I – Current Situation Assessment (Labeled (I) in Figure 21) Kick‐off meeting (RFP p. 9). The SAIC Team will schedule and conduct a project kick‐off (KO) meeting in Northampton with the Pan Flu Planning Subcommittee and Project Working Group. The objectives of this meeting will include, but not be limited to:

1. Answer Subcommittee and Working group questions about our proposal. If such questions or comments can be sent to our PM Suzanne MacBain after award prior to the meeting, we will provide written answers at the KO meeting.

2. Demonstrate the proposed project repository as a secure SAIC Team data repository and ThinkTank Web‐based collaboration to manage virtual meetings.

The SAIC Team would like to receive the following information at the KO meeting or shortly afterwards from the WRHSAC in electronic format if possible (by flash drive, email or repository upload):

1. Preliminary stakeholder contact list for the assessment campaign, including the REPCs and LEPCs as well as departments that may host potential REOC/MACC locations and all others listed on RFP page 7, second paragraph (a critical WRHSAC responsibility – see subsection 1.b).

2. EITHER all known relevant documentation, including incident/event after‐action reports, LEPC and REPC capability planning documents, EM operational planning documents, MEMA guidelines/mandates, IT/communication capability specifications/documentation, OR, if not available, a contact list for those stakeholders who have this information for us to collect.

3. A short letter of introduction – preferably in electronic format with a point of contact listed for verification ‐ which we may use to authenticate our request for information from stakeholders who may not be aware of this project or the consultant team chosen to execute this project. The letter or note should also identify SAIC as the prime contractor for this work as well as Cromack industries as the subcontractor.

4. Permission to engage MEMA or WRHSAC engagement of MEMA on our behalf, so that we might take advantage of our excellent MEMA relationships to not only support our MEMA‐related Task III and V efforts, but also request available data on the EMDs form the 101 Western region municipalities and perhaps gain a similar “letter of introduction” from MEMA that we could use in an outreach for information to these EMDs


The KO meeting as a deliverable will be accepted by the WRHSAC at the end of the meeting. Situation Assessment (RFP p. 9). As shown above, SAIC has more than ten years of situation assessment expertise in Massachusetts, nationwide, and internationally in the public safety/emergency management domain. Most recently, we surveyed every city and town in the Commonwealth for the EOPSS CASM and narrowbanding project (see proposal subsection 1.c). Best practice situation assessment, or “as‐is” assessment, requires use of a standard framework. We will use a holistic assessment framework derived from recommendations developed originally by the Public Safety Wireless Network (PSWN) program, enhanced in the 2005 NERAC PSAP consolidation feasibility study and implementation plan project, and described in the 2009 Desourdis interoperability book. This framework defines the success planning factors of Governance, Resources, Approach, Architecture, Performance, and Acceptance. The SAIC team will use these success planning factors as a framework for our current assessment and to provide a framework for principal content in the ultimate county/region REOC/MACC Implementation Plan. Task activities are described in the following paragraphs. Data needed for task. As shown by the information‐flow arrow labeled (1) in Figure 2‐1, Task I requires all current situation data collected from the KO meeting or by SAIC team requests to those contacts provided in the KO meeting as being able to supply this documentation. We can collect this data electronically or via mail, but its collection at the beginning of this task is critical to ensure it is included in the assessment. SAIC will maintain all electronic information on the project data repository.

It is recommended that we request (if not collect) specific “as‐is” and “should‐be” EOC inputs from each emergency management director (EMD) for each Western Region municipality. They may not respond, but they cannot argue that they were not at least consulted. Our recent EOPSS CASM/narrowbanding project – which made this survey effort statewide – taught key lessons learned about such a survey campaign to avoid a poor response rate. First, we must engage specific individuals named by their recognized overarching authority (i.e., MEMA) – we did not have this advantage in the EOPSS project. Second, any survey for information must be brief and to the point (e.g., one page maximum) – the data needed for the EOPSS CASM/narrowbanding project was detailed and extensive. Third, each EMD will have a specified time to respond, after which we will use whatever is received for our analysis and report. We will request information from all Western Region EMDs using available contact information as soon as possible following the recommended MEMA meeting at project start. Subtask descriptions. We will execute the following subtasks from 9/2012 through 10/2012: I.1 Review each tasks data needs, schedule and conduct a cross‐task information‐gathering meeting

with MEMA to get data needed for execution of all Tasks (except Task VI) as shown in Figure 2‐1. I.2 Review all information provided by the WRHSAC form the KO meeting and shortly afterwards,

putting all data into the project data repository – see the data flow labeled (1) in Figure 2‐1. I.3 Use our Expert Panel to build a simple one‐page “as‐is” and “should‐be” survey for distribution to

the Western Region EMDs as well as other stakeholders (listed on RFP p. 7). I.4 Use WRHSAC/MEMA‐provided EMD contact data, preferably bulk email addresses and phone

numbers, to distribute and follow‐up to completion of each survey form, providing at most a two‐week follow‐up email and an overall one‐month response time from launch.

I.5 Collect and review all WRHSAC and stakeholder‐provided inputs to the current assessment, compiling the results according to the success planning factors.

I.6 Develop the planning success factor assessment of each LEPC/REPC REOC/MACC efforts to date. I.7 Conduct an Expert Panel Review of the compiled results and our assessment to extract the most

relevant input for each planning success factor in the current assessment framework. I.8 Write a DRAFT Task I Report (Current Assessment and Feasibility Report) and then follow the

deliverable acceptance process described above to produce the FINAL accepted report.


2.a.1.2 Task II – Determine REOC/MACC Models/Configurations (RFP p. 10) Data needed for task. The data needed at the start of this task will include what had been collected for Task 1 and the cross‐task activities shown in Figure 2‐1, but we will also use the detailed EOC assessment criteria found in the tested best‐practices research represented by the FEMA EOC Assessment Checklist (Appendix D) to enhance our “model” guide elements of our characteristics. Subtask descriptions. We will execute the following subtasks from 11/2012 through 2/2013: II.1 Using the Task I input, labeled (3) in Figure 2‐1) and cross‐task data collected on recommended

“should‐be” REOC/MACC configurations, conduct an expert panel session to create and discuss alternative REOC/MACC models for the Western Region and assess each model in the planning success factors framework

II.2 Using the FEMA EOC Assessment Checklist, available MEMA planning inputs/checklists, After‐Action Reports on Western Region disasters, and the Task I report, refine each REOC/MACC model and document each model in a detailed written abstract.

II.3 Conduct an Expert Panel review of the written model abstracts and our assessment to extract a recommended REOC/MACC model/configuration for the Western Region.

II.4 Write a DRAFT Task II Recommended REOC/MACC model and configuration report justifying the recommendation and then follow the deliverable acceptance process described above to produce the FINAL accepted report. The report will contain the written model abstracts in its appendices.

2.a.1.3 Task III – Governance / Legal Authority (RFP p. 10) MEMA has stated that (i) all municipalities supporting a REOC/MACC must sign em a letter to that

effect, and (ii) they must opt‐in for intrastate Mutual Aid Agreement. This agreement can be activated for any public safety incident/event, valid under Massachusetts General Law Chapter 40 Section 4J. Data needed for task. In addition to the MEMA cross‐task meeting output available along path (4) in Figure 2‐1– which will verify the information presented here – we would use the list of existing opt‐in signatories (on the EMMA Website) to determine which Western Region municipalities have, or have not, opted‐in. We will also need information regard past WRHSAC projects where they “have encountered similar governance/legal authority issues.” Subtask descriptions. We will execute the following subtasks from 3/2013 through 5/2013: III.1 Query our nationwide SAIC sources (e.g., NIMS SC and ICTAP) for existing REOC/MACC protocols III.2 Using the Task I report, cross‐task survey data describing “should‐be” REOC/MACC

configurations, and subtask III.1 output conduct an expert panel session to determine: i. Legal authority/legislative action (if any) required for each recommended REOC/MACC model ii. Activation protocols, governance structure during a response, communication protocols and

tools, and de‐activation protocol III.3 Write the DRAFT Task III Governance guidance for all recommended REOC/MACC models report

describing the legal/authority and operational protocols, then follow the deliverable acceptance process to produce the FINAL accepted report. Report appendices will contain governance guidance, justification, recommendations, and MOA templates.

2.a.1.4 Protocols/guidance (RFP p. 11) Fiscal responsibility/sustainability for each REOCC/MACC model requires our identification of

recurring, non‐recurring, direct, and indirect economic costs. We will use cost categories from a proven lifecycle cost model to capture all relevant costs, organizing costs by when they occur during an activity's life. The lifecycle cost (LCC) model classifies costs into four lifecycle phases: systems design/engineering, investment, operations and maintenance (O&M), and termination. Costs to be considered in the analysis include any necessary studies, facilities (A&E or renovation costs), nonrecurring hardware,


recurring hardware (lease or rental), nonrecurring software, recurring software (lease or rental), system maintenance, training, parallel operations, contracting (e.g., systems engineering and integration), system start‐up testing, conversion costs, personnel costs, residual value, and useful life. Data needed for task. Cost category data from all sources available from the best‐practices review – part of Task II fed into task 4 along the path labeled (4) in Figure 2‐1 and all cost‐related data stored in the project data repository labeled (2) in the figure. Subtask descriptions. We will execute the following subtasks from 3/2013 through 5/2013: IV.1 Using the Task I report and cross‐task cost category data collected on recommended “should‐be”

REOC/MACC configurations review the recommended REOC/MACC model with our senior economist and identify all relevant costs in each lifecycle category.

IV.2 Using the expert panel, identify all sources of REOC pre‐activation, activation, operation and post‐activation costs to be considered in the recommended REOC/MACC model(s).

IV.3 Integrate all cost sources into the requirements for a single LCC model for each recommended REOC/MACC configuration

IV.4 Write a DRAFT Task IV Fiscal responsibility/sustainability guidance for all recommended REOC/MACC models report describing the LCC model cost categories, then follow the deliverable acceptance process to produce the FINAL accepted report. Report appendices will contain a glossary defining all LCC model importance and terms.

2.a.1.5 Task V – Protocols/Guidance MEMA has indicated that given the REOC/MACC model(s) is legally recognized by MEMA (see Task III

description), any Western Region REOC/MACC would first attempt to seek assistance form MEMA Region 3 or Region 4 facilities. Protocols would match those used today by any recognized REOC, which will be collected in Task I. If unable to reach these facilities or they cannot offer assistance, than the REOC/MACC would seek direct communications with the bunker. Data needed for task. We will collect detailed protocol guidance and document specific information flows/responsibilities to/from the regional and state MEMA facilities and the recommended REOC/MACC capability in the MEMA cross‐task meeting. VI.1 We will document the protocol guidance for recommended REOC/MACC model interoperation

with MEMA regional and state offices from our cross‐task MEMA meeting VI.2 Using the After‐Action reports from recent Western Region incidents (RFP p. 8), we will play out

the sequence of protocol steps for each scenario with the Expert Panel, updating as needed VI.3 Seek MEMA regional and headquarters review/comment on protocol guidance. VI.4 Write a DRAFT Task V Protocols/guidance for REOC/MACC recognition by MEMA report

describing the necessary protocol guidance, then follow the deliverable acceptance process to produce the FINAL accepted report.

2.a.1.6 Task VI – Monthly Project Reports Data needed for task. Task status reports from all SAIC task leads and project control. Subtask descriptions. We will execute the following subtasks from 9‐10/2012 through 9‐10/2013: VI.1 Collect and write monthly report according to form and content verified at KO meeting. VI.2 Review progress, needs and issues with WRHSAC at monthly meeting and as required.

2.a.1.7 Task VII – Implementation Plan & Executive Summary Data needed for task. Outputs from Tasks II, III, IV, V and project data repository labeled (4), (5), (6), (7), and (2), respectively, are shown in Figure 2‐1. Subtask descriptions. We will execute the following subtasks from 7/2013 through 9/2013:


VII.1 Integrate all project data inputs into the success planning factors (see subsection 2.d.11). VII.2 Write a preliminary DRAFT Detailed Implementation Plan to Achieve Recommendations of the

Study report VII.3 Perform a detailed Expert Panel review and upgrade to create the DRAFT report. VII.4 Deliver the DRAFT Task VII Detailed Implementation Plan to Achieve Recommendations of the

Study report describing an action plan to address all success planning factors, then follow the deliverable acceptance process to produce the FINAL accepted report.

VII.5 Develop an Implementation Plan briefing for presentation at the WRHSAC monthly meeting held in September 2013 in Northampton.

2.a.2 Project Schedule and Timeline (see Figure 22)

Figure 2‐2. Gantt Chart ‐ Project schedule and timeline.

2.b Requested WRHSAC Responsibilities

WRHSAC responsibilities include the following: 1) From the KO meeting described in Task I, we need the WRHSAC to provide:

i) Preliminary stakeholder contact list for the assessment campaign ii) All known relevant documentation or contacts for that information iii) A short letter of introduction we can use with all stakeholders iv) Permission to engage MEMA or WRHSAC engagement of MEMA for cross‐task meeting.

2) Permission to survey municipal EMDs/other stakeholders using a one‐page‐or‐less form, and ten business‐day maximum review of EMD/stakeholder intended letter and form.

3) Review and draft deliverable and have specific change recommendations within ten business days, or accept the DRAFT deliverable as FINAL – will deliver the so‐labeled FINAL version.

2.c Administrative Process

For each task, the Technical Manager will define specific work packages and deliverables (see Appendix A) to be produced as well as the requisite resources, and then work with the PM to balance these needs with other task requirements before launching the planned work. The Project Controller will periodically provide status of available resources to the PM.

Our PM will provide weekly progress updates as needed as well as develop the monthly reports and be available for corresponding project review meetings in Northampton. The PM will also deliver all reports according to the project schedule above. All coordination for MEMA, stakeholder, and other meetings will be through the PM.

ID Task Name1 Task I Current situation2 KO meeting3 Cross-task MEMA meeting4 Cross-task stakeholder outreach campaign5 Task I activities6 Deliver Task I Final report7 Task II Determine recommend REOC/MACC model8 Task II activities9 Deliver Task II Final report10 Task III Governance / legal authority11 Task III activities12 Deliver Task III Final report13 Task IV Fiscal responsibility/sustainability14 Task IV activities15 Deliver Task IV Final report16 Task V Protocols / guidance17 Task V activities18 Deliver Task V Final report19 Task VI Monthly reports34 Task VII Impementation plan35 Task VII activities36 Deliver Task VII Final report37 Deliver Task VII Presentation

10/31

2/28

5/15

5/15

7/15

9/30

Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct


2.d Summary of Most Relevant/Recent Work

Table 2‐1 contains samples of our most relevant and recent work supported by one or more members of the proposed project team, or in some cases, SAIC staff available to the project if needed. Summary descriptions of project specifics are provided in the subsections noted in the first column of the table.

Table 2‐1 Samples of Relevant/Recent Work

Proposal Subsection

Project Title Co. Years Relevance

2.d.1 MEMA State Operations Center Upgrade

SAIC Ongoing

• First‐hand knowledge of renovated MEMA Operations Center in Framingham which could support the planned REOC/MACC capability

• First‐hand releationships with key MEMA decision makers made durting their OP center upgrade

2.d.2 Western Massachusetts Radio Consultant

SAIC Ongoing

• First‐hand relationships with key WRHSAC members

• First‐hand and primary knowledge of Western Region public safety radio networks and enviropnment

• First‐hand awareness of local, regional, ans state governance environment

• Supported development of MIFOG and TICP

2.d.3 MEMA: Mass Care and Sheltering

SAIC Ongoing

• First‐hand relationships with key MEMA, state agency, and regional stakeholders in critical emergency sheltering domain

• First‐hand awareness of local, regional, and state governance environments

2.d.4

Interoperable Communications Technology Assistance Program (ICTAP)

SAIC Ongoing

• First‐hand knowledge of best public safety and emergemncy management practices as well as failed practices nationwide

• First‐hand SCIP, MIFOG and TICP development experience in support of communities nationwide

• First‐hand training experience with ICS and CASM

2.d.5

FEMA Centralized Operations Maintenance and Management Information Technology (COMMIT) Services

SAIC Ongoing

First‐hand knowledge of FEMA’s infomration system operations and maintenance, system sustainment, network operations. hardware installation maintenance and operations, and help desk

2.d.6 EOPSS CASM and Narrow‐band

SAIC 2011‐12 • First‐hand experience with public saftey outreach to all 351 Massachusetts cities and


Assessment towns • First‐hand awareness of local, regional, and state governance environment

• First‐hand experience with differing local, regional, and state governance environments

• First‐hand knowledge of the statewide MEMA VHF radio network

2.d.7 MEMA Dispatch Center Upgrade

CI 2011 First‐hand knowledge of communication systems at MEMA Headquaters in Framingham

2.d.8 NERAC Interoperability Seminar series

SAIC 2010

• First‐hand knowledge of WebEOC, a key MEMA incident‐based information‐sharing tool

• First‐hand knowledge the Field Communications Unit, a transportable EOC, with units assigned to the Western Region and statewide

2.d.9

All Hazards Consortium Regional Interoperability Assassement

SAIC 2010

• First‐hand knowledge of interstate interoperability issues and gaps due to state‐centric federal interoperability programs

• First‐hand knowledge of TICPs and SCIPs from multiple states in the Mid‐Atlantic Region, including New York bordering the Western Region

2.d.10

Massachusetts State Communications Interoperability Plan (SCIP)

SAIC 2007

• First‐hand knowledge of all statewide communication and public‐saftey‐related Information‐sharing systems

• First‐hand knowledge of infomration‐sharing gaps revealed by Massachusetts public safety stakeholders

2.d.11 NERAC interoperability studies

SAIC 2005

• First‐hand experience developing a PSAP regionalizion feasibility study and implementation plan

• First‐hand experience developing public safety multi‐disciplinary radio SOPs

2.d.1 Massachusetts Emergency Management Agency State Operations Center Upgrade The SAIC Team led by Ms. MacBain designed and built a new MEMA bunker state EOC after

gutting the old center and adding new walls, ceiling/lighting, raised floors with flush network/phone access, modern audio‐visual systems (with Planar screens), movable tables (with laptop garages) and chairs, colors and more. Ms. MacBain, the proposed PM for this WRHSAC project, worked closely with MEMA to achieve their vision of a modern state EOC. Cromack Industries, a subcontractor to SAIC in this proposal, provided cable design from the MEMA Dispatch Center, which they had designed. Ms. MacBain’s MEMA relationships will enable direct and beneficial coordination with MEMA to support development of governance and protocol for any Western Region REOC/MACC model. Figures 2‐3a and 2‐3b for “before


and after” photos); this projects success has provided excellent MEMA connections that will be of direct value on this project.

2.d.2 Western Massachusetts Radio Consultancy (ongoing) Ms. MacBain is the PM for our support to the

Interoperability/Information‐Sharing Subcommittee of WRHSAC in the Western Region. This project, ongoing since early 2011, provides technical and related communications support for the Interoperability/Information‐Sharing Subcommittee of the WRHSAC. In addition to maintaining awareness and oversight of several in‐region public safety radio projects, we have also developed a design, issued RFPs, and oversee the upgrade and expansion of the Western Massachusetts Law Enforcement Council’s UHF radio network. The SAIC Team has also supported (i) development of the MIFOG; (ii) documented development of the region’s TICP in Agawam, FEMA Region 3 Headquarters; and developed presentation materials for the SIEC interoperability summit in Worcester.

2.d.3 MEMA Mass Care and Sheltering SAIC’s role is to develop a comprehensive mass care shelter plan for the Commonwealth of

Massachusetts and its regions and communities working closely with a Project Coordinator at MEMA and MEMA's Project Management Team (PMT). The PMT will be comprised of the Department of Public Health, Massachusetts Office on Disability, the American Red Cross, Homeland Security Councils and MEMA. Project work will be performed in collaboration with key stakeholders, including (but not necessarily limited to) the ESF‐6 Work Group, regional Homeland Security Councils, local emergency management, local public health agencies, Medical Reserve Corps, local Disaster Animal Response Teams, the State of Massachusetts

WMLEC equipment staging, Schaumberg, Illinois, June 2012, SAIC and CI staff present.

(a) (b) (c)

Figure 2‐3. MEMA Framingham Bunker State EOC (a) “Before” and (b), (c) After.


Animal Response Team, and local and regional emergency planning commissions. SAIC will develop a scalable sheltering plan to better meet the needs of cities and towns, regions, and the state.

2.d.4 Interoperable Communications Technology Assistance Program (ICTAP) SAIC supports the Office of Emergency Communications (OEC) and its predecessor office at

DHS since 2004. This continuous support included the full range of OEC offerings identified in the ICTAP catalog1. The SAIC ICTAP work includes the facilitation of the development of regional interoperable committees and working groups including the formation of governance structures, charters, etc. – requiring strong consensus building to complete the their Tactical Interoperable Communications Plans (TICPs). SAIC has designed, developed, and facilitated workshops in support of TICPs in more than 60 urban areas nationwide.

In addition, SAIC supported the development of the collaborative ICTAP website containing access to plans, documentation, and methodology documents for interoperable communications projects on‐going nationwide. We led development of the Communication Assets Survey & Mapping (CASM) Tool, which: (1) inventories and visually displays first responder communications assets, (2) analyzes existing interoperable communications pathways per the SAFECOM Interoperability Continuum, and (3) identifies interoperable communications gaps between first responder agencies. Our work included design, development, deployment, user support, and training of a DHS/G&T web‐based CASM tool

2.d.5 FEMA Centralized Operations Maintenance and Management Information Technology (COMMIT) Services

SAIC has been contracted to provide Information Technology (IT) support services to FEMA, including support at its primary operations locations, such as the Mount Weather Emergency Operations Center (MWEOC) FEMA Headquarters and other sites located in the National Capital Region. Additionally locations may also include FEMA Regional offices, FEMA National Processing Service Centers (NPSC), the National Emergency Training Center (NETC). Long‐Term Recovery Centers (LTROs), Logistics Centers, Mobile Disaster Recovery Centers (MDRCs), Distribution Centers, Joint Field Offices (JFO's), Center for Domestic Preparedness (CDP), and other permanent or temporary facilities located in the United States and Territories. The scope of this contract also includes contractor support to FEMA's technical staff for operations maintenance and monitoring of FEMA's networks systems and applications of the Agency's environment. SAIC will also support FEMA systems and technical environment. This environment will undergo significant change in the coming years as systems services solutions and networks are migrated to the DHS OneNet and data center environments. SAIC will provide the following categories of services under this contract: system operations and maintenance, system sustainment, network operations support, hardware installation, naintenance and operations support, and help desk support.

1 http://www.safecomprogram.gov/SAFECOM/library/interoperabilitybasics/1384_oectechnical.htm.


2.d.6 EOPSS CASM and Narrow‐band Assessment SAIC was a major subcontractor to Soltrix Solutions, Inc. in the execution of this project,

providing CASM expertise and training as well as technical leadership in developing the statewide CASM and narrowbanding survey materials as well as writing the many reports. This work included developing an estimate for the total number of portable and mobile radios in each Homeland Security planning region, including the Western Region, which is useful in estimating region‐wide traffic loads on an interoperability network. We have used this project as one of our references below. The deliverables developed for this program included:

• D‐1.1 CASM Database Validation and Update Summary • D‐1.2 Massachusetts Interoperability Gaps Summary • D‐1.3 CASM Educational Materials and Outreach Campaign • D‐1.4 CASM Maintenance Strategy and Plans Summary • D‐1.5 CASM‐based TICP Development Support • D‐2.1 Narrowbanding Radio Assessment Summary • D‐2.2 CASM Narrowbanded System Update Summary • D‐2.3 Narrowbanding Conversion Status Summary • D‐2.4 Narrowbanding Capability Gap Analysis Summary • D‐2.5 Narrowbanding Issues Summary • D‐3.1 Narrowband Cost and Funding Sources Summary • D‐3.2 Narrowbanding Implementation and Funding Strategies • D‐3.3 Narrowband Transitional Implementation Planning and Strategies Summary • D‐3.4 Narrowband Educational Materials and Outreach Campaign

All deliverables were completed, submitted, updated and finalized.

2.d.7 MEMA Dispatch Center Upgrade (Cromack Industries). The MEMA below ground bunker radio communications assets include the capability to communicate with any state or regional LMR radio system in the state, the Seabrook Nuclear plant located in New Hampshire, as well as a collection of Federal radio systems. Additionally, because of state agency consolidation, the bunker facility was to take on the radio dispatch functions of the Massachusetts Department of Conservation and Recreation (DCR). In the fall of 2010, Cromack Industries designed the new dispatch center concept and created the required RFP documents to procure: A/V, electrical, flooring, painting, lighting, and a new six‐position radio dispatch console system. The new communications facility would merge the new MEMA console sub‐system with the existing DCR 3‐position dispatch functions for the DCR 800 MHz SmartZone trunked radio system. Cromack Industries also worked with MEMA personnel to create a backup center and a cut‐over plan so that the critical communications functions could remain operational while the dispatch room could be completely retrofitted. The equipment RFP was completed in January of 2011 and the new facility became operational in July 2011.


2.d.8 NERAC Interoperability Seminar Series SAIC developed and conducted three interoperability seminars in the NERAC region in October and November 2010 to more than 140 total local, regional and state public safety officials (see Figure 2‐4). We created laminated handouts for each of five interoperability systems, namely BAPERN, CMED, Fire Control Points, the Field Communications Unit, and WebEOC. SAIC developed presentation materials for system owner/operators to do the IO‐system presentations, and presented the introductory briefing in each session as well as lunchtime interoperability lectures. Homeland Security Exercise and Evaluation Program (HSEEP)‐required survey forms were distributed prior to the meeting and collected afterwards. These forms were used to improve seminar content for subsequent sessions. The second and third seminars were videotaped for eventual streaming from the NERAC Website.

2.d.9 All Hazards Consortium Regional Interoperability Assessment SAIC performed Regional Capabilities Assessment for the nine states composing the All Hazards

Consortium (AHC), namely New York, New Jersey, Pennsylvania, Delaware, Maryland, Virginia, West Virginia, North Carolina, and the District of Columbia. The regional assessment used the SAFECOM Interoperability Continuum to assess interstate interoperability along major roadways shared at a state border by two or more AHC member jurisdictions. The SCIPs provided by seven of the nine members were used as source material for the review, as well as Urban Areas Security Initiative (UASI) TICPs, SCIP updates, and other plans. In addition, interviews of local emergency management (and other) authorities and interoperability assessments using the CASM tool were performed for 20 border crossings of major Routes (e.g., US‐1, US‐50) and Interstates (e.g., 95, 81, 68, 77, etc.) to assess interoperability and interoperability planning at these crossings. Findings and associated recommendations, including the integration of planning capabilities across the nine states, were based on this assessment.

Figure 2‐4 NERAC Seminar Series – first slide.


2.d.10 Massachusetts State Communications Interoperability Plan (SCIP) SAIC developed the Massachusetts SCIP on an EOPSS project that included the Communications

Interoperability Assessment Report, which develop a public safety interoperability strategy for Massachusetts. Section 4 of the SCIP included an interoperability assessment on 18 Massachusetts regional and statewide LMR systems relative to the DHS SAFECOM Statement of Requirements (SoR) for public safety communication systems and the National Fire Protection Association (NFPA) 1561 standard communication requirements (recommended by the National Incident Management System, NIMS), to see assess how well the following systems: • Berkshire County VHF System

• Franklin County UHF System

• WEMLEC UHF Network

• Worcester 800‐MHz Trunked system

• Massachusetts 800‐MHz Trunked system

• Massachusetts ITAC Repeater system

• Massachusetts State Police VHF Low‐band Network

• Boston Area Police Emergency Network

• Norfolk County UHF Network

• Plymouth County Radio System

• Bristol County UHF Network

• Dukes County VHF Network

• Central Medical Emergency Direction (CMED) UHF systems

• MEMA VHF network • Fire & Ambulance Mobilization Tracking System (FAMTRAC) VHF network

• Statewide Fire Control Repeaters

• MassHighways Lo‐Band VHF network

• MassPike VHF network

The DHS‐sponsored Communications Asset and Survey Mapping (CASM) tool representations for selected systems are shown in Figures 2‐5a, as well as the integrated system interoperability assessment plot from CASM for the Northeast Region in Figure 2‐5b.

Figure 2‐5a. CASM plots of communication systems (from public SCIP2).

2 http://www.mass.gov/Eeops/docs/eops/ma_scip_public.pdf.

Western Region Fire Districts

MEMA VHF network Radio caches for Interoperability through the Commonwealth


Not only did this project provide detailed knowledge and experience with the Western Regions communication systems, but it also collected information about all multi‐agency voice, data and video information‐sharing systems. The strategic plan also addressed detailed governance and training/exercise initiatvies. The SAIC‐SIEC recommendation that the Governor should authorize the SIEC in an Executive Action was realized.

EXECUTIVE ORDER NO. 493 Establishing the State Interoperability Executive Committee WHEREAS, the safety and well‐being of the people of the Corr~nionwealthd epend on our ability to provide effective and efficient homeland security and public safety; … WHEREAS, the Regional Homeland security Advisory Councils, whose membership includes representation of the key public safety disciplines within each homeland security region, are responsible for developing and guiding the implementation of regional homeland security plans that are driven by regional needs and vulnerabilities; and … NOW, THEREFORE, I, Deval L. Patrick, Governor of the Commonweal.th of Massachusetts, by virtue of the authority vested in me by the Constitution, Part 2, c. 2, § I, Art. I, do hereby order as follows: Section 3. In order to more effectively and efficiently manage and direct statewide interoperability efforts, there is hereby formally established within the EOPSS an advisory corr~mitteec alled the State lnteroperability Executive Committee ("SIEC").3

In addition, the Governors press release mentioned SAIC in his announcement that the SCIP had been completed.

BOSTON ‐ Gov. Deval Patrick and Secretary of Public Safety and Security Kevin Burke have announced the creation of a new Statewide Communications Interoperability Plan designed to address critical communications needs of first responders. The plan is Massachusetts' first comprehensive statewide strategy and enables state and local emergency response agencies and other key stakeholders to effectively exchange communications and data, particularly during emergencies. … The state developed its plan with assistance from Science Applications International Corp., a technical services company with extensive experience in the field of public safety interoperability that has nine offices in Massachusetts. Over the course of six months, the Commonwealth convened 22 focus groups with more than 200 participants from state and local agencies in order to identify capabilities, gaps, priorities and goals for improved interoperability. …4

3 His Excellency Deval L. Patrick, Executive Order No. 493, Establishing the State Interoperability Executive Committee, state house, Boston, November 27, 2007. 4 http://www.iberkshires.com/story/25392/Statewide‐Communications‐Plan‐Initiated.html.


Figure 2‐5b. 2007 CASM Interoperability Analysis Plot for WRHSAC Region (from pubic SCIP).

The 22 focus groups mentioned in the in press release included all five Commonwealth Regional Interoperability Committees, Local Police Departments, Local Public Works agencies, Local Fire Departments, Local Emergency Medical Services, State transportation agencies, Local Hospitals and Boards of Health, Local Emergency Management Agencies, Bordering state representatives, Volunteer Organizations Active in Disaster, Tribal representatives, Border State public safety representatives, Utility companies, Federal agencies, Private sector organizations (e.g., telecommunications companies), and State Fiduciary and Regional Planning Authorities. The analysis of the focus group results led to the SCIP project initiatives shown in Figure 2‐6. Figure 2‐7 shows Blair Sutherland’s DCU viewgraph showing the SCIP initiatives as of May 2012, showing that our work is still employed by the Commonwealth almost five years later. The SCIP was scored 97 points out of 100 by a DHS peer group, leading to Massachusetts being awarded the full $21+ M apportioned to it for a Public Safety interoperable Communications (PSIC) grant.


Figure 2‐6. The 2007 SCIP defined six major strategic planning initiatives and 13 projects.

Figure 2‐7. The May 2012 SIEC‐reported PSIC accomplished goals. The deliverables for this project were reviewed and finalized as listed below. The odd‐numbered versions, e.g., *.1, were the DRAFT of each report, and the even numbered versions (e.g., *.2) were designated the FINAL versions:

• Deliverable 1.2 Vision, Mission, Goals, Objectives, and Measures Report • Deliverable 2.2 Draft Data Survey Instrument • Deliverable 2.4 Communications Interoperability Assessment Report • Deliverable 3.2 Interoperability Web Site Design and Content • Deliverable 3.4 Hardware Design Plan for the Interoperability Web Site • Deliverable 4.2 Planning Document for the Strategic Planning Collaborative Session and

Draft Planning Document for HLS Region Focus Groups • Deliverable 4.4 Massachusetts State Communications Interoperability Strategic Plan • Deliverable 5.2 Action Plans (integrated with SCIP document)

2.d.11 Northeast Region Interoperability Planning Studies

SAIC performed several interoperability planning projects for NERAC through MAPC. The following reports were produced:

• SAIC, Northeast Region UHF Capabilities, June 2005. In this study, SAIC assessed:

o UHF (and VHF) capabilities of the Individual emergency first responders in the disciplines of Law Enforcement, Fire Service, Emergency Management, Emergency Medical Services, Public Works, Hospitals, and Local Boards of Health in each of the 85 region communities, including the licensed spectrum

o Existing radio interoperability systems in the Northeast Region, namely the Boston Area Police Emergency Radio Network (BAPERN), the North Eastern Massachusetts Law Enforcement Council (NEMLEC), and the Central Medical Emergency Direction (CMED) radio relay systems.

PSIC Accomplished GoalsInvestment 1: Governance & Funding

Develop SIEC charterDevelop project scoring process by SIEC

Investment 2: Info. Enterprise ImplementationPMO: Running backbone project

Investment 3: Command ConsolidationMetroFire-Metrocom 26 project

Investment 4: Statewide Interop. BackboneMETFON project

Investment 5: Channel Definition & Command BAPERN ExpansionMIFOG

PSIC Accomplished GoalsInvestment 6: 700/800 MHz Network

Enhance Troop B Prime site (western MA)Increase Troop C capacity (central MA)Metro-Boston CoreWMLEC-FCECS expansion Worcester County

Investment 7: Continuity of Government CommsTACSTACK -28 sites combo. UHF/VHF/800

(combines with Invest 8 and 9 under P and P committee)

PSIC Accomplished GoalsInvestment 10: Strategic Technology Reserve(STR) - Emergency Restoration Vehicle- Central: portable tower/generator- Northeast: Eval POF; procure & deploy STR- Southeast: Multi-band caches STR/ CP radio - Western: Multi-band caches STR- UASI: Multi-band caches STR

Massachusetts Interoperable Communications Conference on May 3rd at the DCU Center in Worcester


• SAIC, Northeast Region Interoperability Recommendations Final Report, October 2005 – using the UHF Capabilities Report, SAIC:

o Estimated the equipment and associated costs needed to enable all Northeast Region municipal Law Enforcement, Fire Departments, Emergency Medical Services, Public Works, Emergency Management, and Hospitals to employ an extended (to non‐police disciplines) and expanded (coverage, added BAPERN RF sites)

o Providing specific equipment recommendations, as well as making some recommendations regarding prioritizing which communities and disciplines should be provided with needed equipment upgrades

• SAIC, Recommended Memorandum of Understanding and Standard Operating Procedures Final Report – given extension of BAPERN to other than police disciplines Northeast Region Interoperability Recommendations Final Report, SAIC:

o Assessed the status of MOUs and SOPs in 20 NERAC member agencies from police, fire, EMS, Public Health, consolidated PSAPs and border state fire agency as well as the BAPERN Legal Council.

o Collected and assessed existing interoperability and communications policies and procedures, SOPs, and MOUs both inside and outside Massachusetts

o Developed a Master BAPERN MOU template including day‐to‐day interoperability, individual emergency, task force and special event interoperability, district‐wide mutual aid event interoperability, and BAPERN‐wide event interoperability

o Master BAPERN SOP template developed from baseline SOPs used by existing Law Enforcement, Fire Service, Emergency Medical Service, Health Services and other disciplines across the Northeast Region

• Regional Public Safety Dispatch in the Northeast Homeland Security Planning Region: Findings, Recommendations, and Implementation Plan, December 2005 – in this feasibility study and implementation plan, SAIC:

o Provided a detailed feasibility study for the implementation of a regional consolidated (multidiscipline) PSAP and dispatch services in the Northeast Region

o Recommended a specific three‐stage implementation process be employed to develop one or more regional consolidated PSAP/dispatch centers in the Northeast Region.

The regional dispatch feasibility study and implementation plan defined success planning factors found nationwide to represent best‐practice planning considerations for public safety and emergency response systems. They were also described in the 2009 holistic interoperability book5 by our proposed technical Manager, Bob Desourdis.

• Governance — includes all aspects of county or REOC governance structure required by MEMA to ensure this facility has the authority to operate as a MEMA‐recognized emergency management organization.

• Resources — include all aspects of resource planning, including funds for acquisition and sustainment (operation and maintenance), people, and infrastructure.

5 Desourdis, R. I., P. Rosamilia, C. Jacobson, J. Sinclair, and J. McClure, “Interoperability defined,” Chapter 1 of Achieving Interoperability in Critical IT and Communication Systems, Artech House, July 2009.


• Approach — use of best practices (including the FEMA EOC Assessment Checklist6, see Appendix C) needed to design a proper EOC are available, including organizational development and effectiveness, business case analysis, enterprise architecture, cost/benefit analysis, systems engineering, program and project management, funding acquisition strategy, and standards development.

• Architecture (operational and technology/system)— the critically important integration between people and technology as covered in the FEMA EOC Checklist, including:

o All operational aspects (e.g., expertise, experience, standard operating procedures/guidelines and timelines, integrated training and exercises, etc.), and related operational standards (e.g., NIMS/ICS, HSEEP, etc.)

o All physical facilities, including physical structures/interior design and hardware/software systems, physical infrastructure (location, security, facilities, networks, etc.), IT/communications equipment and infrastructure and related technical standards.

• Performance—the detailed quantitative performance requirements for an EOC or alternate EOC, such as activation speed, staff training, reliability, sustainability, and resiliency.

• Acceptance—all aspects of getting stakeholder “buy in” from all levels of government leadership and the community, as well as the responders and receivers (e.g., hospitals, evacuation centers), their planning personnel and leadership, the “press,” and the public—all to establish shared trust in the county or REOC concept.

2.e Financial Stability

SAIC is a FORTUNE 500® company with 43 years experience, with approximately 41,000 employees located in over 416 offices worldwide, generating $10.6 billion revenue in FY2012. SAIC has the necessary corporate and financial stability to provide uninterrupted support to our customers. As a large, publically‐held government contractor, SAIC is subject to stringent DCAA and DCMA rules and audits, SEC regulations, and other additional controls and regulations. All the company’s financial statements, revenue disclosures, legal proceedings, and risk factors are in the public record through required numerous SEC filings.

SAIC had $1.592 billion in cash and cash equivalents at January 31, 2012. We anticipate our principal sources of liquidity for the next 12 months and beyond will be our existing cash and cash equivalents and cash flows from operations. We may also borrow under our $750 million revolving credit facility. Our revolving credit facility is backed by a number of financial institutions, matures in fiscal 2017 and, by its terms, can be accessed on a same‐day basis. We anticipate that our operating cash flows, existing cash and cash equivalents, which have no restrictions on withdrawal, and borrowing capacity under our revolving credit facility will be sufficient to meet our anticipated cash requirements for at least the next 12 months.

6 See http://www.henrycoema.org/forms/FEMA%20EOC%20Assessment%20Checklist.pdf for the FEMA EOC checklist modified by Henry County, Indiana, to include scoring.

A‐1 | P a g e SAIC Response to WRHSAC11‐REOC Study Non‐Price Proposal

A. Appendix A: Project Deliverable List

Table A-1 Project Deliverables

Types RPT Report MM: Memorandum Act: Activity

Due #: Day/month/year MO: Monthly US Unspecified

Acceptance OD: On delivery D&F Draft review and final delivery

ID Title Delivery

Type Due* Acceptance

D‐1.1 Project Kick‐Off Meeting Act 9/17/12 OD D‐1.2 DRAFT Task I Report (Current Assessment and Feasibility Report) RPT 10/21/12 OD

D‐1.3 FINAL Task I Report (with Working Group feedback) RPT 10/31/12 D&F

D‐2.1 DRAFT Task II Report (by County REOC Recommendation and Justification) RPT 2/18/13 OD

D‐2.2 FINAL Task II Report (with Working Group feedback) RPT 2/28/13 D&F D‐3.1 DRAFT Task III Governance Guidance Report RPT 5/5/13 OD

D‐3.2 FINAL Task III Governance Guidance Report (with Working Group feedback) RPT 5/15/13 D&F

D‐4.1 DRAFT Task IV Fiscal Responsibility/Sustainability Report RPT 5/5/13 OD

D‐4.2 FINAL Task IV Fiscal Responsibility/Sustainability Report (with Working Group feedback) RPT 5/15/13 D&F

D‐5.1 DRAFT Task V Protocols/Guidance Report RPT 7/5/13 OD

D‐5.2 FINAL Task V Protocols/Guidance Report (with Working Group feedback) RPT 7/15/13 D&F

D‐6 Task VI Monthly Project Reports RPT MO OD

D‐7.1 DRAFT Task VII Implementation Plan & Executive Summary Report RPT 9/20/13 OD

D‐7.2 FINAL Task VII Implementation Plan & Executive Summary Report (with Working Group feedback) RPT 9/30/13 D&F

D‐7.3 Presentation of Implementation Plan & Executive Summary Report to WRHSAC RPT 9/30/13 OD

*Dates drawn from Figure 2‐2 Gantt Chart are placeholders until PM and Subcommittees fixes final

dates.

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B. Appendix B: Project Management

The SAIC Project Management Professional Credential Training Program is designed for qualified SAIC project managers to prepare them for the Project Management Institute (PMI) Project Management Professional Credential Examination (www.pmi.org). The PMP Certification Curriculum incorporates all the components of A Guide to Project Management Body of Knowledge, (PMBOK® Guide) ‐ Fourth Edition, Project Management Institute, Inc. 2008 into five one‐day sessions for those project managers who want professional recognition for their knowledge, experience, and advanced skill set. This course is carefully designed to work together and integrate all the educational content needed to meet certification requirements and pass the exam. Other project team members or functional staff should typically consider the PMI Certified Associate in Project Management (CAPM®) credential. (PMP is a registered mark of the Project Management Institute, Inc.).

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Figure B‐1. Categorizer.

Figure B‐2. Multi‐Criteria Voting.

C. Appendix C: ThinkTank: A Webenabled Tool for Collaboration

SAIC will use the Web‐based ThinktankTM application from GroupSystems. ThinktankTM provides many key capabilities for establishing and executing any meeting, but particularly collaborative sessions, whether common‐purposed planners or diverse groups of stakeholders. The most import ThinkTank features are:

• Categorizer (see Figure B‐1) ‐ Assists meeting participants in three common group activities: generating lists of ideas, brainstorming comments that elaborate on/or support the ideas, and organizing the ideas into categories.

• Multi‐Criteria Voting (see Figure B‐2) ‐ Enables meeting participants to rate a list of alternatives against as many criteria as desired, then immediately view the degree of group consensus on an item – including anonymously.

• Meeting Reports (see Figure B‐3) ‐ Charting and visual graphing plus organization of information to enhance group reports (charts, graphs and reports are instantly available), including all inputs from every participant.

This approach is valuable because it assists meeting participants in three common group activities: generating lists of ideas, brainstorming comments that elaborate on/or support the ideas, and organizing the ideas into categories. The “voting” capability is particularly important to build


consensus while avoiding the many drawbacks of live collaborative sessions, and it produces automatically documented results – speeding the development of plan consensus.

Figure B‐3. Reports. ThinkTank web access permits Subcommittee members or selected stakeholders/meeting

attendees to attend the planning meeting from many different venues as shown in Figure B‐4.

Figure B‐4. Typical ThinkTank meeting configuration.

Your ThinkTank screen

ThinkTank Server

Session detailsSpecific participant inputs and comments on other’s inputs



Internet-configured training room

Audio

Internet

Audio

Internet

Audio

Audio


ThinkTank will also support our remote efficient interaction with the Subcommittee or critical stakeholders, particularly in the monthly interoperability Subcommittee meetings we will attend. If weather or other events prevent one or more participants from attending a monthly Subcommittee meeting, the SAIC Team can connect the missing member via teleconference and ThinkTank (Web) for complete participation during the meeting. The Thinktank session can be kept open so Committee members can enter their inputs into ThinkTank after the physical meeting has ended in case a scheduling conflict prevents their attendance.

This approach avoids the problems experienced in oral‐only meetings. It captures all participants’ input in a non‐obtrusive manner, while the facilitated discussion that does occur sharpens group awareness and understanding. Each participant can be providing input simultaneously without interrupting the session, even comment on other’s inputs – thus providing a much greater contribution from each participant than in a normal oral‐only meeting and the session does not require participants be physically collocated – they just need a PC/laptop, access to the Internet and a phone.

In this way, project needs and system requirements much more quickly, with results more rigorously analyzed, and more completely developed and documented then an audio‐only approach. ThinkTank is particularly useful when developing vision and mission, goals and objectives, initiatives and projects, and, most importantly, operational and system needs and expectations. Since ThinkTank is Web‐enabled, the meeting session can be “left open” so would‐be participants that could not attend the particular time slot can review and add their comments after the physical session has ended. Once the session is closed, an MS Word document (Figure B‐3 above) – capturing all the participant’s entries and votes organized hierarchically as presented, can be provided to all participants as their email address is often provided on login.

For collaborative planning sessions with diverse stakeholders often not in agreement, ThinkTank automates the collaboration process into a five‐step process to providing facilitation services tailored to the needs and audience of the event, namely Plan, Conduct, Analyze, Report, and Learn. Highlights of our approach are described below:

Plan o Overall meeting planning o Defining / refining agenda o Logistical meeting / conference support

Conduct o Leading large and small group briefings and discussions o Resolving disputes, disagreements, and divergent views o Applying problem solving techniques o Focusing decision‐making o Recording discussion content

Analyze and Report o Analyze o Debrief o Prepare draft and final reports for dissemination

Learn


o Learn before doing the session: Peer Assist o Learn while doing: After Action Review o Learn after doing: Retrospect

The ThinkTank process provides several distinct advantages, including: • Encourages groups to stay “on task” and to quickly lie out a potential framework for

implementation, reducing the chance a meeting will stray from its planned purpose • “Levels the field” to allow for full involvement of all participants – increasing the “buy in”

to group‐decided approaches and minimizing the impact of one person who would otherwise dominate an oral‐only meeting

• Expresses all thoughts and comments in the language of the participants • Produces an immediate comprehensive product for all of the participants to take with

them • Most importantly, increases group cohesiveness and commitment to direction – a critical

requirement to change the stand‐alone culture of individual agencies and begin the development of trust, which is at the heart of interoperability.

The SAIC Team has effectively used the ThinkTank for many successful engagements in which the participants represented diverse individual interests, but were led to rapid agreement through use of the tool (ThinkTankTM). Strategic planning engagement clients include federal, state, and commercial organizations such as the: Commonwealth of Massachusetts, All Hazards Consortium (NC, VA, WV, MD, PA, DE, NJ, NY, and DC), Illinois Department of Transportation, Air Force, Navy, Army, State Department, Federal Highway Administration, Western Corporate Federal Credit Union. For all clients listed above, we have assisted in creation of their vision, mission, goals, objectives, and performance measures.

Successful strategic planning combines tailored proven methodologies and industry best practices to specific organizations. The use of ThinkTank results in building strategies, envisioning change, and most of all, motivating employees to contribute to the organization’s future. The SAIC Team’s approach will increase the chances of meeting unique mission requirements while fostering positive action well beyond current mandates to achieve the vision of the future. A successful strategic planning process:

• Clarifies organizational purpose • Creates a shared vision • Establishes strategic goals consistent with mission • Develops a sense of ownership for evolving plans • Clarifies roles and responsibilities • Focuses resources on established priorities • Provides clear focus • Establishes a baseline to measure progress against toward goals • Increases productivity of all participants • Enhances Committee and project team relationships.

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D. Appendix D: FEMA EOC Assessment Checklist

E‐1 | P a g e SAIC Response to WRHSAC11‐REOC Study Non‐Price Proposal

E. Appendix E: List of Acronyms

List of Acronyms

A&E Architecture and Engineering A/V Audio/Visual AEAS Automated Exercise Assessment System AHC All Hazards Consortium AVL Automatic Vehicle Location BAPERN Boston Area Police Emergency Radio Network C4I Command, Control, Communications, Computers, Intelligence CAD Computer Aided Dispatch CASM Communications Asset and Survey Mapping CBRNE Chemical, biological, radiological, nuclear, and explosive CBT Computer Based Training CCTV Closed-Circuit Television CDC Centers For Disease Control & Prevention CDP Center for Domestic Preparedness CEM Certified Emergency Manager® CI Cromack Industries, Inc. CMED Central Medical Emergency Direction CMMI Capability Maturity Model Integration CONOPS Concept of Operations COTS Commercial Off-the-Shelf CRA Community Research Associates DCR Department of Conservation and Recreation DHS Department of Homeland Security DRP District Response Plan DTRA Defense Threat Reduction Agency EEOC Extensible Emergency Operations Center EKU Eastern Kentucky University EMAP Emergency Management Accreditation Program EMD Emergency Management Director EMS Emergency Medical Service EOC Emergency Operations Center EOPS Executive Office of Public Safety EOPSS Executive Office of Public Safety and Security ESF Emergency Support Function FAA Federal Aviation Administration FAMTRAC Fire & Ambulance Mobilization Tracking System FCC Federal Communications Commission FCECS Franklin County Emergency Communication System


FEMA Federal Emergency Management Agency FEMA Federal Emergency Management Agency FRCOG Franklin Regional Council of Governments G&T Office of Grants and Training HF High Frequency HS Homeland Security HSEEP Homeland Security Exercise and Evaluation Program HSEEP Homeland Security Exercise and Evaluation Protocols HSEMA Homeland Security and Emergency Management Agency IA Information Assurance ICS Incident Command System ICT2 Incident Commander ICTAP Interoperable Communications Technology Assistance Program ICTAP Interoperable Communications Technology Assistance Program IEEE Institute of Electrical and Electronics Engineers IPG Interoperability Gateway ISO International Standards Organization IT Information Technology JFO Joint Field Office JRTC Joint Readiness Training Center KO Kick off LCC Life Cycle Cost LEPC Local Emergency Planning Committees LMR Land Mobile Radio LOS Line of sight LTRO Long-Term Recovery Centers MACC Multi-Agency Coordination Center MAPC Metropolitan Area Planning Council MBTA Massachusetts Bay Transportation Authority MDRC Mobile Disaster Recovery Centers MEMA Massachusetts Emergency Management Agency MIFOG Massachusetts Interoperability Field Operations Guide MOU Memorandum of Understanding MSP Massachusetts State Police MWCOG Metropolitan Washington Council of Government MWEOC Mount Weather Emergency Operations Center NDRSMP National Distress and Response Modernization Program NEMLEC North Eastern Massachusetts Law Enforcement Council NERAC Northeast Homeland Security Regional Advisory Council NETC National Emergency Training Center NFPA National Fire Protection Association NGB Basis of Estimate NIC NIMS Integration Center NIMS National Incident Management System NPSC National Processing Service Centers


NPSPAC National Public Safety Planning Advisory Committee NSSE National Special Security Event NTC National Training Center O&M Operations and Maintenance OCCS Observer Controller Communication System OEC Office of Emergency Communications OIC Office for Interoperability and Compatibility OSC1 Operations Section Chief OSLDPS Office for State and Local Domestic Preparedness Support OV Operational View PC Personal Computer PDA Personal Digital Assistant PEO Program Executive Office PM Project/Program Manager PMI Project Management Institute PMP Project Management Professional or Project Management Plan PMT Project Management Team PS Public Safety PSAP Public Safety Answering Point PSC1 Plans Section Chief PSIC Public Safety Interoperable Communications PSWN Public Safety Wireless Network REOC Regional EOC REPC Regional Emergency Planning Committees RF Radio Frequency RFP Request for Proposal RSB Radio Services Bureau SAIC Science Applications International Corporation SC Support Center SCADA Supervisory Control and Data Acquisition SCIP Statewide Communications Interoperability Plan SDR Software Defined Radio SE&I Systems Engineering and Integration SEMP Systems Engineering Management Plan SEOC State Emergency Operations Center SETA Systems Engineering Technical Assistant SIEC State Interoperability Executive Committee SME Subject Matter Expert SOP Standard Operating Procedure SoR Statement of Requirements SOW Statement of Work SQL Simple Query Language SWOT Strengths-Weaknesses-Opportunities-Threats TICP Tactical Interoperable Communications Plan TM Technical Manager


UASI Urban Area Security Initiative UHF Ultra-High Frequency UOPSC Utah Olympic Public Safety Command USCG United States Coast Guard UTAC UHF Tactical VHF Very High Frequency VPS Violence Protection Specialist VTAC VHF Tactical WBS Work Breakdown Structure WMD Weapons of Mass Destruction WMLEC Western Massachusetts Law Enforcement Council WRHSAC Western Region Homeland Security Advisory Council

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