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SERIAL#: PH RFP 210183 CONTRACT PURSUANT TO PH RFP 210183 This Contract is entered into this 10th day of March, 2021 by and between Maricopa County (“County”), a political subdivision of the State of Arizona, and AZ Board of Regents, on behalf of the Arizona State University, a political subdivision of the State of Arizona, (“Contractor”) for the purchase of Services Related to Using Social Determinants of Health to Reduce Tobacco Use in Maricopa County. 1.0 CONTRACT TERM: 1.1 This Contract is for a term of just over fifteen (15) months, beginning on the 24th day of March 2021 and ending the 30th day of June 2022. 1.2 The County may, at its option and with the agreement of the Contractor, renew the term of this Contract for additional terms up to a maximum of four (4) additional years, (or at the County’s sole discretion, extend the contract on a month-to-month bases for a maximum of six (6) months after expiration). The County shall notify the Contractor in writing of its intent to extend the Contract term at least sixty (60) calendar days prior to the expiration of the original contract term, or any additional term thereafter. 1.3 CONTRACT COMPLETION: The Contractor shall make all reasonable efforts for an orderly transition of its duties and responsibilities to another provider and/or to the County. This may include, but is not limited to, the preparation of a transition plan and cooperation with the County or other providers in the transition. The transition includes the transfer of all records, and other data in the possession, custody or control of Contractor required to be provided to the County either by the terms of this agreement or as a matter of law. The provisions of this clause shall survive the expiration or termination of this agreement. 2.0 PRICE ADJUSTMENTS: Any requests for reasonable price adjustments must be submitted sixty (60) calendar days prior to the Contract expiration date. Requests for adjustment in cost of labor and/or materials must be supported by appropriate documentation. The reasonableness of the request will be determined by comparing the request with the Consumer Price Index or by performing a market survey. If County agrees to the adjusted price terms, County shall issue written approval of the change and provide an updated version of the Contract. The new change shall not be in effect until the date stipulated on the Contract. 3.0 PAYMENTS: 3.1 As consideration for performance of the duties described herein, County shall pay Contractor the sum(s) stated in Exhibit “A.” 3.2 Payment shall be made upon the County’s receipt of a properly completed invoice. 3.3 INVOICES: Page 1 of 39 SERIAL#: PH RFP 210183 3.3.1 The Contractor shall submit one (1) legible copy of their detailed invoice before payment(s) will be made. Incomplete invoices will not be processed. At a minimum, the invoice must provide the following information: • Company name, address and contact • County bill-to name and contact information • Contract Serial Number • County purchase order number • Project name and/or number • Invoice number and date • Payment terms • Date of service or delivery • Quantity (number of days or weeks) • Contract Item number(s) • Description of Purchase (product or services) • Pricing per unit of purchase • Total Amount Due 3.3.2 Problems regarding billing or invoicing shall be directed to the Department as listed on the Purchase Order. 3.3.3 Payment shall only be made to the Contractor by Accounts Payable through the Maricopa County Vendor Express Payment Program. This is an Electronic Funds Transfer (EFT) process. After Contract Award the Contractor shall complete the Vendor Registration Form located on the County Department of Finance Vendor Registration Web Site (http://www.maricopa.gov/922/Vendors). 3.3.4 Discounts offered in the contract shall be calculated based on the date a properly completed invoice is received by the County. 3.3.5 EFT payments to the routing and account numbers designated by the Contractor will include the details on the specific invoices that the payment covers. The Contractor is required to discuss remittance delivery capabilities with their designated financial institution for access to those details. 3.4 APPLICABLE TAXES: 3.4.1 Payment of Taxes: The Contractor shall pay all applicable taxes. With respect to any installation labor on items that are not attached to real property performed by Contractor under the terms of this Contract, the installation labor cost and the gross receipts for materials provided shall be listed separately on the Contractor’s invoices. 3.4.2 State and Local Transaction Privilege Taxes: To the extent any State and local transaction privilege taxes apply to sales made under the terms of this Contract it is the responsibility of the seller to collect and remit all applicable taxes to the proper taxing jurisdiction of authority. 3.4.3 Tax Indemnification: Contractor and all subcontractors shall pay all Federal, State, and local taxes applicable to its operation and any persons employed by the Contractor. Contractor shall, and require all subcontractors to hold Maricopa County harmless from any responsibility for taxes, damages and interest, if applicable, contributions required under Federal, and/or State and local laws and regulations, and any other costs including; transaction privilege taxes, unemployment compensation insurance, Social Security, and Worker’s Compensation. 3.5 TAX (SERVICES): Page 2 of 39 SERIAL#: PH RFP 210183 No tax shall be invoiced or paid against Contractor’s labor. It is the responsibility of the Contractor to determine any and all applicable taxes. 3.6 STRATEGIC ALLIANCE for VOLUME EXPENDITURES ($AVE): The County is a member of the $AVE cooperative purchasing group. $AVE includes the State of Arizona, many Phoenix metropolitan area municipalities, and many K-12 unified school districts. Under the $AVE Cooperative Purchasing Agreement, and with the concurrence of the successful Respondent under this solicitation, a member of $AVE may access a contract resulting from a solicitation issued by the County. 3.7 INTERGOVERNMENTAL COOPERATIVE PURCHASING AGREEMENTS (ICPA’s): County currently holds ICPA’s with numerous governmental entities. These agreements allow those entities, with the approval of the Contractor, to purchase their requirements under the terms and conditions of the County Contract. It is the responsibility of the non-County government entity to perform its own due diligence on the acceptability of the Contract under its procurement rules, processes and procedures. 4.0 AVAILABILITY OF FUNDS: 4.1 The provisions of this Contract relating to payment for services shall become effective when funds assigned for the purpose of compensating the Contractor as herein provided are actually available to County for disbursement. The County shall be the sole judge and authority in determining the availability of funds under this Contract. County shall keep the Contractor fully informed as to the availability of funds. 4.2 If any action is taken by, any State agency, Federal department, or any other agency or instrumentality to suspend, decrease, or terminate its fiscal obligations under, or in connection with, this Contract, County may amend, suspend, decrease, or terminate its obligations under, or in connection with, this Contract. In the event of termination, County shall be liable for payment only for services rendered prior to the effective date of the termination, provided that such services are performed in accordance with the provisions of this Contract. County shall give written notice of the effective date of any suspension, amendment, or termination under this Section, at least ten (10) days in advance. 5.0 DUTIES: 5.1 The Contractor shall perform all duties stated in Exhibit “B”, or as otherwise directed in writing by the Procurement Officer. 6.0 TERMS AND CONDITIONS: 6.1 INDEMNIFICATION: To the fullest extent permitted by law, and to the extent that claims, damages, losses or expenses are not covered and paid by insurance purchased by the Contractor, the Contractor shall defend indemnify and hold harmless the County (as Owner), its agents, representatives, agents, officers, directors, officials, and employees from and against all claims, damages, losses, and expenses (including, but not limited to attorneys' fees, court costs, expert witness fees, and the costs and attorneys' fees for appellate proceedings) arising out of, or alleged to have resulted from the negligent acts, errors, omissions, or mistakes relating to the performance of this Contract. Contractor's duty to defend, indemnify, and hold harmless the County, its agents, representatives, agents, officers, directors, officials, and employees shall arise in connection with any claim, damage, loss, or expense that is attributable to bodily injury, sickness, disease, death or injury to, impairment of, or destruction of tangible property, including loss of use resulting there from, caused by negligent acts, errors, omissions, or mistakes in the performance of this Contract, but only to the extent caused by the negligent acts or omissions of the Contractor, a subcontractor, any one directly or indirectly Page 3 of 39 SERIAL#: PH RFP 210183 employed by them, or anyone for whose acts they may be liable, regardless of whether or not such claim, damage, loss, or expense is caused in part by a party indemnified hereunder. The amount and type of insurance coverage requirements set forth herein will in no way be construed as limiting the scope of the indemnity in this paragraph. The scope of this indemnification does not extend to the sole negligence of County. 6.2 INSURANCE: As an instrumentality of the State of Arizona, ASU is self-insured under the State of Arizona, Department of Administration Risk Management Department as provided under Arizona Revised Statutes Sections 41-621 et seq. That self-insurance program provides ASU with adequate insurance coverage as necessary and reasonable to insure itself and its personnel in connection with the performance of this Agreement. 6.3 FORCE MAJEURE: 6.3.1 Neither party shall be liable for failure of performance, nor incur any liability to the other party on account of any loss or damage resulting from any delay or failure to perform all or any part of this Contract if such delay or failure is caused by events, occurrences, or causes beyond the reasonable control and without negligence of the parties. Such events, occurrences, or causes will include Acts of God/Nature (including fire, flood, earthquake, storm, hurricane or other natural disaster), war, invasion, act of foreign enemies, hostilities (whether war is declared or not), civil war, riots, rebellion, revolution, insurrection, military or usurped power or confiscation, terrorist activities, nationalization, government sanction, lockout, blockage, embargo, labor dispute, strike, interruption or failure of electricity or telecommunication service. 6.3.2 Each party, as applicable, shall give the other party notice of its inability to perform and particulars in reasonable detail of the cause of the inability. Each party must use best efforts to remedy the situation and remove, as soon as practicable, the cause of its inability to perform or comply. 6.3.3 The party asserting Force Majeure as a cause for non-performance shall have the burden of proving that reasonable steps were taken to minimize delay or damages caused by foreseeable events, that all non-excused obligations were substantially fulfilled, and that the other party was timely notified of the likelihood or actual occurrence which would justify such an assertion, so that other prudent precautions could be contemplated. 6.4 REPRESENTATION OF SERVICES: 6.4.1 The Contractor represents that all services provided hereunder will conform to the requirements of the Contract, including all descriptions, specifications and attachments made a part of this Contract. County’s acceptance of services or goods provided by the Contractor shall not relieve the Contractor from its obligations under this representation. 6.4.2 In addition to its other remedies, County may, at the Contractor's expense, require prompt correction of any services failing to meet the Contractor's representation herein. Services corrected by the Contractor shall be subject to all the provisions of this Contract in the manner and to the same extent as services originally furnished hereunder. 6.5 INSPECTION OF SERVICES: 6.5.1 County has the right to inspect and test all services called for by the Contract, to the extent practicable at all times and places during the term of the Contract. County shall perform inspections and tests in a manner that will not unduly delay the work. Page 4 of 39 SERIAL#: PH RFP 210183 6.5.2 If any of the services do not conform to Contract requirements, County may require the Contractor to perform the services again in conformity with Contract requirements, at no cost to the County. When the defects in services cannot be corrected by re-performance, County may: 6.8.3.1 Require the Contractor to take necessary action to ensure that future performance conforms to Contract requirements; and 6.8.3.2 Reduce the Contract price to reflect the reduced value of the services performed. 6.5.3 If the Contractor fails to promptly perform the services again or to take the necessary action to ensure future performance in conformity with Contract requirements, County may: 6.8.4.1 By Contract or otherwise, perform the services and 6.8.4.2 Terminate the Contract for default. 6.6 PURCHASE ORDERS: County reserves the right to cancel Purchase Orders within a reasonable period of time after issuance. Should a Purchase Order be canceled, the County agrees to reimburse the Contractor for actual and documentable costs incurred by the Contractor in response to the Purchase Order. The County will not reimburse the Contractor for any costs incurred after receipt of County notice of cancellation, or for lost profits, shipment of product prior to issuance of Purchase Order, etc. 6.7 SUSPENSION OF WORK: The Procurement Officer may order the Contractor, in writing, to suspend, delay, or interrupt all or any part of the work of this contract for the period of time that the Procurement Officer determines appropriate for the convenience of the County. No adjustment shall be made under this clause for any suspension, delay, or interruption to the extent that performance would have been so suspended, delayed, or interrupted by any other cause, including the fault or negligence of the Contractor. No request for adjustment under this clause shall be granted unless the claim, in an amount stated, is asserted in writing as soon as practicable after the termination of the suspension, delay, or interruption, but not later than the date of final payment under the Contract. 6.8 STOP WORK ORDER: The Procurement Officer may, at any time, by written order to the Contractor, require the Contractor to stop all, or any part, of the work called for by this contract for a period of ninety (90) calendar days after the order is delivered to the Contractor, and for any further period to which the parties may agree. The order shall be specifically identified as a stop work order issued under this clause. Upon receipt of the order, the Contractor shall immediately comply with its terms and take all reasonable steps to minimize the incurrence of costs allocable to the work covered by the order during the period of work stoppage. Within a period of 90 calendar days after a stop-work is delivered to the Contractor, or within any extension of that period to which the parties shall have agreed, the Procurement Officer shall either: 6.8.1 Cancel the stop work order; or 6.8.2 Terminate the work covered by the order as provided in the Default, or the Termination for Convenience clause of this Contract. 6.8.3 The Procurement Officer may make an equitable adjustment in the delivery schedule and/or Contract price, or otherwise, and the Contract shall be modified, in writing, accordingly, if the Contractor demonstrates that the stop work order resulted in an increase in costs to the Contractor. 6.9 TERMINATION FOR CONVENIENCE: Page 5 of 39 SERIAL#: PH RFP 210183 Maricopa County may terminate the Contract for convenience by providing sixty (60) calendar days advance notice to the Contractor. 6.10 TERMINATION FOR DEFAULT: The County may, by written notice of default to the Contractor, terminate this Contract in whole or in part if the Contractor fails to: 6.10.1 Deliver the supplies or to perform the services within the time specified in this Contract or any extension; 6.10.2 Make progress, so as to endanger performance of this Contract; or 6.10.3 Perform any of the other provisions of this Contract. The County’s right to terminate this contract under these subparagraphs may be exercised if the Contractor does not cure such failure within ten (10) business days (or more if authorized in writing by the County) after receipt of the notice from the Procurement Officer specifying the failure. 6.11 STATUTORY RIGHT OF CANCELLATION FOR CONFLICT OF INTEREST: Notice is given that pursuant to A.R.S. § 38-511 the County may cancel any Contract without penalty or further obligation within three years after execution of the Contract, if any person significantly involved in initiating, negotiating, securing, drafting or creating the Contract on behalf of the County is at any time while the Contract or any extension of the Contract is in effect, an employee or agent of any other party to the Contract in any capacity or consultant to any other party of the Contract with respect to the subject matter of the Contract. Additionally, pursuant to A.R.S § 38-511 the County may recoup any fee or commission paid or due to any person significantly involved in initiating, negotiating, securing, drafting or creating the Contract on behalf of the County from any other party to the Contract arising as the result of the Contract. 6.12 CONTRACTOR LICENSE REQUIREMENT: 6.12.1 The Contractor shall procure all permits, insurance, licenses and pay the charges and fees necessary and incidental to the lawful conduct of his/her business, and as necessary complete any required certification requirements, required by any and all governmental or non-governmental entities as mandated to maintain compliance with and in good standing for all permits and/or licenses. The Contractor shall keep fully informed of existing and future trade or industry requirements, Federal, State and Local laws, ordinances, and regulations which in any manner affect the fulfillment of a Contract and shall comply with the same. Contractor shall immediately notify both Office of Procurement Services and the Department of any and all changes concerning permits, insurance or licenses. 6.13 SUBCONTRACTING: 6.13.1 The Contractor may not assign to another contractor or subcontract to another party for performance of the terms and conditions hereof without the written consent of the County. All correspondence authorizing subcontracting must reference the Contract Number and identify the job project. 6.13.2 The subcontractor’s rate for the job shall not exceed that of the Prime Contractor’s rate, as bid in the pricing section, unless the Prime Contractor is willing to absorb any higher rates or the County has approved the increase. The subcontractor’s invoice shall be invoiced directly to the Prime Contractor, who in turn shall pass-through the costs to the County, without mark-up. A copy of the subcontractor’s invoice must accompany the Prime Contractor’s invoice. 6.14 AMENDMENTS: Page 6 of 39 SERIAL#: PH RFP 210183 All amendments to this Contract shall be in writing and approved/signed by both parties. The designated Procurement Officer shall be responsible for approving all amendments for Maricopa County. 6.15 ADDITIONS/DELETIONS OF REQUIREMENTS: The County reserves the right to add and/or delete materials and services to a Contract. If a service requirement is deleted, payment to the Contractor will be reduced proportionately, to the amount of service reduced in accordance with the bid price. If additional materials or services are required from a Contract, prices for such additions will be negotiated between the Contractor and the County. 6.16 STRICT COMPLIANCE: Acceptance by County of a performance that is not in strict compliance with the terms of the Contract shall not be deemed to be a waiver of strict compliance with respect to all other terms of the Contract. 6.17 VALIDITY: The invalidity, in whole or in part, of any provision of this Contract shall not void or affect the validity of any other provision of the Contract. 6.18 SEVERABILITY: The removal, in whole or in part, of any provision of this Contract shall not void or affect the validity of any other provision of this Contract. 6.19 RIGHTS IN DATA: The County shall have the use of data and reports resulting from a Contract without additional cost or other restriction except as may be established by law or applicable regulation. Each Party shall supply to the other Party, upon request, any available information that is relevant to a Contract and to the performance thereunder. 6.20 NON-DISCRIMINATION: Contractor agrees to comply with all provisions and requirements of Arizona Executive Order 2009- 09 including flow down of all provisions and requirements to any subcontractors. Executive Order 2009-09 supersedes Executive order 99-4 and amends Executive order 75-5 and may be viewed and downloaded at the Arizona State Library Research website (http://azmemory.azlibrary.gov/cdm/singleitem/collection/execorders/id/680/rec/1) which is hereby incorporated into this contract as if set forth in full herein. During the performance of this Contract, Contractor shall not discriminate against any employee, client or any other individual in any way because of that person’s age, race, creed, color, religion, sex, disability or national origin. 6.21 CERTIFICATION REGARDING DEBARMENT AND SUSPENSION: 6.21.1 The undersigned (authorized official signing on behalf of the Contractor) certifies to the best of his or her knowledge and belief that the Contractor, it’s current officers and directors; 6.21.1.1 are not presently debarred, suspended, proposed for debarment, declared ineligible, or voluntarily excluded from being awarded any contract or grant by any United States Department or Agency or any state, or local jurisdiction; 6.21.1.2 have not within three (3) year period preceding this Contract; Page 7 of 39 SERIAL#: PH RFP 210183 6.21.1.2.1 been convicted of fraud or any criminal offense in connection with obtaining, attempting to obtain, or as the result of performing a government entity (Federal, State or local) transaction or contract; and 6.21.1.2.2 been convicted of violation of any Federal or State antitrust statues or conviction for embezzlement, theft, forgery, bribery, falsification or destruction of records, making false statements, or receiving stolen property regarding a government entity transaction or contract; 6.21.1.2.3 are not presently indicted or criminally charged by a government entity (Federal, State or local) with commission of any criminal offenses in connection with obtaining, attempting to obtain, or as the result of performing a government entity public (Federal, State or local) transaction or contract; and are not presently facing any civil charges from any governmental entity regarding obtaining, attempting to obtain, or from performing any governmental entity contract or other transaction; and have not within a three (3) year period preceding this Contract had any public transaction (Federal, State or local) terminated for cause or default. 6.21.1.3 If any of the above circumstances described in the paragraph are applicable to the entity submitting a bid for this requirement, include with your bid an explanation of the matter including any final resolution. 6.21.2 The Contractor shall include, without modification, this clause in all lower tier covered transactions (i.e. transactions with subcontractors) and in all solicitations for lower tier covered transactions related to this Contract. 6.22 VERIFICATION REGARDING COMPLIANCE WITH A.R.S. §41-4401 AND FEDERAL IMMIGRATION LAWS AND REGULATIONS: 6.22.1 By entering into the Contract, the Contractor warrants compliance with the Immigration and Nationality Act (INA using e-verify) and all other Federal immigration laws and regulations related to the immigration status of its employees and A.R.S. §23-214(A). The Contractor shall obtain statements from its subcontractors certifying compliance and shall furnish the statements to the Procurement Officer upon request. These warranties shall remain in effect through the term of the Contract. The Contractor and its subcontractors shall also maintain Employment Eligibility Verification forms (I-9) as required by the Immigration Reform and Control Act of 1986, as amended from time to time, for all employees performing work under the Contract and verify employee compliance using the E-verify system and shall keep a record of the verification for the duration of the employee’s employment or at least three (3) years, whichever is longer. I-9 forms are available for download at USCIS.GOV. 6.22.2 The County retains the legal right to inspect Contractor and subcontractor employee documents performing work under this Contract to verify compliance with paragraph 6.22.1 of this Section. Contractor and subcontractor shall be given reasonable notice of the County’s intent to inspect and shall make the documents available at the time and date specified. Should the County suspect or find that the Contractor or any of its subcontractors are not in compliance, the County will consider this a material breach of the Contract and may pursue any and all remedies allowed by law, including, but not limited to; suspension of work, termination of the Contract for default, and suspension and/or debarment of the Contractor. All costs necessary to verify compliance are the responsibility of the Contractor. 6.23 INFLUENCE: As prescribed in MC1-1203 of the Maricopa County Procurement Code, any effort to influence an employee or agent to breach the Maricopa County Ethical Code of Conduct or any ethical conduct may be grounds for Disbarment or Suspension under MC1-902. Page 8 of 39 SERIAL#: PH RFP 210183 An attempt to influence includes, but is not limited to: 6.23.1 A Person offering or providing a gratuity, gift, tip, present, donation, money, entertainment or educational passes or tickets, or any type of valuable contribution or subsidy, 6.23.2 That is offered or given with the intent to influence a decision, obtain a contract, garner favorable treatment, or gain favorable consideration of any kind. If a Person attempts to influence any employee or agent of Maricopa County, the Chief Procurement Officer, or his designee, reserves the right to seek any remedy provided by the Maricopa County Procurement Code, any remedy in equity or in the law, or any remedy provided by this contract. 6.24 CONTRACTOR EMPLOYEE WHISTLEBLOWER RIGHTS AND REQUIREMENT TO INFORM EMPLOYEES OF WHISTLERBLOWER RIGHTS: 6.24.1 The Parties agree that this Contract and employees working on this Contract will be subject to the whistleblower rights and remedies in the pilot program on Contractor employee whistleblower protections established at 41 U.S.C. § 4712 by section 828 of the National Defense Authorization Act for Fiscal Year 2013 (Pub. L. 112–239) and section 3.908 of the Federal Acquisition Regulation; 6.24.2 Contractor shall inform its employees in writing, in the predominant language of the workforce, of employee whistleblower rights and protections under 41 U.S.C. § 4712, as described in section 3.908 of the Federal Acquisition Regulation. Documentation of such employee notification must be kept on file by Contractor and copies provided to County upon request. 6.24.3 Contractor shall insert the substance of this clause, including this paragraph, in all subcontracts over the simplified acquisition threshold ($150,000 as of September 2013). 6.25 UNIFORM ADMINISTRATIVE REQUIREMENTS: By entering into this Contract the Contractor agrees to comply with all applicable provisions of Title 2, Subtitle A, Chapter II, PART 200—UNIFORM ADMINISTRATIVE REQUIREMENTS, COST PRINCIPLES, AND AUDIT REQUIREMENTS FOR FEDERAL AWARDS contained in Title 2 C.F.R. § 200 et seq. 6.26 ACCESS TO AND RETENTION OF RECORDS FOR THE PURPOSE OF AUDIT AND/OR OTHER REVIEW: 6.26.1 In accordance with section MCI 371 of the Maricopa County Procurement Code the Contractor agrees to retain (physical or digital copies of) all books, records, accounts, statements, reports, files, and other records and back-up documentation relevant to this Contract for six (6) years after final payment or until after the resolution of any audit questions which could be more than six (6) years, whichever is latest. The County, Federal or State auditors and any other persons duly authorized by the Department shall have full access to, and the right to examine, copy and make use of, any and all said materials. 6.26.2 If the Contractor’s books, records , accounts, statements, reports, files, and other records and back-up documentation relevant to this Contract are not sufficient to support and document that requested services were provided, the Contractor shall reimburse Maricopa County for the services not so adequately supported and documented. 6.27 AUDIT DISALLOWANCES: If at any time it is determined by the County that a cost for which payment has been made is a disallowed cost, the County shall notify the Contractor in writing of the disallowance. The course of action to address the disallowance shall be at sole discretion of the County, and may include either an adjustment to future invoices, request for credit, request for a check or a deduction from Page 9 of 39 SERIAL#: PH RFP 210183 current invoices submitted by the Contractor equal to the amount of the disallowance, or to require reimbursement forthwith of the disallowed amount by the Contractor by issuing a check payable to Maricopa County. 6.28 CONFIDENTIAL INFORMATION: The parties may, at their discretion, and in connection with the Project, disclose their respective proprietary or confidential information (“Confidential Information”) to each other. To be protected hereunder, Confidential Information must be marked confidential if disclosed in written or other tangible form. If Confidential Information is disclosed orally or visually, Confidential Information must be identified as confidential at the time of disclosure and reduced to writing, marked confidential, and transmitted to the receiving party within thirty (30) days of the initial disclosure. Nothing in this Agreement will be construed to convey to either party any right, title or interest in any Confidential Information provided by the other party or any right, title or interest in any intellectual property of the parties, including but not limited to, processes, copyrights or patents. No license to the receiving party under any trademark, patent or copyright is either granted or implied by the conveying of Confidential Information to the receiving party. The receiving party will not use, or disclose to any third party, Confidential Information of the disclosing party in any manner except for the purposes of this Agreement, and will require that its employees and agents (in the case of Contractor, including employees of Skysong Innovations, LLC (“SI”)) who have access to such information maintain the same in strict confidence subject to the same restrictions. By way of example, but not limitation, the receiving party will not use Confidential Information of the disclosing party in connection with any patent application, for any commercial purpose, or for the benefit of any third party. The parties will use reasonable efforts to prevent the disclosure to unauthorized third parties of any Confidential Information of the other party and will use such information only for the purposes of this Agreement. The receiving party’s obligations with respect to Confidential Information will survive for three (3) years after the termination of this Agreement; provided that the receiving party's obligations hereunder will not apply if the receiving party can show, with convincing written evidence that the Confidential Information of the disclosing party received under this Agreement: a) was already known to the receiving party prior to the time of first disclosure; or b) at the time of disclosure is in the public domain, or after the date of the disclosure, lawfully becomes a part of the public domain other than through breach of this Agreement by the receiving party; or c) is received in good faith, without any obligation of confidentiality from a third party having a legal right to disclose the same; or d) is independently developed by the receiving party by individuals without access to such information; or e) is required to be disclosed by the receiving party pursuant to a legally enforceable order, law, subpoena, or other regulation (“Order”), provided, however, that the receiving party promptly notifies the disclosing party in advance of such disclosure and discloses only that Information necessary to comply with said Order. Contractor retains the right to refuse acceptance of any Confidential Information that is not required for the purposes of this Agreement. Notwithstanding any other provision of this Agreement to the contrary, Contractor, as a public institution, is subject to Arizona Revised Statutes (A.R.S.) §§ 39-121 through 39-127 regarding public records. Any provision regarding confidentiality is limited to the extent necessary to comply with Arizona law. Page 10 of 39 SERIAL#: PH RFP 210183 6.29 PUBLIC RECORDS: Under Arizona law, all Offers submitted and opened are public records and must be retained by the Records Manager at the Office of Procurement Services. Offers shall be open to public inspection and copying after Contract award and execution, except for such Offers or sections thereof determined to contain proprietary or confidential information by the Office of Procurement Services. If an Offeror believes that information in its Offer or any resulting Contract should not be released in response to a public record request under Arizona law, the Offeror shall indicate the specific information deemed confidential or proprietary and submit a statement with its offer detailing the reasons that the information should not be disclosed. Such reasons shall include the specific harm or prejudice which may arise from disclosure. The Records Manager of the Office of Procurement Services shall determine whether the identified information is confidential pursuant to the Maricopa County Procurement Code. 6.30 PRICES: Contractor represents that prices extended to County under this Contract are no higher than those paid by any other customer for these or similar services. 6.31 INTEGRATION: This Contract represents the entire and integrated agreement between the parties and supersedes all prior negotiations, proposals, communications, understandings, representations, or agreements, whether oral or written, express or implied. 6.32 RELATIONSHIPS: 6.32.1 In the performance of the services described herein, the Contractor shall act solely as an independent contractor, and nothing herein or implied herein shall at any time be construed as to create the relationship of employer and employee, co-employee, partnership, principal and agent, or joint venture between the County and the Contractor. 6.32.2 The County reserves the right of final approval on proposed staff for all Task Orders. Also, upon request by the County, the Contractor will be required to remove any employees working on County projects and substitute personnel based on the discretion of the County within two (2) business days, unless previously approved by the County. 6.33 GOVERNING LAW: This Contract shall be governed by the laws of the State of Arizona. Venue for any actions or lawsuits involving this Contract will be in Maricopa County Superior Court, Phoenix, Arizona. 6.34 ORDER OF PRECEDENCE: In the event of a conflict in the provisions of this Contract and Contractor’s license agreement, if applicable, the terms of this Contract shall prevail. 6.35 INCORPORATION OF DOCUMENTS: The following are to be attached to and made part of this Contract: 6.35.1 Exhibit A, Pricing; 6.35.2 Exhibit B, Scope of Work; 6.35.3 Exhibit C, Office of Procurement Services Contractor Travel and Per Diem Policy. Page 11 of 39 SERIAL#: PH RFP 210183 NOTICES: All notices given pursuant to the terms of this Contract shall be addressed to: For County: Maricopa County Public Health ATTN: Cheryl Bucalo 4041 N. Central Avenue, #1400 Phoenix, AZ 85012 (602) 506-6886 Cheryl.Bucalo@Maricopa.gov For Contractor: AZ Board of Regents on behalf of Arizona State University Attn: Kristy Macdonald, Assistant Director PO Box 876011 Tempe, AZ 85287-6011 (480) 965-9077 ASU.Awards@asu.edu Arizona State University Southwest Interdisciplinary Research Center (SIRC) Attn: Wendy Wolfersteig, PhD. wendy.wolfersteig@asu.edu Page 12 of 39 SERIAL#: PH RFP 210183 IN WITNESS WHEREOF, this Contract is executed on the date set forth above. CONTRACTOR AUTHORIZED SIGNATURE PRINTED NAME AND TITLE ADDRESS DATE MARICOPA COUNTY CHAIRMAN, BOARD OF SUPERVISORS DATE ATTESTED: CLERK OF THE BOARD DATE APPROVED AS TO FORM: DEPUTY COUNTY ATTORNEY DATE Page 13 of 39 SERIAL#: PH RFP 210183 EXHIBIT A Page 14 of 39 SERIAL#: PH RFP 210183 Page 15 of 39 SERIAL#: PH RFP 210183 EXHIBIT B SCOPE OF WORK Original Scope of Work from Solicitation: 2.0 SCOPE OF WORK: 2.1 Contractor shall work with OTUPC to train staff in the Social Determinants of Health and the Communities That Care (CTC) frameworks. 2.1.1 Contractor shall train staff to be part of the Train the Trainer (ToT) CTC Framework. 2.1.2 Contractor shall establish a timeline for staff to be involved in implementing identified steps of the CTC Framework as they are trained. Final timeline shall be agreed upon by both parties. 2.1.3 Contractor shall ensure the Social Determinants of Health will be used when prioritizing populations within certain communities/zip codes. 2.2 Contractor shall, in partnership with OTUPC, determine the communities/zip codes that will be engaged and offered the ability to receive tobacco prevention and cessation programming under the terms of this contract. 2.2.1 In determining programming decisions, Contractor shall not only utilize current data MCDPH has already collected but shall also utilize updated data the Contractor shall be expected to be continually gathering while performing routine evaluation services once the project has started. 2.3 Utilizing a standard protocol and questions developed in partnership with OTUPC, Contractor shall conduct a number of focus groups in order to identify the strategies that will be used in those communities that have been identified to receive tobacco prevention and cessation programming. 2.3.1 Focus groups shall be conducted with populations identified in collaboration with OTUPC. These populations are subject to change based on OTUPC and other stakeholder input. Any changes shall be communicated to the Contractor and deadlines may be adjusted if needed. 2.3.2 Prior to focus groups being conducted, Contractor shall develop a discussion guide designed to identify potential barriers and motivations, as well as solicit feedback for use with each focus group. The focus group moderator shall be responsible for reviewing the discussion guides with OTUPC project staff in order to ensure clarity on the areas in which OTUPC requires input from focus group members. 2.4 Contractor shall meet with OTUPC and other stakeholders regularly in order to review implementation plans and update focus group populations and questions as needed. 2.5 Contractor shall hold regular bi-weekly meetings to go over the development of work parameters as well as inform OTUPC of the progress and findings from the focus groups being held. 2.6 Contractor shall provide guidance to OTUPC so that a “mini-grant” program can be developed and offered to community participants (i.e. community-based organizations, etc.) willing to assist in the reduction of tobacco use in their community. The proposed program will be a way for identified and approved community-based organizations to work with their residents to address specific tobacco issues they are currently challenged with in their own communities. Page 16 of 39 SERIAL#: PH RFP 210183 2.7 Contractor shall establish evaluation oversight of the entire program as well as a plan to be used with “mini-grant” awardees beginning in the winter of 2021 or sooner. 2.8 Contractor, along with input and participation from OTUPC, shall develop a database or some other mechanism to maintain all data and other findings collected. The final product shall be used for reports and shall be able to be accessed by OTUPC. Upon contract termination, all information gathered shall remain the property of OTUPC. 2.9 Contractor shall ensure all strategies during the duration of the project are aligned with the MCDPH/OTUPC five-year plan as well as the Arizona Health Improvement Plan (AzHIP) 2021- 2025. 2.10 Contractor shall provide a report at the end of each budget period outlining findings, future plans, opportunities, and any additional information that OTUPC may require for reporting to Grantor. Contractor’s Response: 5.5.2 Proposal This proposal details the scope of work and SIRC’s plan to implement the project entitled, “Using Social Determinants of Health to Reduce Tobacco Use.” This project involves several broad components, including: Use of social determinants of health to determine which communities or populations in Maricopa County should be targeted for tobacco prevention and cessation services; Training of trainers on social determinants of health and utilizing the Communities that Care (CTC) Framework to guide mini-grantees on implementing evidence-based programs on tobacco prevention and cessation services within their communities; and Establishing and evaluating a “mini-grant” program to enable local communities to implement prevention and cessation services within their communities. SIRC’s plan to address each of the project components is detailed in the following; each section corresponds to a section of the 2.0 Scope of Work (sections 2.1 through 2.10) of the Request for Proposals and is denoted as such. 2.1 Contractor shall work with OTUPC to train staff in the Social Determinants of Health and the Communities That Care (CTC) frameworks. SIRC will coordinate with OTUPC staff to determine a timeline for training staff (i.e., in Social Determinants of Health and CTC Coach Training/Train the Trainer) as well as the involvement of staff in the implementation of CTC. Social Determinants of Health Social determinants of health are those factors in the lives of individuals that influence their health beyond their own biological predisposition. Over the past several decades, the fields of medicine and public health have advanced a better understanding of the social determinants of health as a means to address health disparities.1,2 In particular, the collective knowledgebase of the social determinants of health has matured beyond the more simplistic awareness of the effects of abject poverty on health to a broader recognition that a host of social (e.g., discrimination, marginalization), economic (e.g., work, access to resources), and physical (e.g., home and community environments) factors play a role in differentiating the individuals and groups who experience poorer health from their peers who experience better health.1,2 Given their impact on morbidity and mortality,3 the social determinants 1 Braveman, P., Egerter, S., & Williams, D. R. (2011). The social determinants of health: Coming of age. Annual Review of Public Health, 32. 2 Brennan Ramirez, L. K., Baker E. A., & Metzler, M. (2008) Promoting health equity: A resource to help communities address social determinants of health. Atlanta, GA: U.S. Department of Health and Human Services, Centers for Disease Control and Prevention. Retrieved from https://www.cdc.gov/nccdphp/dch/programs/healthycommunitiesprogram/tools/pdf/SDOH-workbook.pdf 3 Singh, G. K., Daus, G. P., Allender, M., Ramey, C. T., Martin, E. K., Perry, C., ... & Vedamuthu, I. P. (2017). Social determinants of health in the United States: Addressing major health inequality trends for the nation, 1935-2016. International Journal of MCH and AIDS, 6(2), 139. Page 17 of 39 SERIAL#: PH RFP 210183 of health are also a critical driver of healthcare costs.4 Notably, research has also show that the social determinants of health are an important avenue for reducing inequitable health outcomes.5 An understanding of the social determinants of health will be particularly important for this project as rates of tobacco use have declined over the past several decades, but certain groups of people use tobacco at higher rates. For example, emerging tobacco products like electronic nicotine delivery systems target youth, which may lead to long- term use (of both electronic and combustible products6) as well as the negative health outcomes associated with their use.7 In particular, MCDPH and OTUPC have identified that youth, individuals involved in the justice system, and individuals enrolled in the Arizona Healthcare Cost Containment System (AHCCCS) are disproportionately affected by tobacco use. These groups are in addition to several others that have been shown to be disproportionately impacted by tobacco use based on national data (e.g., by the CDC), including individuals with lower incomes and educational attainment, LGBTQ+, Native Americans, African Americans, Hispanics/Latinos, those living with a disability, those living with a military/veteran status, and those living with a mental illness or substance abuse disorders. Guided by prior research on the social determinants of health and tobacco use conducted by MCDPH, OTUPC, and the CDC Office on Smoking and Health as well as data currently available through MCDPH and OTUPC, focus groups (outlined in more detail below) will be conducted with community members to determine strategies that can be used in the targeted communities to best address the needs of those specific communities. SIRC will ensure that the Social Determinants of Health will be used when prioritizing which communities are targeted for data collection, the mini-grant program, and the implementation of the CTC framework. Communities that Care Overview of CTC and Tobacco Outcomes CTC is a framework for building capacity for communities to collaborate on the planning, implementation and evaluation of evidence-based prevention efforts. CTC empowers communities to address local issues and needs by providing training and technical assistance. CTC was developed as an extension of prior work on the ability of community coalitions to guide prevention efforts and provides a structure for communities to coordinate their visioning, assessments of risk and protective factors, and, ultimately, the sustainable implementation of evidence- based programs to address communities’ needs and achieve long-term improvements to health behavior.8 CTC is based on the social development model (SDM), a theoretical model that promotes positive social connections and healthy behavior standards as a way to reduce problem behaviors. SDM guides both the training components of CTC as well as the implementation of CTC, aiming to create opportunities for diverse community members and stakeholders to engage in a shared vision of heathy communities.3 The implementation of CTC is an ongoing process that proceeds in the following five phases with support from trained CTC coaches: Phase 1 – Getting Started: Activating a group of catalysts, gauging the community’s readiness, identifying key community leaders to champion the process, and inviting diverse stakeholders to the planning process in order to get started Phase 2 – Getting Organized: Communities form a board or work within an existing coalition (e.g., leading work sessions to develop a vision statement, organize the work groups); Boards or coalitions are trained in prevention science, social determinants of health, the CTC framework, and they develop a timeline to implement CTC Phase 3 – Develop Community Profile: Communities assess their community risks, strengths, and resources; Review the community’s data, identify risk and protective factors that contribute to health and behavior problems, identify existing resources and gaps in resources Phase 4 – Create a Plan: Communities define clear and measurable outcomes and select evidence-based policies and programs to reduce risks and strengthen protective factors 4 Sterling, S., Chi, F., Weisner, C., Grant, R., Pruzansky, A., Bui, S., ... & Pearl, R. (2018). Association of behavioral health factors and social determinants of health with high and persistently high healthcare costs. Preventive Medicine Reports, 11, 154-159. 5 Thornton, R. L., Glover, C. M., Cené, C. W., Glik, D. C., Henderson, J. A., & Williams, D. R. (2016). Evaluating strategies for reducing health disparities by addressing the social determinants of health. Health Affairs, 35(8), 1416-1423. 6 Epstein, M., Bailey, J. A., Kosterman, R., Rhew, I. C., Furlong, M., Oesterle, S., & McCabe, S. E. (2020). E‐cigarette use is associated with subsequent cigarette use among young adult nonsmokers, over and above a range of antecedent risk factors: A propensity score analysis. Addiction. 7 U.S. Department of Health and Human Services, Public Health Service, Office of the Surgeon General. (2016) E-cigarette use among youth and young adults: A report of the Surgeon General. Author. Retrieved from https://www.cdc.gov/tobacco/data_statistics/sgr/e-cigarettes/index.htm 8 Hawkins, J. D., Catalano, R. F., Arthur, M. W., Egan, E., Brown, E. C., Abbott, R. D., & Murray, D. M. (2008). Testing communities that care: The rationale, design and behavioral baseline equivalence of the community youth development study. Prevention Science, 9(3), 178. Page 18 of 39 SERIAL#: PH RFP 210183 Phase 5 – Implement and Evaluate: Implementation of selected programs and policies, monitor and evaluate programs and policies, measure results and track progress The effectiveness of CTC has been assessed in a randomized controlled trial (RCT) of 24 communities. Results from this RCT show that youth in communities that implemented CTC exhibited lower rates of the targeted risk factors9 and higher rates of targeted protective factors,10 and specifically relevant to tobacco prevention, eighth graders in communities that implemented CTC were less likely to have initiated cigarette or smokeless tobacco use and exhibited lower prevalence of cigarette and smokeless tobacco use.4 The same youth were also found to be more likely to have abstained from smoking cigarettes by tenth11 and twelfth grade.12 Training CTC Coaches In partnership with the Center for CTC at the University of Washington (UW), which is the official distributor of the web-based CTC system, SIRC will train 4 of its evaluation staff as well as 2 staff members from OTUPC. UW’s costs for providing this training is accounted for in the proposed budget. Additionally, SIRC’s Director, Dr. Sabrina Oesterle, has a long-standing partnership with the Center for CTC at UW. She has been involved in CTC research for nearly 20 years and is currently the principal investigator on the long-term follow-up to the RCT of the CTC system. Dr. Oesterle joined ASU from UW, where she was Assistant Director of the Social Development Research Group, under which the Center for CTC operates. Training for CTC Coaches consists the completion of three elements: CTC Facilitator Training – This training serves to teach participants about the CTC curriculum, demonstrations of the CTC web platform, and practice delivering the CTC modules to prepare Facilitators to lead CTC workshops in the community. CTC Facilitator Training involves around 19 hours of training over a period of 2 weeks, with preparation and work completed between sessions. CTC Coaching Workshops – After completing Facilitator training, CTC Coaching training involves 9 two-hour workshops, which are completed at a rate of one or two per month (i.e., over a period of about four to five months). SIRC has coordinated with UW to ensure the between-session learning assignments for staff who are being trained to implement CTC in Maricopa County will be focused on the identification and recruitment of communities in Maricopa county, as “mini-grants” will not be awarded until later in the contract period. Social Development Strategy Workshop – This workshop, which is offered in 6 segments of 45-90 minutes each, provides a deep dive into the elements of the Social Development Strategy (SDS) and offers the opportunity to design community-specific activities that will promote protection using the components of the SDS. If targeted communities are identified by the start of the SDS workshop, key community members may be invited to join in the workshop. The SDS is a concept that community partners can apply as early as desired in the CTC process, and initiating activities based on the SDS can be a tool for coalition and community engagement. In addition to these three training elements, meetings for the coaching team will be held, either monthly or quarterly depending on the agreed upon project timeline, to reinforce training concepts, support the process of selecting communities for CTC implementation, support team building, and explore opportunities to apply available funding streams to support integrating aspects of CTC into current coalition efforts in Maricopa County (e.g., integrating “mini-grants” for tobacco prevention activities into current coalitions’ strategic planning and implementation processes; or using Phase 5 CTC materials to train coalitions on high quality implementation and evaluation of their tobacco prevention programs, policies and practices), among other topics. These meetings will be ongoing and extend beyond the formal training and workshops. They are intended to be responsive to the team’s current status and needs, and can include leadership from MCDPH/OTUPC and SIRC as needed. 9 Hawkins, J. D., Oesterle, S., Brown, E. C., Arthur, M. W., Abbott, R. D., Fagan, A. A., & Catalano, R. F. (2009). Results of a type 2 translational research trial to prevent adolescent drug use and delinquency: A test of Communities That Care. Archives of Pediatrics & Adolescent Medicine, 163(9), 789-798. 10 Kim, B. E., Oesterle, S., Catalano, R. F., & Hawkins, J. D. (2015). Change in protective factors across adolescent development. Journal of Applied Developmental Psychology, 40, 26-37. 11 Hawkins, J. D., Oesterle, S., Brown, E. C., Monahan, K. C., Abbott, R. D., Arthur, M. W., & Catalano, R. F. (2012). Sustained decreases in risk exposure and youth problem behaviors after installation of the Communities That Care prevention system in a randomized trial. Archives of Pediatrics & Adolescent Medicine, 166(2), 141-148. 12 Hawkins, J. D., Oesterle, S., Brown, E. C., Abbott, R. D., & Catalano, R. F. (2014). Youth problem behaviors 8 years after implementing the Communities That Care prevention system: A community-randomized trial. JAMA Pediatrics, 168(2), 122-129. Page 19 of 39 SERIAL#: PH RFP 210183 The CTC Coach certification process also includes practicum elements. During this period the CTC coach-in- training provides coaching support, in tandem with a UW Center for CTC Specialist, for a community through all five phases of the CTC Process. The practicum requires competent completion or mastery of the following: Monthly o A minimum of two hour-long coaching contacts with community facilitator in tandem with Center for CTC specialist o Notes and feedback from coaching contacts copied to community facilitator and verified by Center for CTC Specialist o Participate in coaching team calls o At least one one-on-one support call One-time (must meet the standard of “developing” or “mastered” on the Coaching Rubric for certification) o Co-deliver the Key Leader Orientation with a community facilitator observed by Center for CTC o Attend the Social Development Strategy Workshop o Coach at least one community through the five phases of CTC o Understand Blueprints for Healthy Youth Development tools and common programs Implementation of CTC with Mini-Grantees Implementation of CTC with mini-grantees may begin once staff have been trained as CTC Coaches. As noted above, CTC Coaches official certification will be facilitated in part by Coaches’ work with mini-grantees to implement all five phases of CTC (in addition to completing other training requirements and showing mastery on the CTC Coaching Rubric). Each phase of CTC has its own milestones and benchmarks, which staff will be trained to use as part of the CTC Coach training process. The implementation of CTC is an ongoing process, so trained CTC Coaches from SIRC and OTUPC will provide ongoing assistance and training to mini-grantees throughout their involvement with the program. Beyond the first year of implementation, SIRC would work with OTUPC to determine any additional or ongoing trainings that may be needed and coordinate to determine the level of involvement of SIRC and OTUPC staff as CTC Coaches and trainers to work with mini-grantees. 2.2 Contractor shall, in partnership with OTUPC, determine the communities/zip codes that will be engaged and offered the ability to receive tobacco prevention and cessation programming under the terms of this contract. SIRC will work with OTUPC to determine the communities/zip codes that will be selected to receive the tobacco prevention and cessation programing. At the onset of the project, SIRC will meet with OTUPC staff to discuss all current tobacco use related data already collected by MCDPH and OTUPC. Data sources will be discussed to determine importance and relevance for the current project. Upon reviewing all current available data sources with OTUPC staff, additional data searches will be conducted by SIRC to ensure all current and available related data will be utilized in making decisions about community and zip code selection for the project. Possible additional data sources include Arizona Criminal Justice Commission, Arizona Department of Health Services, and Centers for Disease Control and Prevention. Two examples of additional data that will be particularly helpful in selecting targeted zip codes for the project include Arizona Behavioral Risk Factor Surveillance System (BRFSS) and Arizona Youth Survey (AYS) data. SIRC would request to enter into data sharing agreements with Arizona Department of Health Services for access to zip code level data from BRFSS and the Arizona Criminal Justice Commission for access to zip code level data from AYS to help determine locations with the greatest need. Throughout the duration of the contract, SIRC will conduct quarterly data searches to ensure that the most current related data are being utilized in guiding the project’s objectives. OTUPC staff will be notified of any additional data sources that are found to be relevant to the project. 2.3 Utilizing a standard protocol and questions developed in partnership with OTUPC, Contractor shall conduct a number of focus groups in order to identify the strategies that will be used in those communities that have been identified to receive tobacco prevention and cessation programming. SIRC will be responsible for all phases of conducting the focus groups. Once the protocol, questions/discussion guide, and targeted populations/communities are approved, SIRC will begin recruitment, marketing and logistics for the focus groups. SIRC will use ASU’s Zoom videoconferencing service, which is available free of charge for employees’ use and to which each team member has an established account, to conduct focus groups. All team members are fully trained in all aspects of Zoom technology, including how to present, share screens, highlight speakers, admit participants, and turn on and off microphones, cameras and other features, and are prepared to provide Zoom instruction, training, and handouts as needed. We are confident that our consistent use of Zoom over the past 10 months, including to run the Arizona Health Equity Conference, managing virtual meetings, conducting Page 20 of 39 SERIAL#: PH RFP 210183 key informant interviews, and implementing COVID-related focus groups for two NIH and MCDPH-funded projects, has prepared us to host these focus groups in a manner to make participants comfortable. Focus Group Design and Planning Upon grant award, SIRC will meet with OTUPC to review the proposal and implementation plan and to develop the focus group protocol and questions. The final protocol and materials will be modified based on feedback from OTUPC and stakeholders. The focus groups will be designed to accomplish three goals: (1) determine the role of social determinants of health in tobacco use, prevention, and cessation in Maricopa County, (2) identify participants’ perceptions of the barriers and facilitators to tobacco prevention and cessation in Maricopa County, and (3) identify tobacco prevention and cessation strategies used by participants in the focus group populations. Regular meetings will be scheduled between SIRC, OTUPC, and stakeholders to develop and finalize focus group questions and to address any questions and concerns on an ongoing basis. Discussion Guide Development Based on existing research and stakeholder input, SIRC will develop a discussion guide for focus groups that are culturally appropriate and include considerations and topical themes relevant to the participants’ perspectives, experiences, and potential barriers and motivations. The discussion guide will be reviewed based on existing research on social determinants of health and tobacco use experiences as well as priority content areas identified by OTUPC. The discussion will be directed, but not directive, so that individual participants can engage in a guided discussion that allows for significant and relative feedback and exploration of ideas. As needed, discussion guides will be piloted with SIRC research staff and students to ensure clarity and identify any needed adjustments prior to implementation. Discussion guides will be provided to OTUPC project staff by the focus group moderator for review, feedback and to ensure clarity on the areas in which OTUPC requires input from focus group members. While SIRC will provide input and participate in the development process, final approval of the guide, questions and protocol will be up to OTUPC project staff and stakeholders. Upon approval, discussion guides and all focus groups protocols and consent forms will be submitted to the ASU Institutional Review Board for Human Subjects Review. Supplementary Questionnaire Because age, marital status, place of residence/geographic proximity to resources, insurance coverage, and other variables related to the social determinants of health can have important impacts on individual and community health, focus group participants will also be asked to complete a supplementary demographic questionnaire that assesses such factors. SIRC will work with OTUPC on the appropriate questionnaire and items to include. Conduct Focus Groups Focus groups will be moderated by trained facilitators from SIRC and SIRC affiliates who have worked with each of the populations of interest (once finalized). Focus group facilitators and note takers will follow, and be trained on, a common script and protocol for each focus group to ensure consistency in the facilitation process across groups. Focus groups will be offered in either English or Spanish as needed. The SIRC team has significant experience conducting focus groups on a variety of topics and in a diversity of settings, and possess the skills required of a good focus group moderator (e.g., the abilities to make people feel comfortable discussing the topics at hand, probe without introducing bias, engage hesitant participants, and respectfully manage challenging group dynamics). SIRC is also particularly qualified to conduct these focus groups as they have substantial background knowledge of the tobacco use, prevention, and cession and social determinants of health topics that will be covered in the focus groups, which will enable them to understand common acronyms and language used among the populations of research participants. SIRC aims to increase cultural relevance by using focus group facilitators who represent the same community group as the participants. SIRC’s staff will serve as facilitators and note takers for the focus groups and will assist in the recruitment of participants. Recruitment SIRC is confident that the participant recruitment process will progress smoothly and successfully as we already have many important contacts in place within Maricopa County including the most recent community health needs assessment project and, more specifically, within possible populations of interest. Our clients and Community Advisory Board members represent organizations such as Terros Health, Native American Connections, Phoenix Indian Center /Urban Indian Coalition of Arizona, Native Health, MIHS Refugee Women’s Health Clinic, Friendly House, Mercy Maricopa Integrated Care, the Phoenix Chinese Senior Center, Tanner Community Development Corporation and the Help Enrich African American Lives (HEAAL) Coalition, District Medical Group, Touchstone Behavioral Health, Area Agency on Aging, local school districts, and many others who are actively working to improve health and reduce health disparities in diverse communities across Maricopa County. This rapport will go a long way toward gaining key stakeholder support and expediting the participant recruitment process. Page 21 of 39 SERIAL#: PH RFP 210183 Focus group participants will be recruited using purposive sampling techniques. This will require pre-determining populations and participants with a set of desired characteristics (i.e., inclusion/exclusion criteria) in collaboration with OTUPC and stakeholder groups prior to beginning any outreach efforts. Recruitment flyers and announcements (specifically targeted to the populations of interest and offered in both English and Spanish) will be created and distributed through community organizations and contacts within Maricopa County. Efforts will be made to identify potential focus group participants through these and other stakeholder organizations, as well as through groups such as faith-based associations, neighborhood associations, local schools/parent-teacher groups, and block watches in the selected areas. Because engagement and information sharing tends to be higher and more candid when focus group participants do not know one another, efforts will be made to include participants recruited through a wide range of networks and associations in each group. We will outreach to SIRC partners with whom we have a working relationship and ask for their help in recruitment in addition to our own distribution of recruitment information using multiple sources. We are comfortable that we can recruit participants; additional flyers, social media, contacts with local groups, staff/students spending time at local centers – are all strategies that can and will be used. As the focus groups will be on Zoom there should be fewer restrictions to participation such as transportation or childcare. One issue could include lack of Internet connection to participate. SIRC will work with its broad base of community partners to strategically offer focus groups in locations such as libraries for Internet connection in which participants could come together with social distancing. Another possibility is a “family and friends” focus group hosted by a participant who has internet capabilities. As needs and issues occur, there will be a free flow of information and communication between SIRC and the OTUPC team. If in-person groups become necessary, all health precautions will be taken and observed, per CDC, ADHS/MCDPH, and ASU guidelines. Recruitment of Targeted Populations Initial meetings between OTUPC and SIRC will determine which populations will be recruited to participate in the focus groups. Populations will be based on prior research conducted by OTUPC which identified particular populations that are disproportionately affected by tobacco use. These previously identified populations included youth, individuals involved in the criminal justice system, and individuals who are enrolled in the Arizona Healthcare Cost Containment System (AHCCCS). SIRC will also work with OTUPC to determine additional target populations based on currently available data as well as those previously identified by the CDC’s Office of Smoking and Health (i.e., LGBTQ+ individuals who live in low SES settings, Native Americans, Hispanics/Latinos, those living with a disability, those living with a military/veteran status, and those living with substance use disorders or a mental illness). SIRC will conduct an environmental scan using publicly available data from the Arizona Department of Health Services, MCDHP, the CDC, and other data sources to further identify populations who are disproportionally affected by tobacco use. The population identification process will be a collaborative effort between SIRC, OTUPC, and other stakeholders and is subject to change based on OTUPC and stakeholder guidance. SIRC will adjust any deadlines as needed when communicated by OTUPC and other stakeholders. It is anticipated that a regular weekly meeting will be scheduled between SIRC, OTUPC staff, and stakeholders to finalize focus group populations and/or adjust as needed. Participants SIRC will conduct between 10 and 12 focus groups, each of which will include 6-9 participants and is anticipated to last approximately 90 minutes. This is an ideal length to allow for substantial, high quality collection of data while remaining a productive and respectful use of participants’ time. SIRC will confirm a minimum of 8 participants for each group, as well as a list of potential backups, to account for attrition (which, despite the precautions outlined in the recruitment plan, is very common in focus group research), and to ensure that a minimum of 6 participants are present during each group. To help account for attrition, when focus groups participants are recruited, we will over-recruit for all groups. Further, once a participant has replied as to being interested in attending by calling or registering online, we contact that individual immediately (e.g., phone call, email, text message) to confirm attendance and provide information on the incentive being offered. We will also provide information/directions on the Zoom platform, and its ease of use. Depending upon how early they register, we will also call a week prior and then contact them again 24 - 48 hours prior to the session. Therefore, it is highly likely that we check in with potential participants at least three times prior to the group. Participants will also be informed that they will receive a $45 gift card as an incentive, as well as having food and child care available at any in-person sessions. When the final contact is made within 24 - 48 hours prior, additional people from the back-up list may be contacted to confirm 6-9 and assure the final attendance Page 22 of 39 SERIAL#: PH RFP 210183 number is at the minimum of 6. Also, while not as effective, it is possible to hold a second session for any sub-group should only a few people attend taking costs into consideration. Each participant will receive a $45 stipend ($15 per half hour of participation) as an incentive for their participation. This amount is sufficient to achieve participation without being coercive; the use of incentives in this study will not be used as a reward, which is often considered to be deserved or earned by meeting a certain threshold of output (e.g., production bonuses), but rather as motivation to participate. An incentive is an external prompt to which an individual responds and is designed as a motive or incitement to action. Incentives are understood, not as a form of power, but as a form of trade. That is, a trade involves voluntary action by all parties concerned to bring about a result that is beneficial to all parties. This type of participation benefit is consistent with the guidelines from the National Commission for the Protection of Human Subjects in Biomedical and Behavioral Research.13 Focus Group Logistics Once recruited: Participants will be fully informed of the risks, benefits and expectations associated with their participation; each participant will be asked to provide verbal consent via Zoom as approved by IRB. Parents of youth participants will also be asked to provide their consent. Documentation of consent will be deidentified and kept separate from personal data participants provide through their participation in the study. Confirmation emails and/or phone reminders, including logistical information such as time, date, and directions (including those for Zoom), will be sent one week and one day prior to the group meeting date. Each participant will be contacted by phone the day before the group to confirm participation, clarify any logistical questions, and minimize the potential for attrition. Focus Group Audio Recording & Transcription Since the focus groups will be conducted on Zoom, they will be recorded and a transcription will be available as well. As back up, focus groups will also be recorded using a multi-microphone recording device. Each focus group will also have a note taker to ensure major points are captured. At the beginning of each focus group, the audio recording will be checked for clarity of sound, and the Zoom record features will be tested and confirmed to be in working order. Audio recordings will be transcribed through Zoom. If necessary, recordings will be transcribed by objective transcriptionists and returned to SIRC about three weeks after the completion of each focus group so that summaries and analysis can be completed while the information and context is still fresh. The transcribed notes will be coded and analyzed by two SIRC researchers in order to reduce the potential for interpreter bias. Focus Group Materials SIRC will provide copies of transcripts and any other materials developed for the focus groups (flyers, handouts, consent forms, thank you cards, etc.) to OTUPC. Many of these documents will also be included in the reports. 2.4 Contractor shall meet with OTUPC and other stakeholders regularly in order to review implementation plans and update focus group populations and questions as needed. Regular communication is vital to the success of this project. SIRC will meet with OTUPC and other stakeholders on a regular basis to review plans for implementation and to ensure facilitation of focus groups and other data collection best inform the selection of targeted communities and populations, understanding that these communities and populations may change over time given updated data and priorities of AzHIP (see section 2.9) and the OTUPC. These updates may come in the form of regular bi-weekly meetings as noted in section 2.5 or ad hoc meetings as necessary to ensure the successful implementation of each portion of the project. 2.5 Contractor shall hold regular bi-weekly meetings to go over the development of work parameters as well as inform OTUPC of the progress and findings from the focus groups being held. SIRC will hold regular bi-weekly meetings to update OTUPC on the progress of the project and findings from the focus groups being held. Given in-person meeting restrictions at the present time, web-based video and conference phone calls will be used to ensure MCDPH is aware of all aspects and phases of the project. However, in-person meetings may resume when it is deemed safe by SIRC and OTUPC to do so. SIRC will regularly review with OTUPC the development of work parameters, as well as the milestones and activities (e.g., specific deliverables, timelines, protocols and survey development, data collection) throughout the project. The bi-weekly updates will 13 Grant, R. W., & Sugarman, J. (2004, January). Ethics in human subjects research: do incentives matter? In The Journal of Medicine and Philosophy: A Forum for Bioethics and Philosophy of Medicine (Vol. 29, No. 6, pp. 717-738). Oxford University Press. Page 23 of 39 SERIAL#: PH RFP 210183 also include the following information as it is available and needed: focus group participation, emerging themes, communities’ level of readiness to implement prevention strategies, ongoing trainings regarding social determinants of health and CTC, and the development of evaluation and implementation plans for the mini-grant program. 2.6 Contractor shall provide guidance to OTUPC so that a “mini-grant” program can be developed and offered to community participants (i.e. community-based organizations, etc.) willing to assist in the reduction of tobacco use in their community. The proposed program will be a way for identified and approved community-based organizations to work with their residents to address specific tobacco issues they are currently challenged with in their own communities. At the onset of the project, SIRC will meet with OTUPC to gain a better understanding of the scope and aims of the “mini-grant” program, as well as to establish goals and a timeline for the implementation of the program. SIRC will also conduct key informant interviews with community participants (i.e., leadership or staff of community organizations, etc.) engaged in tobacco prevention activities identified through OTUPC’s and SIRC’s current networks as well as through the use of snowball sampling as needed. Snowball sampling is a method of participant recruitment that is particularly well-suited for this type of qualitative data collection as it capitalizes on existing networks. To ensure representativeness of the final sample, SIRC will work with OTUPC to identify a diverse initial sample of key informants. SIRC will also meet with OTUPC to determine which currently available data can be used to inform the planning of the “mini-grant” program (e.g., populations and zip codes to target). Information needed for these plans will also help to inform how the previously mentioned focus groups with community members can best address communities’ needs. Ultimately, these conversations, prior data, and input from OTUPC will enable SIRC to provide guidance for the establishment of a “mini-grant” program for community participants to implement strategies to address the tobacco issues faced by their communities. 2.7 Contractor shall establish evaluation oversight of the entire program as well as a plan to be used with “mini-grant” awardees beginning in the winter of 2021 or sooner. SIRC will work with OTUPC to establish evaluation oversight of the mini-grant program, as well as an evaluation plan to be used with the “mini-grant” awardees. This plan will be based, in part, on the milestones and benchmarks that CTC Coaches will be trained to use with community partners in their coaching training. SIRC will ensure the plan aligns with best practices for evaluation and OTUPC’s needs for reporting to the Grantor. 2.8 Contractor, along with input and participation from OTUPC, shall develop a database or some other mechanism to maintain all data and other findings collected. The final product shall be used for reports and shall be able to be accessed by OTUPC. Upon contract termination, all information gathered shall remain the property of OTUPC. SIRC, in collaboration with OTUPC, will develop an electronic database or other data storage mechanisms to maintain all data and findings. Data and findings may be stored in programs such as Qualtrics, NVivo, Dedoose, SPSS, SAS, Excel, and Word. SIRC has extensive experience creating databases and other data storage mechanisms. The created database or other data storage mechanisms will be used for project reporting. SIRC will provide OTUPC access to any databases or other electronic data storage mechanisms developed for this project. SIRC will follow Arizona State University’s extensive and rigorous guidelines for securing and storing digital and physical data. These procedures will be documented in the Institutional Review Board (IRB) application, and the IRB-approved procedures will be followed when collecting, storing, and managing data. SIRC recognizes that all information gathered will remain the property of OTUPC upon contract termination. 2.9 Contractor shall ensure all strategies during the duration of the project are aligned with the MCDPH/OTUPC five-year plan as well as the Arizona Health Improvement Plan (AzHIP) 2021-2025. To support the MCDPH/OTUPC in providing prevention programing and access to cessation services for Maricopa County communities or populations, SIRC will ensure that all strategies used during the duration of the project are culturally relevant, utilize health equity measures, and align with recommendations provided by the Arizona Health Improvement Plan (AzHIP) 2021-2025, as well as the U.S. Surgeon General’s Report on Smoking Cessation 2020, the CDC’s Office on Smoking and Health, and the National Comprehensive Tobacco Control Program (NTCP). SIRC works with a range of local, state, and national partners to prevent, reduce, and eliminate health disparities. SIRC conducts all work in a community-based participatory manner, such that project activities are culturally Page 24 of 39 SERIAL#: PH RFP 210183 relevant and appropriate for their intended audiences, and project aims are driven by the community. Reducing health disparities and improving health equity is at the core of SIRC’s work. To ensure everyone has equal opportunities to achieve optimal health and wellness, SIRC will ensure all work aligns with measurements shown to support health equity. As described by the CDC, these measurements14 include (a) understanding how differences in health and health determinants are associated with social position; (b) understanding structural and social determinants of health, and incorporating different levels of measurement for structural and social determinants of health; (c) describing reasons behind methodological choices and describe the implications of using said methodologies; (d) including social statuses when comparing groups; and (e) including stakeholder needs when selecting analytical methods. SIRC’s continued inclusion of culturally relevant work and utilization of health equity measures will guide the work SIRC implements to support the OTUPC in providing prevention programing and access to cessation services within various Maricopa County communities or populations. Strategies used during the duration of the project shall align with key findings and guidance provided by the U.S. Surgeon General’s Report on Smoking Cessation 2020,15 the CDC’s Office on Smoking and Health,16 and the NTCP.17 These include: the benefits of smoking cessation; identifying and eliminating disparities related to smoking; preventing tobacco initiation; eliminating secondhand smoke exposure; and employing interventions at the state and community level, utilizing health communication strategies, promoting cessation, enhancing surveillance and evaluation infrastructure, and ensuring adequate administration and management support for tobacco control programs. Once the AzHIP 2021-2025 is finalized, SIRC will ensure that the project’s strategies align with the work outlined in the AzHIP. The previous AzHIP 2016-202018 aimed to reduce the percent of youth and young adults that smoked cigarettes, and included tobacco reduction and prevention strategies to: promote the utilization of cessation services among health plans, employers, and health systems; utilize community outreach, education, and advocacy at the community level to prevent youth tobacco use; develop and implement a statewide program to assist decision makers and advocates to promote smoke free policies; and promote the use of cessation treatments among adult and youth smokers. While the AzHIP 2021-2025 tobacco reduction strategies are currently in development, past tobacco-related prevention projects at SIRC aligned with the previous AzHIP strategies. 2.10 Contractor shall provide a report at the end of each budget period outlining findings, future plans, opportunities, and any additional information that OTUPC may require for reporting to Grantor. At the end of each budget period, SIRC will provide a summary report outlining the findings to that date; future plans for implementation of each portion of the project; opportunities related to additional training, responsiveness to community needs, increased efficiency, and quality improvement; and additional information that OTUPC may need for reporting to the Grantor. Findings will be presented in written form supplemented by tables, figures, or graphics as appropriate. This report will include appendices with methodologies, processes, transcripts, and limitations of these assessments. After receiving feedback from OTUPC and partners, a final, comprehensive report will be produced, also including appendices with methodologies, processes, transcripts, and limitations. Proposed Project Timeline19 SOW Task RP Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Background & Planning IRB application process SIRC 14 Penman-Aguilar, A., Talih, M., Huang, D., Moonesinghe, R., Bouye, K., & Beckles, G. (2016). Measurement of health disparities, health inequities, and social determinants of health to support the advancement of health equity. Journal of Public Health Management and Practice, 22(Suppl 1), S33. 15 U.S. Department of Health and Human Services, Public Health Service, Office of the Surgeon General. (2020) Smoking cessation: A report of the Surgeon General. Author. Retrieved from https://www.cdc.gov/tobacco/data_statistics/sgr/2020-smoking-cessation/index.html 16 Office on Smoking and Health. (2020). Centers for Disease Control and Prevention. Retrieved February 2, 2021, from https://www.cdc.gov/tobacco/about/osh/index.htm 17 U.S. Department of Health and Human Services, Centers for Disease Control and Prevention, Office on Smoking and Health. (2014). Best practices for comprehensive tobacco control programs—2014. Author. Retrieved from https://www.cdc.gov/tobacco/stateandcommunity/best_practices/index.htm 18 Arizona Department of Health Services. (2016). Arizona Health Improvement Plan: Healthy people, healthy communities. Author. Retrieved from https://azdhs.gov/documents/operations/managing-excellence/azhip.pdf 19 SOW = Scope of Work section. RP = responsible party. CTC = Communities that Care. SDoH = Social Determinants of Health. Lighter shade in month columns represents ongoing work/activities. Page 25 of 39 SERIAL#: PH RFP 210183 Identify OTUPC staff who will OTUP be involved in training and C CTC implementation Coordinate with OTUPC to SIRC, 2.1.3, determine target pops/areas OTUP 2.2 based on SDoH by using C existing data & focus groups Review implementation plans SIRC, and update focus group 2.4 OTUP populations and questions as C needed Bi-weekly meetings to review SIRC, evaluation plans and update 2.5 OTUP progress/findings from focus C groups Provide input and guidance to SIRC, 2.6 OTUPC in development of a OTUP "mini-grant" program C SIRC, Identify community partners OTUP C Meet to ensure planned strategies align with 2.9 SIRC MCDPH/OTUPC 5 year plan and AzHIP 2021-2025 Provide summary report at end 2.10 SIRC of budget period Data Collection & Management SIRC, 2.2.1 Review existing MCDPH data OTUP C Conduct data searches to 2.2.1 determine the availability of SIRC new, relevant data sources SIRC, Develop focus group standard 2.3 OTUP protocol with OTUPC review C Develop focus group SIRC, 2.3 questions/discussion guide with OTUP OTUPC review C Conduct focus groups to SIRC, 2.3.1 identify strategies to be used in OTUP selected communities C Develop a database or data collection mechanisms to 2.8 SIRC maintain data and other findings Training & CTC Implementation Page 26 of 39 SERIAL#: PH RFP 210183 2.1 Train staff in SDoH SIRC SIRC, Develop timeline for CTC 2.1.2 OTUP training (ToT) process C 2.1.1 CTC Facilitator Training SIRC 2.1.1 CTC Coach Training SIRC Ensure SDoH were utilized in prioritization of populations for 2.1.3 SIRC communities/zip code selections Target for CTC Coach Training 2.1.1 SIRC Completion Ongoing CTC Coach Meetings 2.1.1 SIRC for full certification Target for beginning SIRC, 2.6 implementation of CTC with OTUP mini-grantees C Implementation of Mini-Grants SIRC, Target for implantation of 2.6 OTUP mini-grants C SIRC, Meetings with mini-grant 2.7 OTUP awardees C Establish general evaluation 2.7 SIRC process for the project Establish specific evaluation 2.7 processes for mini-grant SIRC awardees Ongoing evaluation of mini- 2.7 SIRC grant program Page 27 of 39 SERIAL#: PH RFP 210183 5.5.3 Qualifications Organizational Qualifications The Southwest Interdisciplinary Research Center (SIRC) is recognized as an Arizona Board of Regents center and is affiliated with the School of Social Work within the Watts College of Public Service and Community Solutions at Arizona State University. SIRC was selected by the National Institute on Minority Health and Health Disparities (NIMHD) as the recipient of a five-year, $6.3 million continuation grant from the National Institutes of Health (NIH). This prestigious award, originally granted to SIRC in 2007, established SIRC as a Center of Excellence with funding that expands its research, training and community outreach focused on improving health and reducing health disparities among racial and ethnic minorities. In September 2017, SIRC received one of twelve national Specialized Center of Excellence for Research on Minority Health and Health Disparities awards, funded by the NIMHD/NIH. The purpose of this program is to support specialized research centers to conduct multidisciplinary research, research training, and community engagement activities focused on improving minority health or reducing health disparities. SIRC’s mission is to use research and partnerships to eliminate health disparities to reach the vision of achieving health equity in the Southwest and beyond. SIRC assembles faculty from a variety of disciplines in collaborative, interdisciplinary efforts to investigate questions about the resiliency and risk factors experienced by families and youth within the unique cultures of the Southwest borderlands. SIRC’s mission has expanded beyond culturally- grounded prevention efforts geared primarily to youth and families; to address the challenge of expansion, SIRC has recruited over 30 Faculty Affiliates representing disciplines ranging from Social Work to Nursing, Psychology, Communication, Biology, Nutrition, and beyond. Investigators are major contributors to the knowledge base relevant to prevention and are recognized as experts in the arena of culturally-grounded research. The work accomplished by SIRC investigators has become nationally and internationally recognized. Over 20 doctoral and masters students also participate in SIRC’s research. The Office of Evaluation and Partner Contracts at SIRC works in partnership with local, city, county, state and national agencies, non-profits, and other organizations to perform evaluations and disseminate findings that support effective research-based interventions aimed at preventing, reducing, and eliminating health disparities. As part of its participation in the 2020 Arizona Health Equity Conference, the entire SIRC team led all the sessions, which were conducted on ASU’s Zoom platform. Each team member was fully trained in all aspects of Zoom technology, including how to present views, share screens, highlight speakers, admit participants, and turn on and off microphones, cameras, and other features. SIRC Evaluation is uniquely situated to conduct this work for reasons surrounding our history of evaluation and other services to community coalitions and organizations. SIRC’s efforts around health equity and prevention within Arizona focus on collecting, analyzing, and interpreting quantitative and qualitative data, providing us with the experience, research skills and leadership necessary to gain insights involved in this project. One of SIRC’s current projects is “Assessing the effectiveness of the 2MATCH project on social determinants of health and healthcare utilization” with Dignity Health, and uses the CMS questionnaire on SDOH for clients visiting the emergency departments or care clinics in order to determine those most at risk for SDOH and provide intervention. We have been conducting Community Health Needs Assessment focus groups for MCDPH for the past six years (adults and youth). As a contractor for previous work on a variety of tobacco projects, we bring specific tobacco prevention expertise, including projects with MCDPH including Smoking in Cars with Kids Policy Report and the Smoking in Parks report. Specifically with the American Lung Association, SIRC provided evaluation services related to tobacco use amongst public housing residents in Maricopa County, which involved conducting secondary research, developing a resident survey, conducting focus groups, conducting interviews of key informants, and writing a white paper. The purpose of the study was to determine how best the Arizona Department of Health Services, Bureau of Tobacco and Chronic Disease could capitalize on the opportunity of the HUD final rule to assist disparate populations in Maricopa County to quit smoking, and make recommendations on best methods to reach residents to provide smoking cessation services. Additionally, several of the team members on the proposed project have years of experience working on tobacco prevention efforts and with prevention-focused community coalitions. SIRC also brings expertise and experience in developing and implementing training on using data, frameworks, and evidence based programs for prevention coalitions. The “Using Data to Empower Arizona Communities” trainings SIRC provided for the Governor’s Office of Youth, Faith and Family for multiple years conducted 12 trainings across the state in 2017-2018 with 196 participants, many from prevention coalitions. Page 28 of 39 SERIAL#: PH RFP 210183 SIRC’s evaluation team is currently involved with projects funded by the Arizona Department of Health Services, U.S. Department of Health and Human Services, Guttmacher Institute, Phoenix Indian Center, Maricopa County Department of Public Health, and the Gila River Indian Community. These and other projects reflect a breadth of prevention research and evaluation work. SIRC evaluation team projects conducted include the following: Maricopa County Department of Public Health, Health Assessment Services, COVID-19, focus groups Maricopa County Department of Public Health, Overdose Data to Action Evaluation Maricopa County Department of Public Health, Coordinated Community Health Needs Assessments (2015-2016; 2018-2020) – in person focus groups Maricopa County Department of Public Health, SAMHSA: Evaluation of the Collective STEP for youth capacity building grant to measure collaboration and success of efforts in providing capacity building assistance to agencies including a large school district and a community agency serving LGBTQ youth – included key informant interviews of key partners in the project American Lung Association: Smoking Cessation Opportunities for Public Housing Residents White Paper: Maricopa County, Arizona Maricopa County Department of Public Health, Robert Wood Johnson Foundation/Pew Charitable Trusts: Shared Use in Roosevelt School District Maricopa County Department of Public Health, Smoking in Cars with Kids Policy Report Maricopa County Department of Public Health, Smoke Free Parks Arizona Department of Health Services: o Overdose Data to Action Evaluation – key informant interviews via Zoom o Prescription Drug Overdose Program Evaluation – key informant interviews in person o Arizona Rx Drug Misuse and Abuse Implementation Tool Kit Evaluation – in person interviews Dignity Health: Assessing the effectiveness of the 2MATCH Project on Social Determinants of Health and healthcare utilization Arizona Center for African American Children: My Kids Read! Development of a community-based literacy program for African-American families in Phoenix Phoenix Indian Center: Evaluation of the College and Career Readiness program for high school youth Childhelp Speak Up Be Safe: Evaluation and restructure of an evidence-based child abuse prevention program for youth to establish effectiveness of the program Arizona Criminal Justice Commission: Statewide Data Profile: Substance Use and Trauma Guttmacher Institute: Reproductive Health Impact Study – individual interviews via Zoom City of Phoenix, HUD, HOPE VI - Public housing evaluation Gila River Indian Community, U.S. Department of Education: Evaluation of a literacy based campaign to increase the likelihood of success in school by Native children Area Agency on Aging: Older Adult Needs in Maricopa County 2017, included Focus Group Training for their staff Governor's Office of Youth, Faith & Family: o Update and train the Using Data to Empower Arizona Communities curriculum o Evaluation of the Healthy Families Healthy Youth school-based prevention program for 7th graders and their parents Native Health: o Circles of Care Evaluation – included training staff on how to conduct focus groups o Evaluation of the implementation of Parents as Teachers of the Tribal Maternal, Infant, and Early Childhood Home Visiting Program The University of Washington Center for Communities That Care is part of the Social Development Research Group (SDRG), an internationally recognized, interdisciplinary team of researchers and practitioners united in a common mission to understand and promote healthy behaviors and positive social development among children, adolescents and young adults. The UW Center for Communities That Care distributes CTC PLUS, the web-based platform for the Communities That Care (CTC) system. The CTC system consists of web workshops filled with instructional videos, materials, and our latest research, along with ongoing strategic consultation and coaching support to communities and states. The Center provides training and coaching to communities implementing CTC PLUS, the Guiding Good Choices® parenting program, and other preventive interventions. CTC was developed by J. David Hawkins, PhD, and Richard F. Catalano PhD and colleagues, through decades of research and collaboration with communities across the country. Page 29 of 39 SERIAL#: PH RFP 210183 Personnel Qualifications SIRC Personnel: This project enlists two SIRC staff for each set of responsibilities to enable cross-training and sharing of tasks and responsibilities. If there is turnover in staff or students, Dr. Wolfersteig along with Dr. Aguilar- Amaya and Ms. Bell are responsible for quickly implementing a job search or reallocation of another SIRC Evaluation team member to cover responsibilities. Dr. Wolfersteig, Dr. Aguilar-Amaya, Ms. Hamm, Ms. Diaz, and Mrs. Moreland all contributed to the recently completed MCDPH community health needs assessment project; Dr. Hilley is a co-lead on the Dignity Health, Social Determinants of Health project. Dr. Wolfersteig, Dr. Aguilar-Amaya, Dr. Hilley, Mrs. Moreland, Ms. Hamm, and Ms. Diaz will have internal project team meetings bi-weekly, on weeks opposite those of the Evaluation Staff meeting, at which time the team will discuss and plan general operational and coordination issues, as well as assessing timelines and deliverables and tracking progress. Internally, we will develop detailed task and timelines for project management, and use these to track progress and stay on track. We also anticipate having regularly scheduled meetings with OTUPC staff to discuss progress, timetables and deliverables. Wendy Wolfersteig, Ph.D., Director of SIRC Office of Evaluation and Partner Contracts (5% FTE) Dr. Wendy Wolfersteig will serve as the principal investigator and provide oversight of this project. She will contribute to planning, outreach, report writing, and presentations; additionally, she will be trained as a CTC facilitator/coach and will guide mini-grantees through the CTC framework. For over 20 years, her work in substance abuse prevention and evaluation in Arizona has focused on the use of effective evidence-based strategies and data- driven decision-making. She leads her team in working collaboratively with state, county, city and local partners to design and perform evaluations, provide trainings and disseminate findings aimed at preventing, reducing and eliminating health disparities. Her community-based participatory research addresses health equity with underserved populations and diverse subgroups. Specifically, this includes research on health effects stemming from risk and protective factors around social determinants of health such, as food and housing, social support and isolation, and traumatic childhood and adult experiences; she has worked on tobacco prevention projects for nearly 20 years. Her recent community-based projects investigate the social determinants of health related to medical outcomes, collecting and analyzing data on social and health needs of target groups, and testing the efficacy of a child abuse and neglect curriculum for preK to 12th grade students. Dr. Wolfersteig is a Research Associate Professor in the School of Social Work at ASU. She serves as a member (former chair) of the Arizona Substance Abuse Epidemiology Work Group. She was appointed as a member of the City of Phoenix, Fast-Track Cities Initiative Ad- Hoc Committee and recently completed four years on the board of the Arizona Evaluation Network (AZENet). María Aguilar-Amaya, DM, Associate Director of SIRC, Office of Evaluation and Partner Contracts (24% FTE) Dr. Aguilar-Amaya is the Associate Director of SIRC’s Office of Evaluation and Partner Contracts and a Faculty Associate in the Faculty of Counseling and Counseling Psychology, where she teaches statistics. Her current research focuses on health disparities and substance use disorder. Dr. Aguilar-Amaya will serve as co-principal investigator and will oversee all aspects of the project; additionally, she will be trained as a CTC facilitator/coach and will oversee all aspects for the CTC trainers and will guide mini-grantees through the CTC framework. She will also contribute to planning, outreach, report writing, and presentations. Dr. Aguilar-Amaya has over 25 years of experience in conducting quantitative and qualitative research and survey development. Dr. Aguilar-Amaya served nearly 25 years working in the Arizona Judiciary in various capacities, having worked with juvenile and adult probationers as well as victims of crime. She has conducted dozens of research studies and numerous ad hoc reports in the areas of population projections, cost savings analysis, reentry, recidivism, Drug Courts, substance abuse, evidence-based practices, and probation supervision. Dr. Aguilar-Amaya possesses the following certifications: Real Colors Facilitator by the National Curriculum & Training Institute, Arizona Court Management Program and the Executive Court Management Program by the National Center for State Courts, Advanced Public Speaker by Achieve Global, and as a Motivational Interviewing Facilitator. Dr. Aguilar-Amaya possesses a Bachelor of Science in Administration of Justice with a minor in Communications, a Masters in Organizational Management, and a Doctorate in Management and Organizational Leadership. She served as President for the Arizona Evaluation Network (AZENet), as a Director at Large for the Arizona Courts Association, and as a member of the Arizona Governor's Office Substance Abuse Epidemiology Work Group. She serves as co-PI on several projects and is the lead evaluator on the Opioid Overdose Data to Action grant for the Arizona Department of Public Health and the Maricopa County Department of Public Health. Sabrina Oesterle Ph.D., Director of SIRC (contributed) Page 30 of 39 SERIAL#: PH RFP 210183 Dr. Sabrina Oesterle is the Director of SIRC and Associate Professor in the School of Social Work at Arizona State University. Dr. Oesterle will serve as a CTC consultant for the project, with her time and expertise contributed. Dr. Oesterle is PI of the long-term follow-up of a NIDA-funded (R01DA044522) community-randomized controlled trial of the Communities That Care (CTC) prevention system in 24 communities across 7 states that has followed a longitudinal panel of 4,407 youth since they were in 5th grade to understand the impact of CTC on risk and protective factors and on adolescent and young adult substance use, delinquency, and violence. Dr. Oesterle is also currently the PI of an administrative supplement to study the proximal and distal pathways to young adult opioid misuse in this sample. Additionally, Dr. Oesterle has a considerable amount of experience directing NIH-funded research projects and managing longitudinal studies and complex scientific teams. She is currently a co-investigator on the Administrative Core of SIRC’s NIMHD-funded U54 Specialized Center of Excellence for Research on Minority Health and Health Disparities, which focuses on the prevention of cardiometabolic disease and substance abuse disorders among the health disparities populations of the Southwest. The Center includes a Community Engagement and Dissemination Core that conducts and coordinates dissemination activities and translates research findings into sustainable system-level changes, targeting researchers, health and community partner organizations and practitioners, policy makers, and lay individuals. All of SIRC’s research activities are conducted in partnership with its long-standing Community Advisory Board (CAB) and build on existing relationships with community members, partner and service organizations and city, county and state agencies and policymakers. Her substantive expertise is in life course theory, prevention science, prevention of behavioral health problems, and longitudinal research methods. She has strong methodological expertise with longitudinal and experimental study designs and advanced methods of data analysis, including latent class analysis, structural equation modeling, growth and growth mixture modeling, multilevel modeling, missing data approaches, and measurement. Chanler Hilley, Ph.D., SIRC Postdoctoral Research Scholar (26% FTE) Dr. Chanler Hilley will serve as the lead project coordinator and will be the liaison between SIRC and the MCDPH/OTUPC. He will facilitate all phases of the project including training, focus groups, survey design, analysis, and report writing and will be in frequent communication with OTUPC, including regular meetings, to ensure the project is on track. Dr. Hilley is a Postdoctoral Research Scholar in the Office of Evaluation and Partner Contracts at SIRC. His primary research addresses risk and protective factors related to youth substance use and mental health, especially for youth who have experienced adversity. More broadly, Dr. Hilley is interested in the prevention of behavioral health problems across the lifespan. He has experience in implementing prevention programming, quantitative methodology for evaluating preventive interventions, qualitative methods (including interviews and focus groups) to address practitioners’ and community members perceptions of needs, barriers, and facilitators of program, as well as training in prevention science and lifespan development. Dr. Hilley’s research interests are motivated by his experience working with young adults both one-on-one and community health education roles focused on substance use and violence prevention, including several years working on countywide tobacco prevention efforts with a community coalition. He has published and presented research related to tobacco prevention nationally and locally. In addition to these substantive interests, he maintains methodological interests in advanced quantitative tools to address prevention research questions. In his other work at SIRC, Dr. Hilley provides research and evaluation services for Dignity Health's multi-year implementation of patient navigation services aimed to navigate Medicare and Medicaid beneficiaries through their health-related social (SDOH) needs (e.g., food, housing, safety, transportation), to ultimately reduce the impact of social determinants of health on beneficiaries’ reliance on the hospital emergency department for primary care. Chanler is credentialed as a Certified Health Education Specialist (CHES®) and has been trained as a Tobacco Cessation Specialist through the University of Arizona Healthcare Partnership. He earned a PhD in Family and Human Development with a specialization in Measurement and Statistical Analysis and a Master of Education from Arizona State University, as well as a bachelor’s degree in health promotion from Coastal Carolina University. Diane Moreland, MS, SIRC Research Analyst (10% FTE) Mrs. Moreland will serve as the co-project coordinator, assisting in the facilitation of all phases of the project including training, focus groups, survey design, report writing, and attending meetings. Mrs. Moreland has a Master of Science degree in General Experimental Psychology and has 20 years of experience in program evaluation, survey design, data management, statistical analysis, and report writing. She has analyzed both quantitative and qualitative data. She has created and managed large-scale datasets. She has experience identifying and analyzing zip code level data. Mrs. Moreland has conducted focus groups in-person and online. She has experience in tobacco prevention and cessation, substance abuse prevention, and child welfare research and evaluation. Mrs. Moreland previously worked at the Arizona Prevention Resource Center with Arizona State University (ASU) in providing evaluation services to community tobacco prevention and cessation coalitions and organizations. She has experience working with local, county and statewide prevention providers. Additionally, she also worked at Casey Family Programs to establish a program that provided substance abuse and child welfare services to families. Mrs. Page 31 of 39 SERIAL#: PH RFP 210183 Moreland recently finished working on the Childhelp Speak Up Be Safe Research Control Trial (RCT). She is currently working on the evaluation of the Childhelp National Child Abuse Hotline project and the Maricopa County Department of Public Health (MCDPH) needs assessment COVID-19 focus group project. Kathryn Hamm, MPA, Senior Research Analyst (15%) Ms. Hamm will serve as an evaluator on the project assisting with all phases of the project including training, focus groups, data management, survey design, analysis, report writing, and attending meetings. Additionally, she will be trained as a CTC facilitator/coach and will guide mini-grantees through the CTC framework. Ms. Hamm has extensive experience in conducting all types of evaluations for the past 25 years. Ms. Hamm has strong skills in all areas of program evaluation and currently serves as the lead evaluator for two Native Youth literacy grants on the Gila River Indian Community. She is also assisting in the evaluation of the large SIRC Specialized Center of Excellence award from NIH as well as serving as the lead evaluator on a SAMHSA grant to evaluate substance use disorders related curricula across multiple health and behavioral health programs. She recently coordinated the community health needs assessment and two separate federal five-year teen pregnancy prevention grants with the Maricopa Department of Public Health. She is well versed in survey design and development and has expanded into social network analysis using the PARTNER tool as part of the evaluation for several projects. She has also evaluated a parent education drug prevention program and two evaluations for the Blackwater Community Preschool programs. Recently, she conducted the evaluation for the Childsplay Arts in Education grant (AEMDD) and completed a six-year follow-up study of Project Challenge graduates, a residential program for high-risk youth administered by the Arizona National Guard. She has also been responsible for managing the evaluation and follow up for grant recipient of a Safe Schools/Healthy Students initiative and several 21st Century Community Learning Centers grants as well as the evaluation of the Olweus Bullying Prevention Program. She also designed and implemented a data collection system for statewide tobacco prevention and cessation programs and managed a multi-university program evaluation collaboration. Marisol Juarez Diaz, JD, Senior Research Analyst (6% FTE) Ms. Diaz will be trained as a CTC facilitator/coach and will guide mini-grantees through the CTC framework; additionally, she will assist with training and focus groups. She received her Law degree from the Sandra Day O’Connor College of Law at Arizona State University (ASU), her Master of Education degree from Northern Arizona University, and her B.A. from the University of Arizona. Ms. Diaz grounds her work as a program evaluator in community-centered and inclusionary research methods for quantitative and qualitative data. She has over 20 years of experience working with community groups and conducting research, including facilitating and assisting with focus groups and interviews. She has previously worked on a project with the American Lung Association collecting data for a white paper on smoking cessation. Her recent projects include a quasi-experimental study for a crisis hotline evaluating text and chat services and a randomized controlled trial testing a child maltreatment prevention program for elementary, middle, and high school students. Marisol is also a Ph.D. candidate in Justice Studies at ASU and is expected to graduate in 2021. Sandra Bell, Program Coordinator Sr. (7% FTE) Mrs. Bell will manage supplies, budgets, and deliverable schedules. Sandra has a diverse background with experience in academic business operations, finance, budgets, administration, office management, human resources and recruitment. She has worked in the academic arena for 24+ years. As Program Coordinator Senior SIRC’s Office of Evaluation and Partner Contracts, Mrs. Bell handles all financial matters and daily operations for the office. Mrs. Bell earned a Bachelor of Integrated Studies with a focus on Administration and Leadership from Arizona State University and a Master’s degree in Organizational Leadership with an emphasis in Project Management from Northern Arizona University. The University of Washington Center for Communities That Care Personnel Kevin Haggerty, MSW PhD, Director, Center for Communities That Care Dr. Kevin Haggerty, PhD. is Director of the Center and Director of the Social Development Research Group (SDRG). He has led intervention research at SDRG for over 30 years. Dr. Haggerty has conducted numerous studies in community settings with collaborating community coalitions, school districts, juvenile institutions, and drug treatment agencies. Blair Brooke-Weiss, MSPH, Senior Communities That Care Specialist Ms. Brooke-Weiss leads the Center’s training and coaching core. She is a certified Communities That Care trainer and coach and has extensive experience providing CTC workshops and proactive technical assistance to community leaders, boards and coalitions. Page 32 of 39 SERIAL#: PH RFP 210183 Dalene Beaulieu, MS, Communities That Care Specialist Prior to joining SDRG in 2015, Ms. Beaulieu coordinated the activities of a Communities That Care (CTC) Coalition in Maine for 12 years. A certified CTC Master Trainer and coach, Ms. Beaulieu has been proactively assisting communities across North and South America with implementation of the CTC model since 2011. Jaclynn Sagers, MS, Communities That Care Specialist Ms. Sagers supports the Center’s Evidence2Success communities in Alabama and Utah. She is a certified Communities That Care trainer and coach. She has extensive experience providing CTC workshops and proactive technical assistance to community leaders, boards and coalitions. Capetra Parker, MPH, Communities That Care Specialist Ms. Parker supports the Center’s Evidence2Success communities in Florida and Tennessee along with several CTC PLUS communities in the Eastern U.S. Ms. Parker earned her MPH at the University of Minnesota, where she also worked as a CTC PLUS facilitator in the Hazel Park community. Shelley Logan, Operations Manager Ms. Logan has worked in different capacities at the Social Development Research Group for nearly two decades. She was involved in the development of CTC PLUS, and manages all Center activities. Page 33 of 39 SERIAL#: PH RFP 210183 5.5.4 Compensation Watts College PUBSRV Budget Worksheet Principal Investigator: Wendy Wolfersteig Deadline: 02/19/21 Purpose: Research Department / College: SIRC-SSW / Watts Agency: MCDPH Source: State Project Title: Using Social Determinants of Health to Reduce Tobacco Use Co. Principal Investigator: Maria Aguilar-Amaya Department / College: SSW/SIRC Proposal No: FP28159 Start & End Date Total Project Period: 4/7/21 - 6/30/26 Budget Staff & Date: SBell 2/15/21; CLee 2-18-21 Current Project Period: 4/7/21 - 6/30/22 PERSONNEL-Salary & Wages FY22 4/7/21 - 6/30/22 15 months Name Title # Months % Effort Year 1 Total Wendy Wolfersteig Principal Investigator 15 5% 6,556 6,556 Total Faculty Salaries 6,556 6,556 Fringe Benefits Faculty 1,776 1,776 Maria Aguilar-Amaya CO-PI/Assoc Director 15 24% 23,880 23,880 Diane Moreland Research Analyst 15 8% 6,265 6,265 Kathryn Hamm Senior Research Analyst 15 15% 13,039 13,039 Marisol Diaz Senior Research Analyst 15 6% 4,797 4,797 Sandra Bell Program Coordinator Sr. 15 7% 5,095 5,095 Total Staff Salaries 53,076 53,076 Fringe Benefits Staff 18,041 18,041 Chanler Hilley Research Analyst 15 26% 17,550 17,550 Total Post Doc Salaries 17,550 17,550 Fringe Benefits Post Doc 3,796 3,796 Student Worker V 15 0.7436% 290 290 Total Student Salaries 290 290 Fringe Benefits Students 4 4 Total Personnel 101,089 101,089 # of Days Rate Travel - In State 7510 .445 * 250 mi 253 0.445 113 113 Total Travel 113 113 OTHER DIRECT COSTS UW-CTC Consultants-731001 79,900 79,900 Spanish Translation Services - Consultants-731001 8,640 8,640 Photocopy Charges-731028 450 450 Human Subjects - Other Services-731099 4,860 4,860 Food -739006 600 600 TOTAL Other Direct Cost Subtotal 94,450 94,450 TOTAL DIRECT COSTS 195,652 195,652 LESS DIRECT COSTS EXCLUSIONS TOTAL MODIFIED DIRECT COST BASE 195,652 195,652 F&A COSTS (Indirect) TDC 15.00% 8201 29,348 29,348 TOTAL COSTS 225,000 225,000 SENIOR PERSONNEL/KEY PERSONNEL: $ 30,436 Page 34 of 39 SERIAL#: PH RFP 210183 Wendy Wolfersteig, PhD, Principal Investigator (PI) will devote .75-person months/5% FTE over the 15 months of the project. Dr Wolfersteig will provide oversight of this project. She will contribute to planning, outreach, report writing, and presentations; additionally, she will be trained as a CTC facilitator/coach and will guide mini-grantees through the CTC framework. Maria Aguilar-Amaya, DM, CO-Principal Investigator (CO-PI) will devote 3.6-person months/24% FTE over the 15 months of the project. Dr. Aguilar-Amaya will oversee all aspects of the project; additionally, she will be trained as a CTC facilitator/coach and will oversee all aspects for the CTC trainers and will guide mini-grantees through the CTC framework. She will also contribute to planning, outreach, report writing, and presentations. OTHER PERSONNEL: $ 47,036 Chanler Hilley, PhD, Research Analyst, will devote 3.9-person months/ 26% FTE over the 15 months of the project. Dr. Hilley will serve as the lead project coordinator and will be the liaison between SIRC and the MCDPH/OTUPC. He will facilitate all phases of the project including training, focus groups, survey design, analysis, and report writing and will be in frequent communication with OTUPC, including regular meetings, to ensure the project is on track. Diane Moreland, Research Analyst, will devote 1.2-person months/ 8% FTE over 15 months of the project. Ms. Moreland will serve as the co-project coordinator, assisting in the facilitation of all phases of the project including training, focus groups, survey design, report writing, and attending meetings. Kathryn Hamm, Senior Research Analyst, will devote 2.25-person months/ 15% FTE over 15 months of the project. Ms. Hamm will serve as an evaluator on the project assisting with all phases of the project including training, focus groups, data management, survey design, analysis, report writing, and attending meetings. Additionally, she will be trained as a CTC facilitator/coach and will guide mini-grantees through the CTC framework. Marisol Diaz, Senior Research Analyst, will devote .9-person months/6% FTE over 15 months of the project. Ms. Diaz will be trained as a CTC facilitator/coach and will guide mini-grantees through the CTC framework; additionally, she will assist with training and focus groups. Sandra Bell, Program Coordinator Sr., will devote 1.05-person months/ 7% FTE over 15 months of the project. Mrs. Bell will manage supplies, budgets, and deliverable schedules. Student Worker TBD Student worker will devote their time as focus group assistant which could include child care@ approximately $15 per hour EMPLOYEE RELATED EXPENSES: $ 23,617 Arizona State University defines fringe benefits as direct costs, estimates fringe benefits as a standard percent of salary applied uniformly to all types sponsored activities, and charges benefits to sponsors in accordance with the federally negotiated rates in effect at the time salaries are incurred. The rates used in the proposal budget are based on the current federally negotiated rate agreement rate. An estimated cost escalation has been included in the out years, consistent with ASU policy. FY22 Faculty 27.09% Staff 33.99% Post Doc 21.63% Student 1.55% OTHER DIRECT COSTS: $ 94,563 $ 113 In-state travel for staff to attend possible in person focus groups or meetings Page 35 of 39 SERIAL#: PH RFP 210183 $ 79,900 Consultant Services - Center for Communities That Care at University of Washington will be the consultant services, for specialists and trainer consultants to assist with training of identified personnel who will guide and facilitate CTC process. Dr. Kevin Haggerty, Center Director has worked as a researcher and has guided prevention program implementation and evaluation for over 30 years with the Social Development Research Group. Dr. Haggerty will be responsible for the oversight of the project, including helping to troubleshoot and overcome any barriers that might arise. $ 8,640 Transcription of 10 - 12 focus groups @ 90 minutes each for a total of 1080 minutes @ $8 per minute $ 450 printing of flyers, surveys, reports, when required $ 4,860 focus groups incentive gift cards 10-12 groups/ 6-9 participants for a max of 108 participants @ $45 each $ 600 in person focus groups refreshments based on 25% in-person groups 3 groups @ $200 per focus group INDIRECT COSTS: $ 29,348 - F&A Facilities and administrative costs (F&A, indirect costs), is determined by PHRFP210183 section 1.0 INTENT “with a total indirect rate that does not exceed 15%” and again in 5.5.4 Compensation. Total Direct Costs-$ 195,652 Indirect Costs Base-$ 195,652 Indirect Costs – $ 29,348 TOTAL DIRECT AND INDIRECT COSTS - $ 225,000 Payment/Deliverable Schedule Payments will be invoiced quarterly (every 3 months) for the 15 months duration for a total of 5 payments within the proposed date from April 2021 to June 2022. Schedule may be adjusted to invoicing monthly if required by client preference. Invoice Quarter Deliverable Timeline Amount 1 IRB application process development April/May N/A Coordinate with OTUPC to determine target pops/areas 1 June N/A based on SDoH by using existing data & focus groups 1 Identify community partners June N/A Meet to ensure planned strategies align with 1 April/May/June N/A MCDPH/OTUPC 5 year plan and AZHIP 2021-2021 Bi-weekly meetings to review evaluation plans and 1 Entire Timeline N/A update progress/findings from focus groups 1 Review existing MCDPH data April/May N/A Conduct data searches to determine the availability of 1 June N/A new, relevant data sources 1 Train staff in SDoH June N/A 1 Develop timeline for CTC Training (ToT) process April/May N/A 1 Initial CTC Facilitator Training June N/A Page 36 of 39 SERIAL#: PH RFP 210183 1 1st Quarter: April/May/June June 30, 2021 $45,000 Coordinate with OTUPC to determine target pops/areas 2 based on SDoH by using existing data & focus groups July N/A Meet with OTUPC and stakeholder to review July/August/until end of 2 implementation plans and update focus group timeline N/A populations and questions as needed Bi-weekly meetings to review evaluation plans and 2 Entire Timeline N/A update progress/findings from focus groups Provide input and guidance to OTUPC in development of 2 September N/A a “mini-grant” program 2 Identify community partners July/August/September N/A Meet to ensure planned strategies align with Entire rest of timeline 2 MCDPH/OTUPC 5 year plan and AZHIP 2021-2021 N/A Conduct data searches to determine the availability of September 2 N/A new, relevant data sources 2 Develop focus groups standard protocol with OY|TUPC August N/A Develop focus group question/discussion guide with 2 August N/A OTUPC review Conduct focus groups to identify strategies to be used in 2 September N/A selected communities 2 Train staff in SDoH July N/A 2 CTC Coach Training July/August/September N/A 2 Ongoing CTC Coach Meetings for full certification July/August/September N/A 2 2nd Quarter: July/August/September September 30, 2021 $45,000 Coordinate with OTUPC to determine target pops/areas 3 November/December N/A based on SDoH by using existing data & focus groups Meet with OTUPC and stakeholder to review 3 implementation plans and update focus group Entire rest of timeline N/A populations and questions as needed Bi-weekly meetings to review evaluation plans and 3 Entire Timeline N/A update progress/findings from focus groups Provide input and guidance to OTUPC in development of 3 October/November N/A a “mini-grant” program Meet to ensure planned strategies align with 3 Entire rest of timeline N/A MCDPH/OTUPC 5 year plan and AZHIP 2021-2021 Conduct data searches to determine the availability of 3 December N/A new, relevant data sources Page 37 of 39 SERIAL#: PH RFP 210183 Conduct focus groups to identify strategies to be used in 3 October N/A selected communities Develop a database or data collection mechanisms to 3 November/December N/A maintain data and other findings 3 Train staff in SDoH Entire rest of timeline N/A 3 CTC Coach Training October/November N/A 3 Milestone for CTC Coach Training Completion December N/A 3 Ongoing CTC Coach Meetings for full certification Entire rest of timeline N/A 3 Target for implantation of mini grants December N/A 3 Establish general evaluation process for the project October/November N/A Establish specific evaluation processes for min-grant 3 December N/A awardees December until end of 3 Ongoing evaluation of mini-grant program timeline N/A 3 3rd Quarter: October/November/December December 31, 2021 $45,000 Meet with OTUPC and stakeholder to review 4 implementation plans and update focus group Entire rest of timeline N/A populations and questions as needed Bi-weekly meetings to review evaluation plans and 4 Entire timeline N/A update progress/findings from focus groups Meet to ensure planned strategies align with 4 Entire rest of timeline N/A MCDPH/OTUPC 5 year plan and AZHIP 2021-2021 Conduct data searches to determine the availability of 4 March N/A new, relevant data sources Develop a database or data collection mechanisms to 4 Entire rest of timeline N/A maintain data and other findings 4 Train staff in SDoH Entire rest of timeline N/A 4 Ongoing CTC Coach Meetings for full certification Entire rest of timeline N/A 4 Meetings with mini-grant awardees January/February N/A Establish specific evaluation processes for mini-grant 4 January N/A awardees 4 Ongoing evaluation of mini-grant program Entire rest of timeline N/A 4 4th Quarter: January/February/March March 31, 2022 $45,000 Meet with OTUPC and stakeholder to review 5 implementation plans and update focus group Entire rest of timeline N/A populations and questions as needed Page 38 of 39 SERIAL#: PH RFP 210183 Bi-weekly meetings to review evaluation plans and 5 Entire timeline N/A update progress/findings from focus groups Meet to ensure planned strategies align with 5 Entire rest of timeline N/A MCDPH/OTUPC 5 year plan and AZHIP 2021-2021 Conduct data searches to determine the availability of 5 June N/A new, relevant data sources Develop a database or data collection mechanisms to 5 Entire rest of timeline N/A maintain data and other findings 5 Train staff in SDoH Entire rest of timeline N/A 5 Ongoing CTC Coach Meetings for full certification Entire rest of timeline N/A Target for beginning implementation of CTC with mini- 5 April/Mary N/A grantees 5 Ongoing evaluation of mini-grant program Entire rest of timeline N/A 5 Provide summary report to end of budget period June/July N/A 5 5th Quarter: April/May/June June 30, 2022 $45,000 Page 39 of 39