171197-CONTRACT.DOC

SERIAL 171197 RFP ARIZONA@WORK MARICOPA COUNTY ONE-STOP OPERATOR (OSO)
DATE OF LAST REVISION: December 11, 2019 CONTRACT END DATE: June 30, 2020
CONTRACT PERIOD THROUGH JUNE DECEMBER 30, 2018 2019 JUNE 30, 2020
TO: All Departments
FROM: Office of Procurement Services
SUBJECT: Contract for ARIZONA@WORK MARICOPA COUNTY ONE-STOP OPERATOR (OSO)
Attached to this letter is published an effective purchasing contract for products and/or services to be supplied to
Maricopa County activities as awarded by Maricopa County on June 21, 2017 (Eff. 07/01/17).
All purchases of products and/or services listed on the attached pages of this letter are to be obtained from the
vendor holding the contract. Individuals are responsible to the vendor for purchases made outside of contracts.
The contract period is indicated above.
IG/mm
Attach
Copy to: Office of Procurement Services
Patricia Wallace, Maricopa County Workforce Development Board.

the 30th day of June December June, 2018 2019 2020.
1.1 The County may, at its option and the recommendations by the MCWDB and based on
performance and with the agreement of the Contractor, renew the term of this Contract for
additional terms up to a maximum of three (3) additional one (1) year terms, (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.
2.0 FEE ADJUSTMENTS:
2.1 Any request for a fee adjustment must be submitted sixty (60) days prior to the current Contract
expiration. Requests for adjustment in cost of labor and/or materials must be supported by
appropriate documentation. If County agrees to the adjusted fee, County shall issue written
approval of the change. The reasonableness of the request will be determined by comparing the
request with the (Consumer Price Index) or by performing a market survey.
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:
3.3.1 The Contractor shall submit one (1) legible copy of their detailed invoice before
payment(s) can 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 or
• County purchase order number
• Invoice number and date
• Payment terms
• Date of service or delivery
• Total Amount Due

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3.3.2 Problems regarding billing or invoicing shall be directed to the using agency as listed on
the Purchase Order.
3.3.3 Payment shall 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
(https://azdom-vss.hostams.com/webapp/PRDVSS1X1/AltSelfService).
3.3.4 Discounts offered in the contract shall be calculated based on the date a properly
completed invoice is received by the County (ROI).
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: Maricopa County is subject to all
applicable 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)
No tax shall be levied against labor. It is the responsibility of the Contractor to determine any and
all taxes and include the same in proposal price.
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 Funding for this Contract shall be reimbursed utilizing Catalog of Federal Domestic Assistance
(CFDA): U.S. Department of Labor Workforce Innovation and Opportunity Act (WIOA) Title 1B
17.258 Adult
17.278 Dislocated Worker/Rapid Response
17.259 Youth

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4.3 Subject to the availability and authorization of funds for the explicit purposes set forth below,
County will pay the Contractor compensation for services rendered as indicated in the following
subsections.
4.4 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 REPORTING REQUIREMENT:
6.1 Contractor shall submit reports as required. Maricopa County Workforce Development Board
(MCWDB) reserves the right to add, remove, or revise reporting requirements as needed.
6.2 Contractor shall submit the following to MCWDB:
6.2.1 Monthly invoices/claims with supporting documentation no later the 10th business day,
following the end of the month.
6.2.2 Submit other reports as required by MCWDB.
6.3 Unless otherwise provided in this contract, reporting shall adhere to the following:
6.3.1 No later than the 10th business day following each month during the contract term;
6.3.2 The Contractor shall submit programmatic and financial reports to MCWDB in the form
set forth in the contract;
6.3.3 Failure to submit accurate and complete reports by the 10th working day following the
end of a month may result, at the option of the County, in retention of payment.
6.3.4 Failure to provide such reports within 45 calendar days following the end of a month may
result, at the option of MCWDB, in a forfeiture of such payment.
6.4 No later than the designated date, to be determined by MCWDB, following the expiration date of
this contract, Contractor shall submit to MCWDB final program and fiscal reports. Failure to
submit final program and fiscal reports within the designated time period may result, at the option
of MCWDB, in forfeiture of final payment.
6.5 Reports will be submitted to:
Maricopa County Workforce Development Board
Attn: Executive Director
234 N. Central Avenue, Suite 3000
Phoenix, AZ 85004

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7.0 CONTRACT COMPLIANCE MONITORING:
The County will monitor the Contractor's compliance with, and performance under, the terms and conditions
of this Contract. On-site visits for Contract compliance monitoring may be made by the County and/or its
grantor agencies at any time during the Contractor's normal business hours, announced or unannounced. The
Contractor shall make available for inspection and/or copying by the County's monitors, all records and
accounts relating to the work performed or the services provided under this Contract, or for similar work
and/or service provided under other grants and Contracts.
8.0 DRUG-FREE WORKPLACE ACT:
The Contractor agrees to comply with the Drug-Free Workplace Act of 1988 (Public Law 100-690). This
statute required that contractors and grantees of Federal funds must certify that they will provide drug-free
workplaces. This certification is a precondition to receiving a grant or contract.
9.0 SUSPENSION OR DEBARMENT:
9.1 The County may, by written notice to the Contractor, immediately terminate this Contract if the
County determines that the Contractor had been debarred, suspended or otherwise lawfully
prohibited from participating in any public procurement activity, including but not limited to,
being disapproved as a subcontractor of any public procurement unit or other governmental body.
If the Contractor becomes suspended or debarred, the Contractor shall immediately notify the
County.
9.2 The Contractor shall submit the Certification Regarding Debarment, Suspension and Voluntary
Exclusion Lower Tier-Covered Transactions form.
10.0 TERMS and CONDITIONS:
10.1 INDEMNIFICATION:
10.1.1 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.
10.1.2 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 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.
10.1.3 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.
10.1.4 The scope of this indemnification does not extend to the sole negligence of County.
10.2 INSURANCE REQUIREMENTS:
10.2.1 The Contractor and any of its subcontractors shall procure and maintain the insurance
requirements herein until all of their obligations have been discharged and any

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warranty periods under this Contract are satisfied, including insurance for claims for
bodily injury to persons or damage to property which may arise from or in connection
with the performance of the work hereunder by the Contractor, its agents,
representatives, employees. Any subcontractors used shall also procure and maintain
the same insurance as is being required herein of Contract.
10.2.2 The insurance requirements herein are minimum requirements for this Contract and in
no way limit the indemnity covenants contained in this Contract. The County and
State of Arizona in no way warrant that the minimum limits contained herein are
sufficient to protect the Contractor from liabilities that might arise out of the
performance of the work under this Contract by the Contractor, his agents,
representatives, employees or subcontractors, and the Contractor and any
subcontractors are free to purchase additional insurance.
10.2.3 Limitation of Liability:
To the extent permitted by law, the parties agree that the Contractor’s total liability under
this Contract shall be limited to an amount equal to the total contract amount. In no event
shall Contractor be liable for any consequential, incidental, punitive or special damages,
lost profits or lost revenue. This section shall not limit the Contractor’s liability for the
Contractor’s intentional torts, criminal acts, or fraudulent conduct, or for bodily injury or
damage to tangible property to the extent caused by the Contractor’s negligence.
10.2.4 MINIMUM SCOPE AND LIMITS OF INSURANCE: Contractor shall provide
coverage with limits of liability not less than those stated below.
10.2.4.1 Commercial General Liability – Occurrence Form
Policy shall include bodily injury, property damage, personal and advertising
injury liability and broad form contractual liability.
 General Aggregate $2,000,000
 Blanket Contractual Liability – Written $1,000,000
 Fire Legal Liability $ 50,000
 Each Occurrence $1,000,000
10.2.4.2 (Note: Sexual Abuse/Molestation is included in the professional liability
policy mentioned below.)
10.2.5 The policy shall be endorsed to include the following as additional insureds: “Maricopa
County and the State of Arizona, their departments, agencies, boards, commissions,
and their officers, officials, agents, and employees shall be named as additional
insureds with respect to liability arising out of the activities performed by or on behalf
of the Contractor".
10.2.6 Policy shall contain a waiver of subrogation against Maricopa County, the State of
Arizona and their departments, agencies, boards, commissions, and their officers,
officials, agents, and employees for losses arising from work performed by or on behalf
of the Contractor.
10.2.7 This requirement may be satisfied with a policy combining General and Excess/Umbrella
Liability, provided that the General Liability section of the policy is written on an
occurrence basis, and includes coverage for contractual liability.
10.2.8 Business Automobile Liability
Bodily Injury and Property Damage for any owned, hired, and/or non-owned vehicles
used in the performance of this Contract.

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10.2.8.1 Combined Single Limit (CSL) $1,000,000
The policy shall be endorsed to include the following as additional insureds:
“Maricopa County and the State of Arizona, their departments, agencies,
boards, commissions, and their officers, officials, agents, and employees shall
be named as additional insureds with respect to liability arising out of the
activities performed by or on behalf of the Contractor, involving automobiles
owned, leased, hired or borrowed by the Contractor".
10.2.8.2 Policy shall contain a waiver of subrogation against Maricopa County and the
State of Arizona, their departments, agencies, boards, commissions, and their
officers, officials, agents, and employees for losses arising from work
performed by or on behalf of the Contractor.
10.2.8.3 This paragraph, Business Automobile Liability, shall not be applicable in the
event Contractor does not utilize a vehicle in any manner in the performance
of this Contract or if the utilization is used only for commuting purposes. In
the event Contractor subsequently utilizes the vehicle in the performance of
the Contract or utilizes it for other than commuting purposes, this paragraph,
Business Automobile Liability, shall be fully applicable, effective the date the
utilization is changed.
10.2.9 Worker's Compensation and Employers' Liability
Workers' Compensation Statutory
Employers' Liability
Each Accident $500,000
Disease – Each Employee $500,000
Disease – Policy Limit $1,000,000
10.2.9.1 Policy shall contain a waiver of subrogation against Maricopa County and the
State of Arizona, their departments, agencies, boards, commissions, and their
officers, officials, agents, and employees for losses arising from work
performed by or on behalf of the Contractor.
10.2.10 Professional Liability (Errors and Omissions Liability)
Each Claim $1,000,000
Annual Aggregate $2,000,000
Sexual Abuse/Molestation $1,000,000
10.2.10.1 In the event that the professional liability insurance required by this Contract
is written on a claims-made basis, the Contractor warrants that any retroactive
date under the policy shall precede the effective date of this Contract; and that
either continuous coverage will be maintained or an extended discovery
period will be exercised for a period of two (2) years beginning at the time
work under this Contract is completed.
10.2.10.2 The policy shall cover wrongful acts, errors and omissions committed by the
Contractor or its employees while performing professional services under this
contract.
10.2.11 ADDITIONAL INSURANCE REQUIREMENTS: The policies, except Worker’s
Compensation and Professional Liability insurance, are to contain, or be endorsed to
contain, the following provisions:
10.2.11.1 Maricopa County, the State of Arizona, and their respective departments,
agencies, boards, commissions, and their respective officers, officials, agents,
and employees and the Contractor if subcontractor(s) is/are used shall be

SERIAL 171197-RFP
additional insureds to the full limits of liability purchased by the Contractor or
any subcontractor(s), even if those limits of liability are in excess of those
required by the Contract.
10.2.11.2 The Contractor’s and its subcontractors’ insurance coverage shall be primary
insurance with respect to all other available sources.
10.2.11.3 The Contractor’s and its subcontractors’ insurance shall apply separately to
each insured against whom claim is made or suit is brought, except with
respect to the limits of the insurer's liability. Coverage provided by the
subcontractors shall not limit their liability assumed under the indemnification
provisions of their contracts with the Contractor.
10.2.12 NOTICE OF CANCELLATION: With the exception of (10) days prior written notice
of cancellation for non-payment of premium, the insurance policies required above,
except for the professional liability policy, shall contain a provision that (30) days prior
written notice of cancellation or non-renewal shall be sent by insurers to Maricopa
County. Such notice shall be sent directly to the certificate holder on file.
10.2.13 ACCEPTABILITY OF INSURERS: Insurance is to be placed with duly licensed or
approved non-admitted insurers in the State of Arizona with an “A.M. Best” rating of not
less than A VII. The County in no way warrants that the above-required minimum insurer
rating is sufficient to protect the Contractor from potential insurer insolvency.
10.2.13.1 If the social services program utilizes the Social Service Contractors
Indemnity Pool (SSCIP) or other approved insurance pool for insurance
coverage, SSCIP or the other approved insurance pool is exempt from the
A.M. Best’s rating requirement listed in this Contract. If the Contractor or it
Subcontractor chooses to use SSCIP or another approved insurance pool as its
insurance provider, the Contract or Contractor’s Subcontract would be
considered in full compliance with insurance requirements relating to the
A.M. Best rating requirements.
10.2.13.2 Contractors or subcontractors submitting Certificates of Insurance identifying
SSCIP, AMRRP, or another approved insurance pool will be considered as
meeting the insurance requirements including those related to sexual abuse
and molestation.
10.2.14 VERIFICATION OF COVERAGE: Contractor shall furnish the County with
certificates of insurance (ACORD form or equivalent approved by the County) as
required by this Contract. The certificates for each insurance policy are to be signed by a
person authorized by that insurer to bind coverage on its behalf.
10.2.14.1 All certificates and required endorsements are to be received and approved by
Maricopa County before work commences. Each insurance policy required by
this Contract must be in effect at or prior to commencement of work under
this Contract and remain in effect for the duration of the Contract’s contract
term. Failure to maintain the insurance policies as required by this Contract, or
to provide evidence of renewal, is a material breach of contract.
10.2.14.2 All certificates required by this Contract shall be sent directly to Office of
Procurement Services and MCWDB (Attn: Executive Director), 234 N.
Central Avenue, Ste. 3000, Phoenix, AZ 85004. The County’s Contract
number is to be noted on the certificate of insurance. The County reserves the
right to require complete, copies of any affected insurance policies required by
this Contract in the event pf a claim occurring.

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10.2.15 APPROVAL: Any modification or variation of these Insurance Requirements under this
Contract must have prior approval from the Office of Procurement Services, whose
decision shall be final.
10.2.16 EXCEPTIONS: As the other Party to this Contract, the Contractor is not a public entity
and shall provide a certificate of insurance or self-insurance to the County. In the event
the Contractor’s subcontractor(s) is/are a public entity, then the Insurance Requirements
may, based upon the sole discretion of the County, not apply. Such subcontractor public
entity may, based upon the sole discretion of the County, provide a certificate of self-
insurance to the Contractor and may be provided to the County upon request.
10.3 WARRANTY OF SERVICES:
10.3.1 The Contractor warrants 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 warranty.
10.3.2 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 warranty 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.
10.4 REQUIREMENTS CONTRACT:
10.4.1 Contractors signify their understanding and agreement by signing a bid submittal, that the
Contract resulting from the bid is a requirements contract. However, the Contract does
not guarantee any minimum or maximum number of purchases will be made. It only
indicates that if purchases are made for the services contained in the Contract, they will
be purchased from the Contractor awarded that item if the Contractor can meet all the
delivery requirements of the County.
10.4.2 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.
10.4.3 Contractor shall accept verbal notification of cancellation of Purchase Orders from the
County Procurement Officer with written notification to follow. By submitting a bid in
response to this Invitation for Bids, the Contractor specifically acknowledges to be bound
by this cancellation policy.
10.5 BACKGROUND CHECKS FOR EMPLOYMENT THROUGH CENTRAL REGISTRY:
10.5.1 The provisions of A.R.S. § 8-804 (as may be amended) are hereby incorporated in its
entirety as provisions of this Contract.
10.5.2 Contractor shall conduct Central Registry Background Checks on all employees. The
information contained in the Central Registry will be used as a factor to determine
qualifications for positions that provide direct service to juveniles, children, or vulnerable
adults as follows:
10.5.2.1 Any person, their employees or volunteers who apply for a contract with
MCHSD; or
10.5.2.2 All employees of the Contractor; or

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10.5.2.3 A subcontractor of the Contractor and the subcontractor’s employees; and
10.5.2.4 Prospective employees of the Contractor or its subcontractor at the request of
the prospective employer.
10.5.2.5 Volunteers who provide direct services to children or vulnerable adults shall
have a Central Registry Background Check which is to be used as a factor to
determine qualifications for volunteer positions.
10.5.2.6 A person who is disqualified because of a Central Registry Background Check
may apply to the Board of Fingerprinting for a Central Registry exception
pursuant to A.R.S. § 41-619.57. A person who is granted a Central Registry
exception pursuant to A.R.S. § 41-619.57 is not entitled to a contract,
employment, licensure, certification or other benefit because the person has
been granted a Central Registry exception.
10.5.2.7 Before being employed or volunteering in a position that provides direct
services to children or vulnerable adults under this Contract, persons shall
certify on forms provided by ADES whether an allegation of abuse or neglect
was made against them and was substantiated. The completed forms are to be
maintained as confidential.
10.5.2.8 A person awaiting receipt of the Central Registry Background Check may
provide direct services to clients after completion and submittal of the Direct
Service Position certification form if the certification states:
10.5.2.8.1 The person is not currently the subject of an investigation of child
abuse or neglect in Arizona or another state or jurisdiction; and
10.5.2.8.2 The person has not been the subject of an investigation of child
abuse or neglect in Arizona, or another state or jurisdiction, which
resulted in a substantiated finding. The Certification for Direct
Service Position is located at:
https://des.az.gov/documents-center?qt-content-tab=0, in search by
name field enter “Background” and select DDD-1703A
10.5.2.9 If the Central Registry Background Check specifies any disqualifying act and
the person does not have a Central Registry exception, the person shall be
prohibited from providing direct services under this contract.
10.5.2.10 The Contractor shall maintain the Central Registry Background Check results
and any related forms or documents in a confidential file for five (5) years
after termination of the Contract.
10.5.2.11 Upon request the Contractor shall provide valid Background Check
information to the County.
10.6 FINGERPRINTING:
10.6.1 Contractor shall comply with the Provisions of A.R.S. § 46-141 as may be amended.
10.6.2 Contractor shall comply with, and shall ensure that all Contractor’s employees,
independent contractor, subcontractors, volunteers and other agents comply with, all
applicable (current and future) legal requirements relating to fingerprinting,
fingerprinting clearance cards, certification regarding pending or past criminal matters,
and criminal records checks that relate to contract performance.
10.6.3 Applicable legal requirements relating to fingerprinting, certification, and criminal
background checks may include, but not limited, to the following: A.R.S. §§ 36-594.01,

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36-3008, 41-1964, and 46-141. All applicable legal requirements relating to
fingerprinting, fingerprint clearance cards, certification regarding pending or past
criminal matters, and criminal records checks are hereby incorporated in their entirety as
provisions of this Contract. The Contractor is responsible for knowing which legal
requirements relating to fingerprinting, fingerprint clearance cards, certifications
regarding pending or past criminal matters, and criminal records checks relate to contract
performance.
10.6.4 To the extent A.R.S. §§ 46-141 is applicable to contract performance or the services
provided under this Contract, the following provisions apply:
10.6.4.1 Personnel who are employed by the Contractor, whether paid or not, and who
are required or allowed to provide services directly to juveniles or vulnerable
adults shall have a valid fingerprint clearance card or shall apply for a
fingerprint clearance card within (7) seven working days of employment.
10.6.4.2 Except as provided in A.R.S. § 46-141, this Contract may be cancelled or
terminated immediately if a person employed by the Contractor and who has
contact with juveniles certifies pursuant to the provisions of A.R.S § 46-141 (as
may be amended) that the person is awaiting trial or has been convicted of any
of the offenses listed therein in the State, or of acts committed in another state
that would be offenses in this State, or if the person does not possess or is denied
issuance of a valid fingerprint clearance card.
10.6.5 Upon request the Contractor shall make available valid Fingerprinting information to the
County.
10.7 SUSPENSION OF WORK
10.7.1 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.
10.8 STOP WORK ORDER
10.8.1 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
90 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 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:
10.8.1.1 Cancel the stop-work order; or
10.8.1.2 Terminate the work covered by the order as provided in the Default, or the
Termination for Convenience of the County clause of this contract.
10.8.1.3 The Procurement Officer shall make an equitable adjustment in the delivery
schedule and/or contract price, or otherwise, and the contract shall be modified,

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in writing, accordingly, if the Contractor demonstrates that the stop work order
resulted in an increase in costs to the Contractor.

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10.9 TERMINATION FOR CONVENIENCE:
Maricopa County may terminate the resultant Contract for convenience by providing sixty (60)
calendar days advance notice to the Contractor.
10.10 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:
10.10.1 Deliver the supplies or to perform the services within the time specified in this contract or
any extension;
10.10.2 Make progress, so as to endanger performance of this contract; or
10.10.3 Perform any of the other provisions of this contract.
10.10.4 The County’s right to terminate this contract under these subparagraphs may be exercised
if the Contractor does not cure such failure within thirty (30) days (or more if authorized
in writing by the County) after receipt of the notice from the Procurement Officer
specifying the failure.
10.11 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.
10.12 CONTRACTOR LICENSE REQUIREMENT:
10.12.1 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 using agency of any and all changes concerning permits, insurance or licenses.
10.13 SUBCONTRACTING:
10.13.1 The contractor may, with the consent of the MCWDB, the County and issuing agency,
enter into written subcontract(s) for performance of certain functions under the contract.
No subcontract that the contractor enters into with respect to performance under the
contract shall in any way relieve the contractor of any responsibility for performance of
its duties.
10.13.2 All subcontractors shall meet the same requirements as outlined in this Solicitation.
Under no condition will any work specified be subcontracted without the issuing
agency’s representative’s prior approval. If there is a subcontractor, qualifications shall
be provided for review and approval.

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10.14 AMENDMENTS:
10.14.1 All amendments to this Contract shall be in writing and approved/signed by both parties.
Maricopa County Office of Procurement Services shall be responsible for approving all
amendments for Maricopa County.
10.15 ADDITIONS/DELETIONS OF SERVICE:
10.15.1 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.
10.15.2 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 business days, unless previously approved by the County.
10.16 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.
10.17 SEVERABILITY:
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 this Contract.
10.18 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.
10.19 NON-DISCRIMINATION:
10.19.1 Contractor shall comply with Executive Order 75-5, as modified by Executive Order
2009-09 and all other applicable Federal and State laws, rules, and regulations, including
the American with Disabilities Act. Unless exempt under Federal law the Contractor shall
comply with the Title VI of the Civil Rights Act of 1964 as amended. Contractor shall
comply with the Age Discrimination in Employment Act. The Contractor shall comply with
the Rehabilitation Act of 1973, as amended, which prohibits discrimination in the
employment or advancement in employment of qualified persons because of physical or
mental handicap. The Contractor shall comply with the requirements of the Fair Labor
Standards Act of 1938, as amended.
10.19.2 The Contractor shall comply with Title VI of the Civil Rights Act of 1964, which prohibits
the denial of benefits of or participation in contract services on the basis of race, color, or
national origin. The Contractor shall comply with the requirements of Section 504 of the
Rehabilitation Act of 1973, as amended, which prohibits discrimination on the basis of
handicap, in delivering contract services; and with Title II of the American with Disabilities
Act, and the Arizona Disability Act, which prohibit discrimination on the basis of physical
or mental disabilities in the provision of contract programs, services, and activities.
10.19.3 The following shall be included in all publications, forms, flyers, etc. that are distributed to
recipients of contract services:

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“Under Titles VI and VII of the Civil Rights Act of 1964 (Title VI and VII) and the
American with Disabilities Act of 1990 (ADA) Section 504 of the Rehabilitation Act of
1973 and the Age Discrimination Act of 1975, (insert Contractor name here) prohibits
discrimination in admissions, programs, services, activities or employment based on race,
color, religion, sex, national origin, age, and disability. The (insert Contractor name here)
must make reasonable accommodation to allow a person with a disability to take part in a
program, service, or activity. Auxiliary aids and services are available upon request to
individuals with disabilities. For example, this means that if necessary, the (insert
Contractor name here) must provide sign language interpreters for people who are deaf, a
wheelchair accessible location, or enlarged print materials. It also means that the (insert
Contractor name here) will take any other reasonable action that allows you to take part in
and understand a program or activity, including making reasonable changes to an activity. If
you believe that you will not be able to understand or take part in a program or activity
because of your disability, please let us know of your disability needs in advance if at all
possible. To request this document in alternative format or for further information about this
policy please contact: (insert Contractor contact person and phone number here)” Para
obtener este document en otro formato u obtener informacion adicional sobre esta politica,
(insert Contractor contact person and phone number here)”
10.20 FINANCIAL MANAGEMENT:
10.20.1 The Contractor shall establish and maintain a special (separate) bank account for funds
provided under this Contract, or an accounting system that assures the safeguarding and
accountability of all assets provided under this Contract. No part of the funds deposited in
the special bank account shall be commingled with other funds of the Contractor. Any
interest earned shall be disposed of in a manner specified by the Department in accordance
with applicable State and Federal regulations. If a separate bank account is established, the
Contractor shall provide a signed special bank account agreement authorizing the County to
obtain information about the account. If an accounting system is used, it shall be in accord
with generally accepted accounting principles.
10.21 GOVERNOR'S EXECUTIVE ORDER NO. 88-26
The Contractor is required to use the Arizona Taxonomy of Human Services for reporting and
contracting purposes.
10.22 ISRAEL BOYCOTT
Per A.R.S. § 35-393, Subrecipient certifies that they are not currently engaged in, and agrees for the
duration of the Contract to not engage in a boycott of Israel.
By submitting this proposal the Contractor certifies that they are in compliance with Article
9, A.R.S. § 35-393 et seq.
10.23 GRIEVANCE PROCEDURE:
The Contractor shall establish a system through which applicants for, and recipients of, services may
present grievances and may take appeals about eligibility and other aspects of the Contractor's work
under this Contract. The grievance procedure shall include provisions for notifying the applicants for,
and recipients of, services of their eligibility or ineligibility for service and their right to appeal to the
Department if the grievance is not satisfied at the Contractor's level.
10.24 INDEPENDENT AUDITOR FINANCIAL REPORT:
A copy of the Contractor’s Annual Independent Auditor’s Report for the term of the Contract must
be submitted to the Department when it becomes available.

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10.25 MCWDB MONITORING
10.25.1 MCWDB staff will monitor the Contractor’s compliance with, and performance under,
the terms and conditions of the contract. Administrative reviews, invoicing processes and
other items will be identified at the time of contracting. The Contractor shall make
available for inspection and/or copying by the MCWDC staff, all records and accounts
relating to the work performed or the services provided under the Contract. Contractor
shall be monitored for fiscal, program delivery and contract compliance bi-annually or
more often as needed. Monitoring shall occur during Contractor’s normal business hours,
announced or unannounced.
10.25.2 Contractors found to be deficient in any area shall receive written notification of findings
and required corrective actions. Contractors shall provide a written response outlining
corrective actions and steps to ensure findings are corrected and resolved to preclude
future issues.
10.26 IT 508 COMPLIANCE
10.26.1 Unless specifically authorized in the Contract, any electronic or information
technology offered to the County under this Contract shall comply with A.R.S. § 41-
3531 and § 41-3532 as may be amended, and Section 508 of the Rehabilitation Act of
1973, which requires the employees and members of the public shall have access to use
of information technology that is comparable to the access and use by employees and
members of the public who are not individuals with disabilities.
10.27 LOBBYING:
10.27.1 The Contractor certifies to the best of their knowledge and belief, that no Federal
appropriated funds have been paid or will be paid, by or on behalf of either party, to any
person for influencing or attempting to influence an officer or employee of any agency, a
Member of Congress, an officer or employee of Congress, or an employee of a Member of
Congress in connection with the awarding of any Federal agreement, the making of any
Federal grant, the making of any Federal loan, the entering into of any cooperative
agreement, and the extension, continuation, renewal, amendment, or modification of any
Federal contract, grant, loan, or cooperative agreement.
10.27.2 If any funds other than Federal appropriated funds have been paid or will be paid to any
person for influencing or attempting to influence an officer or employee of any agency, a
Member of Congress, an officer or employee of congress, or an employee of a Member of
Congress in connection with this Federal contract, grant, loan or cooperative agreement,
either party shall complete and submit Standard Form-LLL, "Disclosure Form to Report
Lobbying," in accordance with its instructions.
10.27.3 The Contractor shall require that the language of Lobbying certification be included in
the award documents for all sub-awards at all tiers (including subcontracts, sub-grants,
and contract under grants, loans, and cooperative agreements) and that all sub recipients
shall certify and disclose accordingly.
10.27.4 This certification is a material representation of fact upon which reliance was placed
when this transaction was made or entered into. Submission of this certification is
prerequisite for making or entering into this transaction imposed by section 1352, Title
31, U.S. Code. Any person who fails to file the required certification shall be subject to a
civil penalty of not less than $10,000 and not more than $100,000 for each such failure.
10.28 MINIMUM WAGE REQUIREMENTS:
10.28.1 The Contractor agrees and warrants that it shall pay all its employees engaged in
performing work or providing services under the terms of this Contract not less than the

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minimum wage specified under Section 6(a)(1) of the Fair Labor Standards Act of 1938, as
amended or not less than the minimum wage specified by Arizona law.
10.29 OFFSHORE PERFORMANCE OF WORK PROHIBITED:
Due to security and identity protection concerns, direct services under this Contract shall be
performed within the borders of the United States. Any services that are described in the
specifications or scope of work that directly serve the State of Arizona or its clients and may
involve access to secure or sensitive data or personal client data or development or modification of
software for the State shall be performed within the borders of the United States. Unless
specifically stated otherwise in the specifications, this definition does not apply to indirect or
“overhead” services, redundant back-up services or services that are incidental to the performance
of the Contract. The provision applies to work performed by subcontractors at all tiers.
10.30 POLITICAL ACTIVITY PROHIBITED:
None of the funds, materials, property or services contributed by the Department or the Contractor
under this Contract shall be used in the performance of this Contract for any partisan political
activity, or to further the election or defeat of any candidate for public office.
10.31 RELIGIOUS ACTIVITY COSTS:
The Contractor agrees that costs, planned or claimed, including costs incurred by any Subcontractor,
shall not include any expense for any religious activity.
10.32 SAFEGUARDING OF PARTICIPANT/CLIENT INFORMATION:
10.32.1 The Contractor shall observe and abide by all applicable State and federal statues, rules and
regulations regarding the use or disclosure of information including, but not limited to,
information concerning applicants for and recipients of contract services. To the extent
permitted by law, the Contractor shall release information to MCHSD, ADES, and to the
Attorney’s General’s Office as required by the terms of this contract, by law or upon their
request.
10.32.2 The Contractor shall comply with the requirements of Arizona Address Confidentiality
Program, A.R.S. § 41-161 et seq. MCWDB will advise the Contractor as to applicable
policies and procedures ADES has adopted for such compliance.
10.33 SINGLE AUDIT ACT REQUIREMENTS:
If the Contractor receives $750,000 in federal funds, the Contractor is subject to the federal audit
requirements of the Single Audit Act of 1984, as amended (Pub. L. No. 98-502) (codified at 31
U.S.C. §§ 7501, et seq.). Contractor shall comply with 2 CFR § 200 Subpart F. Upon completion,
such audits shall be made available for public inspection. Audits shall be submitted within the twelve
(12) months following the close of the fiscal year. Contractor shall take corrective actions within six
(6) months of the date of receipt of the reports. The County shall consider sanctions as described in 2
CFR § 200.505 if Contractor is noncompliant with the audit requirements.
10.34 STAFF AND VOLUNTEER TRAINING:
The MCWDB may make available to the Contractor the opportunity to participate in any applicable
training activities conducted by the Department.
10.35 TECHNICAL ASSISTANCE:
The MCWDB will provide reasonable technical assistance to the Contractor to assist in complying
with State and Federal laws, regulations and accountability for diligent performance and compliance
with the terms and conditions of this Contract and all applicable laws, regulations and standards.

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However, this in no way relieves the Contractor of full responsibility and accountability for its
actions and performance in compliance with the terms of this Contract.
10.36 ADEQUACY OF RECORDS:
If the Contractor's books, records and other documents relevant to this Contract are not sufficient to
support and document that allowable services were provided to eligible participants, the Contractor
shall reimburse The Department for the services not supported and documented.
10.37 ALLOCATION OF FUNDING
Should additional funds become available during the term of the contract period, the Department
reserves the right to allocate these funds and proportionate services in the contractor’s agreement.
Allocations may be adjusted based on documented client need, census determinations, over, under or
non-performance of contract.
10.38 ALTERNATIVE DISPUTE RESOLUTION
10.38.1 After the exhaustion of the administrative remedies provided in the Maricopa County
Procurement Code, any contract dispute in this matter is subject to compulsory
arbitration. Provided the parties participate in the arbitration in good faith, such
arbitration is not binding, and the parties are entitled to pursue the matter in state or
federal court sitting in Maricopa County for a de novo determination on the law and facts.
If the parties cannot agree on an arbitrator, each party will designate an arbitrator and
those two arbitrators will agree on a third arbitrator. The three arbitrators will then serve
as a panel to consider the arbitration. The parties will be equally responsible for the
compensation for the arbitrator(s). The hearing, evidence, and procedure will be in
accordance with Rule 74 of the Arizona Rules of Civil Procedure. Within ten (10) days of
the completion of the hearing the arbitrator(s) shall:
10.38.1.1 Render a decision;
10.38.1.2 Notify the parties that the exhibits are available for retrieval; and
10.38.1.3 Notify the parties of the decision in writing (a letter to the parties or their
counsel shall suffice).
10.38.2 Within ten (10) days of the notice of decision, either party may submit to the arbitrator(s)
a proposed form of award or other final disposition, including any form of award for
attorneys’ fees and costs. Within five (5) days of receipt of the foregoing, the opposing
party may file objections. Within ten (10) days of receipt of any objections, the
arbitrator(s) shall pass upon the objections and prepare a signed award or other final
disposition and mail copies to all parties or their counsel. Any party which has appeared
and participated in good faith in the arbitration proceedings may appeal from the award
or other final disposition by filing an action in the state or federal court sitting in
Maricopa County within twenty (20) days after date of the award or other final
disposition. Unless such action is dismissed for failure to prosecute, such action will
make the award or other final disposition of the arbitrator(s) a nullity.
10.39 CERTIFICATION REGARDING DEBARMENT AND SUSPENSION
10.39.1 The undersigned (authorized official signing for the Contractor) certifies to the best of his
or her knowledge and belief, that the Contractor:
10.39.2 is not presently debarred, suspended, proposed for debarment, declared ineligible, or
voluntarily excluded from covered transactions by any Federal Department or agency;
10.39.3 have not within 3-year period preceding this Contract been convicted of or had a civil
judgment rendered against them for commission of fraud or a criminal offense in
connection with obtaining, attempting to obtain, or performing a public (Federal, State or
local) transaction or contract under a public transaction; violation of Federal or State

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antitrust statues or commission of embezzlement, theft, forgery, bribery, falsification or
destruction of records, making false statements, or receiving stolen property;
10.39.4 are not presently indicted or otherwise criminally or civilly charged by a government
entity (Federal, State or local) with commission of any of the offenses enumerated in
paragraph (2) of this certification; and
10.39.5 Have not within a 3-year period preceding this Contract had one or more public
transaction (Federal, State or local) terminated for cause of default.
10.39.6 The Contractor agrees to 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.
10.40 DUNS NUMBER AND SYSTEM FOR AWARD MANAGEMENT REGISTRATION
Funding for activities under this contract is provided through U.S. Department of Health and
Human Services Office: Administration for Children and Families. All Contractors that receive
federal funding must obtain a Data Universal Numbering System (DUNS) number through
http://fedgov.dnb.com/webform. Contractor must also register and remain current with the System
for Award Management (SAM) www.sam.gov a database of basic business information for
contractors that receive federal funds. All contractors shall provide their DUNS Number with
proposal submittal.
10.41 CHANGES ORIGINATED BY THE DEPARTMENT
10.41.1 Budget Adjustments: If changes do not result in an increase or reduction of the total
contract budget amount and result in more than a 10% change in an itemized service
budget category subtotal, changes will take place with budget change order sheets
executed, approved and signed by both the Executive Director of the Maricopa County
Workforce Development Board and Contractor agency director.
10.41.2 Changes that result in an increase or decrease in the total contract budget will require a
formal contract amendment.
10.41.3 Any dispute or disagreement resulting from written change orders shall constitute a dispute
within the meaning of the Disputes section under this Contract and shall be adjusted
accordingly.
10.41.4 The Department Executive Director of the Maricopa County Workforce Development
Board may, at any time, make changes by written order to the general scope of this
contract in any or all of the following areas and methods:
10.41.4.1 Minor work statement revisions: These changes will be communicated in
writing to the subcontractor agency directors through written memorandums.
10.41.4.2 Administrative requirements such as reporting criteria: These changes will be
communicated in writing to subcontractor agency directors through written
memorandums.
10.42 CONTRACTOR CHANGES
10.42.1 The Contractor shall notify the Executive Director, in writing, within fifteen (15)
calendar days, of any changes in the following:
10.42.1.1 agency staff funded with this contract
10.42.1.2 agency authorized signatory
10.42.1.3 agency address, phone, fax, email addresses
10.42.1.4 person to whom contract notices should be sent

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10.42.1.5 any variation of insurance requirements as indicated in this Contract
10.43 DEPARTMENT DETERMINATIONS
The County reserves the right to decrease Contractor’s budget or scope of services described herein
based on any over/under or non-performance resulting from program overview and monitoring by
MCWDB staff. Such changes will be through a formal Amendment.
10.44 FEES AND PROGRAM INCOME
Unless specifically authorized in the Contract, the Contractor shall impose no fees or charges of
any kind upon recipient for contract services. without prior authorization from Maricopa
County Workforce Development Board (MCWDB).
10.45 UNALLOWABLE COSTS
10.45.1 The Contractor shall, upon written notice thereof, reimburse the County for any payments
made under this Contract that are disallowed by a federal, State or County audit in the
amount of the disallowance, as well as court costs and attorney’s fees the County spends
to pursue legal action relating to a disallowance. Court costs and attorney’s fees incurred
will be specifically identified as applicable to the recovery of the disallowed costs in
question.
10.45.2 If the County determines that a cost for which payment has been made is a disallowed
cost, the County will notify the Contractor in writing of the disallowance and the required
course of action, which shall be at the option of the County, either to adjust any future
claim submitted by the Contractor by the amount of the disallowance or to require
immediate repayment of the disallowed amount by the Subrecipient issuing a check
payable to the County.
10.46 PAYMENT RECOUPMENT
The Contractor shall reimburse the County upon demand or the County may deduct from future
payments if any of the following apply:
10.46.1 Any amounts received by the Contractor from the County for contract services which
have been inaccurately reported or are found to be unsubstantiated.
10.46.2 Any amounts paid by the Contractor to a subcontractor not authorized in writing by the
County.
10.46.3 Contractor shall comply with the Uniform Guidance at 2 CFR 200 and FAR Part 31
Contract Cost Principles and Procedures.
10.46.4 Any amounts paid by the County for which the Contractor’s books, records, and other
documents are not sufficient to clearly substantiate that those amounts were used by the
Contractor to perform contract services.
10.46.5 Any amounts received by the Contractor from the County which are identified as a
financial audit exception.
10.46.6 Any amounts paid or reimbursed in excess of the contract or service reimbursement
ceiling.
10.46.7 Any payments made for services rendered before the contract begin date or after the
contract termination date.

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10.47 SUBSTANTIAL INTEREST DISCLOSURE
10.47.1 Contractor shall not make any payments, either directly or indirectly, to any person,
partnership, corporation, trust, or any other organization which has a substantial interest
in Contractor's organization or with which Contractor (or one of its directors, officers,
owners, trust certificate holders or a relative thereof) has a substantial interest, unless
Contractor has made a full written disclosure of the proposed payments, including
amounts, to the Department.
10.47.2 Leases or rental agreements of property shall be in writing and accompanied by an
independent commercial appraisal of fair market rental, lease, or purchase value, as
appropriate.
10.47.3 For the purpose of this Section, "relative" shall have the same meaning as in A.R.S. §38-
502 as may be amended.
10.48 EQUIPMENT PURCHASES
Procurement of equipment with funds received under this Contract, and for a cost equal to or greater
than $1000 is prohibited under this Contract.
10.49 MATERIALS AND SUPPLIES
Procurement of equipment with a cost less than $1000 is considered materials and supplies.
Individual procurements, purchased with funds provided under this Contract, of less than $300
require oral price quotations from two or more vendors. The Contractor shall keep and maintain a
record of the vendors’ verbal quotations.
Individual procurements equal to or in excess of $300 but less than $1000, purchased with funds
provided under this Contract, are subject to a system of written quotes. Contractor shall keep and
maintain a record of the vendors’ written quotations.
10.50 MINORITY, WOMEN AND SMALL BUSINESS ENTERPRISES
The Contractor shall take affirmative steps to provide an opportunity for minorities, women, and
small businesses to compete in the procurement of equipment and supplies under this Agreement.
Funding source requirements relating to competitive bid procedures may supersede any or all
subparts of this clause and will be specified in the Special Provisions Section of this Agreement.
10.51 PROPERTY
10.51.1 Any County property furnished or purchased pursuant to the terms of the Contract shall be
utilized, maintained, repaired and accounted for in accordance with instructions furnished
by the County, and shall revert to the County upon termination of the Contract, unless the
County determines otherwise. The costs to repair such property are the responsibility of the
Contractor within the limits budgeted herein. Repair costs beyond the budgeted amount
must be approved by the MCWDB Executive Director.
10.51.2 Any Contractor property furnished or purchased pursuant to the terms of the Contract shall
be utilized, maintained, repaired and accounted for by the Contractor. Repair costs of such
property shall be the responsibility of the Contractor.
10.52 EMPLOYMENT DISCLAIMER
10.52.1 This Contract is not intended to constitute, create, give rise to, or otherwise recognize a
joint venture agreement, partnership or other formal business association or organization of

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any kind between the Parties, and the rights and obligations of the Parties shall be only
those expressly set forth in Contract.
10.52.2 The Contractor agrees that no individual performing under the Contract on behalf of the
Contractor is to be considered a County employee, and that no rights of County civil
service, County retirement, or County personnel rules shall accrue to such individual. The
Contractor shall have total responsibility for all salaries, wages, bonuses, retirement,
withholdings, workman's compensation, occupational disease compensation,
unemployment compensation, other employee benefits, and all taxes and premiums
appurtenant thereto concerning such individuals and shall save and hold the County
harmless with respect thereto.
10.53 VERIFICATION REGARDING COMPLIANCE WITH ARIZONA REVISED
STATUTES §41-4401 AND FEDERAL IMMIGRATION LAWS AND REGULATIONS:
10.53.1 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 years, whichever is longer. I-9 forms are available
for download at USCIS.GOV.
10.53.2 The County retains the legal right to inspect contractor and subcontractor employee
documents performing work under this Contract to verify compliance with paragraph
10.53.1 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.
10.54 INFLUENCE
As prescribed in MC1-1202 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.
An attempt to influence includes, but is not limited to:
10.54.1 A Person offering or providing a gratuity, gift, tip, present, donation, money,
entertainment or educational passes or tickets, or any type valuable contribution or
subsidy,
10.54.2 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.

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10.55 Contractor Employee Whistleblower Rights and Requirement To Inform Employees of
Whistlerblower Rights.
10.55.1 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;
10.55.2 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.
10.55.3 Contractor shall insert the substance of this clause, including this paragraph (c), in all
subcontracts over the simplified acquisition threshold ($150,000 as of September 2013).
10.56 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.
Offshore
10.57 ACCESS TO AND RETENTION OF RECORDS FOR THE PURPOSE OF AUDIT AND/OR
OTHER REVIEW:
10.57.1 In accordance with section MCI 371 of the Maricopa County Procurement Code the
Contractor agrees to retain 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.
10.57.2 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.
10.57.3 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 deduction from current billings Submitted by the Contractor by 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.
10.58 AUDIT DISALLOWANCES:
If at any time, County determines that a cost for which payment has been made is a disallowed
cost, such as overpayment, County shall notify the Contractor in writing of the disallowance.
County shall also state the means of correction, which may be but shall not be limited to
adjustment of any future claim submitted by the Contractor by the amount of the disallowance, or
to require repayment of the disallowed amount by the Contractor.

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10.59 OFFSET FOR DAMAGES;
In addition to all other remedies at Law or Equity, the County may offset from any money due to
the Contractor any amounts Contractor owes to the County for damages resulting from breach or
deficiencies in performance of the contract.
10.60 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.
10.61 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.
10.62 RELATIONSHIPS:
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.
10.63 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 or in the United States
District Court for the District of Arizona, sitting in Phoenix, Arizona
10.64 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.
10.65 ORDERING AUTHORITY:
Any request for purchase shall be accompanied by a valid purchase order, issued by Office
of Procurement Services, a Purchase Order issued by the using Department or direction by a
Certified Agency Procurement Aid (CAPA) with a Purchase Card for payment.
10.66 NO MINIMUM OR MAXIMUM PURCHASE OBLIGATION:
10.66.1 This Contract does not guarantee any minimum or maximum purchases will be
made. Orders will only be placed under this Contract when the County identifies a
need and proper authorization and documentation have been approved.
10.66.2 Contractors agree to accept verbal notification of cancellation of Purchase Orders
from the County Procurement Officer with written notification to follow.
Contractor specifically acknowledges to be bound by this cancellation policy.

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10.67 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.
10.68 PRICES:
Contractor warrants that prices currently extended to County under this Contract are no
higher than those paid by any other customer for these or similar services as of the date of
June 8, 2018.
10.69 INCORPORATION OF DOCUMENTS:
The following are to be attached to and made part of this Contract:
10.69.1 Exhibit A, Vendor Information & Itemized Service Budget
10.69.2 Exhibit A-1, Budget Narrative
10.69.3 Exhibit B, Service Methodology;
10.69.4 Exhibit C, References
10.69.5 Exhibit D, Certification Regarding Debarment
10.69.6 Exhibit E, Accounting certification Accounting Packet
10.69.7 Exhibit F, Lobbying Disclosure Packet
10.69.8 Exhibit G, Office of Procurement Services Contractor Travel and Per Diem Policy.
10.69.9 Exhibit H, Agreement and Duns#
NOTICES:
All notices given pursuant to the terms of this Contract shall be addressed to:
For County:
Maricopa County
Office of Procurement Services
ATTN: Contract Administration
320 West Lincoln Street
Phoenix, Arizona 85003-2494
For Contractor:
MAXIMUS Human Services, Inc.
Charles K. Sweeney
1891 Metro Center Drive
Reston, Virginia 20190

SERIAL 171197-RFP

SERIAL 171197-RFP
EXHIBIT A
VENDOR INFORMATION
SERIAL 171197-RFP
NIGP CODE:
RESPONDENT'S NAME: MAXIMUS Human Services, Inc.
COUNTY VENDOR NUMBER:
ADDRESS:
Reston, Virgina 20190
P.O. ADDRESS:
TELEPHONE NUMBER: 703-251-8500
FACSIMILE NUMBER: 703-251-8240
WEB SITE: www.maximus.com
CONTACT (REPRESENTATIVE): Greg Warmink Gretchen Caraway
GregaryJWarmink@maximus.com
REPRESENTATIVE'S E-MAIL ADDRESS: gretchencaraway@maximus.com
YES NO REBATE
WILL ALLOW OTHER GOVERNMENTAL ENTITIES TO PURCHASE
FROM THIS CONTRACT [ X ] [ ]
WILL ACCEPT PROCUREMENT CARD FOR PAYMENT: [ ] [X ]
WILL OFFER REBATE (CASH OR CREDIT) FOR UTILIZING
PROCUREMENT CARD: [ ] [X] %
(Payment shall be made within 48 hours of utilizing the Purchasing Card)
RESPONDENT IS REQUIRED TO PICK ONE OF THE FOLLOWING PAYMENT TERMS.
FAILURE TO INDICATE PAYMENT TERMS WILL RESULT IN A DEFAULT TO NET 30 DAYS.
RESPONDENT MUST INITIAL THEIR SELECTION BELOW.
[ ] NET 10 DAYS [ ] NET 45 DAYS [ ] 1% 10 DAYS NET 30 DAYS
[ ] NET 15 DAYS [ ] NET 60 DAYS [ ] 2% 30 DAYS NET 31 DAYS
[ ] NET 20 DAYS [ ] NET 90 DAYS [ ] 1% 30 DAYS NET 31 DAYS
[X] NET 30 DAYS [ ] 2% 10 DAYS NET 30 DAYS [ ] 5% 30 DAYS NET 31 DAYS

SERIAL 171197-RFP
EXHIBIT A
ITEMIZED SERVICE BUDGET
I PERSONNEL
Cost of
TOTA TOTAL Salary for TOTAL FTE Percent (% ) of Allocated TOTAL COST Service to Proposed
Position L FTE Period Level for Functions of Position* for Contract Other Cost to
Number Level Position Title 07/01/2017 - 6/30/2018 Contract Service A + D = Total % Service Resources MCWDB
1 1.00 OSO Manager $70,000.00 1.00 A - 20% + D - 80% = 100% $70,000 $0 $70,000
2 1.00 Navigator $28,000.00 1.00 A - 0% + D - 100% = 100% $28,000 $0 $28,000
$0 $0 $0
$0 $0 $0
Total FTE's dedicated to this contract: 2.00 TOTAL: $98,000 $0 $98,000
II EMPLOYEE RELATED EXPENSES
MCWDB
ITEM BASIS TOTAL COST COST
Fringe Benefits 29.0300% $98,000 $28,449 $0 $28,449
TOTAL: $28,449 $0 $28,449
III PROFESSIONAL AND OUTSIDE SERVICES
MCWDB
ITEM BASIS TOTAL COST COST
Consultant Annual Estimated Costs $5,000 $0 $5,000
$0 $0 $0
$0 $0 $0
TOTAL: $5,000 $0 $5,000
IV TRAVEL
MCWDB
ITEM BASIS TOTAL COST COST
Mileage / Local Travel Annual Estimated Costs $1,380 $0 $1,380
$0 $0 $0
$0 $0 $0
TOTAL: $1,380 $0 $1,380

SERIAL 171197-RFP
V SPACE
MCWDB
ITEM BASIS TOTAL COST COST
$0 $0 $0
$0 $0 $0
$0 $0 $0
$0 $0 $0
$0 $0 $0
TOTAL: $0 $0 $0
VI MATERIALS AND SUPPLIES
MCWDB
ITEM BASIS TOTAL COST COST
Computers Annual Estimated Costs $3,500 $0 $3,500
Office Supplies Annual Estimated Costs $960 $0 $960
$0 $0 $0
$0 $0 $0
$0 $0 $0
$0 $0 $0
TOTAL: $4,460 $0 $4,460
VII OPERATING SERVICES
MCWDB
ITEM BASIS TOTAL COST COST
Overhead 12.78% Of Personnel and Employee Related Expenses $16,160 $0 $16,160
General & Administrative 17.93% Of Direct Costs & Overhead $26,617 $0 $26,617
Fees 10% of Total Costs $19,933 $0 $19,933
$0 $0 $0
$0 $0 $0
$0 $0 $0
$0 $0 $0
$0 $0 $0
TOTAL: $62,711 $0 $62,711
Cost of
Contract
TOTAL COST Service to Proposed
for Contract Other Cost to
Service Resources MCWDB

SERIAL 171197-RFP
VIII TOTAL Costs per Column: $200,000 $0 $200,000
Total of Total
List All Other Proposed
Administrative/Operating TOTAL Resources MCWDB
Cost REVENUE SOURCES: Revenue(s) Revenue(s) revenue
MCWDB (proposed) $200,000 $200,000
$0
IX TOTAL REVENUES: $200,000 $0 $200,000

SERIAL 171197-RFP
ITEMIZED SERVICE BUDGET
CONTRACT SERVICE: Arizona@Work Maricopa County One Stop Operator
CONTRACT PERIOD: 07/01/2018 to 6/30/2019
PROVIDER NAME: MAXIMUS Human Services, Inc.
*A = % Administrative Functions *D = % Direct Service Functions
I PERSONNEL
TOTAL Salary for TOTAL FTE
TOTAL Period Level for Percent (% ) of Allocated Cost of Service Proposed
Position FTE 07/01/2017 - Contract Functions of Position* TOTAL COST for to Other Cost to
Number Level Position Title 6/30/2018 Service A + D = Total % Contract Service Resources MCWDB
1 1.00 OSO Manager $72,100.00 1.00 A - 20% + D - 80% = 100% $72,100 $0 $72,100
2 1.00 Navigator $43,260.00 0.85 A - 0% + D - 100% = 100% $36,771 $0 $36,771
$0 $0 $0
$0 $0 $0
Total FTE's dedicated to this contract: 1.85 TOTAL: $108,871 $0 $108,871
II EMPLOYEE RELATED EXPENSES
ITEM BASIS TOTAL COST MCWDB COST
Fringe Benefits 24.7625% $108,871 $26,959 $0.0 $26,959
TOTAL: $26,959 $0 $26,959
III PROFESSIONAL AND OUTSIDE SERVICES
ITEM BASIS TOTAL COST MCWDB COST
Consultant Annual Estimated Costs $0 $0 $0
$0 $0 $0
$0 $0 $0
TOTAL: $0 $0 $0
IV TRAVEL
ITEM BASIS TOTAL COST MCWDB COST
Mileage / Local Travel Annual Estimated Costs $1,380 $0 $1,380
$0 $0 $0
$0 $0 $0
TOTAL: $1,380 $0 $1,380
V SPACE
ITEM BASIS TOTAL COST MCWDB COST
$0 $0 $0
$0 $0 $0
$0 $0 $0
$0 $0 $0
$0 $0 $0
TOTAL: $0 $0 $0
VI MATERIALS AND SUPPLIES
ITEM BASIS TOTAL COST MCWDB COST
Computers Annual Estimated Costs $0 $0 $0
Office Supplies Annual Estimated Costs $960 $0 $960
$0 $0 $0
$0 $0 $0
$0 $0 $0
$0 $0 $0
TOTAL: $960 $0 $960
VII OPERATING SERVICES
ITEM BASIS TOTAL COST MCWDB COST
Overhead 12.21% Of Personnel and Employee Related Expenses $16,585 $0 $16,585
General & Administrative 15.51% Of Direct Costs & Overhead $24,003 $0 $24,003
Fees 11.11 % of Total Costs $19,862 $0 $19,862
$0 $0 $0
$0 $0 $0
$0 $0 $0
$0 $0 $0
$0 $0 $0
TOTAL: $60,449 $0 $60,449
Cost of
Contract
Service to Proposed
TOTAL COST for Other Cost to
Contract Service Resources MCWDB
VIII TOTAL Costs per Column: $198,619 $0 $198,619
Total
List All Total of Other Proposed
Administrative/Operating Cost TOTAL Resources MCWDB
REVENUE SOURCES: Revenue(s) Revenue(s) revenue
MCWDB (proposed) $198,619 $198,619
$0
IX TOTAL REVENUES: $198,619 $0 $198,619

SERIAL 171197-RFP
ATTACHMENT D
Itemized Service Budget
ITEMIZED SERVICE BUDGET
CONTRACT SERVICE: Arizona@Work Maricopa County One Stop Operator
CONTRACT PERIOD: 07/01/2018 to 12/31/2019
PROVIDER NAME: MAXIMUS Human Services, Inc.
*A = % Administrative *D = % Direct Service Functions
Functions
TOTAL TOTAL
I PERSONNEL Salary for FTE
TOTAL Period Level for Percent (%) of Allocated
Position FTE 07/01/2017 Contract Functions of Position* TOTAL Cost of Service to Proposed
COST for Cost
Number Level Position 6/30/2018 Service A + D = Total % Contract Other Resources to
Title Service MCWDB
1 1.00 Project $102,000.00 0.15 A - 90% + D - 10% = $7,650 $0 $7,650
Director 100%
2 1.00 OSO $50,000.00 1.00 A - 20% + D - 80% = $25,000 $0 $25,000
Manager 100%
3 1.00 Navigator $50,000.00 1.00 A - 0% + D - 100% = $25,000 $0 $25,000
100%
Total FTE's dedicated to this 2.15 TOTAL: $57,650 $0 $57,650
contract:
II EMPLOYEE RELATED EXPENSES
ITEM TOTAL MCWDB
BASIS COST COST
Fringe Benefits $57,650 $15,403 $0.0 $15,403
26.7181%
TOTAL: $15,403 $0 $15,403
III PROFESSIONAL AND OUTSIDE SERVICES
ITEM TOTAL MCWDB
BASIS COST COST
Consultant $0 $0 $0
Estimated Costs
$0 $0 $0
$0 $0 $0
TOTAL: $0 $0 $0
IV TRAVEL
ITEM TOTAL MCWDB
BASIS COST COST
Mileage / Local Travel $600 $0 $600
Estimated Costs
$0 $0 $0
$0 $0 $0
TOTAL: $600 $0 $600
V SPACE
ITEM BASIS TOTAL MCWDB
COST COST
$0 $0 $0
$0 $0 $0
$0 $0 $0
$0 $0 $0
$0 $0 $0
TOTAL: $0 $0 $0
VI MATERIALS AND SUPPLIES
ITEM BASIS TOTAL MCWDB
COST COST
Office Supplies Estimated Costs $386 $0 $386
$0 $0 $0
$0 $0 $0
$0 $0 $0
$0 $0 $0

SERIAL 171197-RFP
TOTAL: $386 $0 $386
VII OPERATING SERVICES
ITEM BASIS TOTAL MCWDB
COST COST
Overhead 10.40% Of Personnel and Employee Expenses $7,598 $0 $7,598
Related
General & 10.70% Of Direct Costs & Overhead $8,735 $0 $8,735
Administrative
Fees 9.89 % of Total Costs $8,938 $0 $8,938
$0 $0 $0
$0 $0 $0
$0 $0 $0
$0 $0 $0
$0 $0 $0
TOTAL: $25,271 $0 $25,271
Cost of Contract Proposed
TOTAL COST for Service to Other
Cost to Contract Service Resources
MCWDB
VIII TOTAL Costs per $99,309.5 $0 $99,309.5
Column:
List All Total of Total
Administrative/Operating TOTAL Other Proposed
Cost REVENUE Revenue(s) Resources MCWDB
SOURCES: Revenue(s) revenue
MCWDB (proposed) $99,309.5 $99,309.5
$0
$99,309.5 $0.0 $99,309.5
IX TOTAL REVENUES:

SERIAL 171197-RFP
EXHIBIT A
ITEMIZED SERVICE BUDGET
CONTRACT SERVICE: Arizona@Work Maricopa County One Stop Operator
I
PROVIDER
NAME: MAXIMUS Human Services, Inc.
*A = % Administrative
Functions *D = % Direct Service Functions
I PERSONNEL
TOTAL
Salary for
TOTAL Period Percent (% ) of Allocated
Position FTE 01/01/2020 - TOTAL FTE Level for Functions of Position* TOTAL COST for Cost of Service to Proposed Cost to
Number Level Position Title 6/30/2020 Contract Service A + D = Total % Contract Service Other Resources MCWDB
1 1.00 Project Director $97,850 0.20 A - 22% + D - 78% = 100% $9,785 $0 $9,785
2 1.00 OSO Manager $50,000 1.00 A - 0% + D - 100% = 100% $25,000 $0 $25,000
3 1.00 Navigator $40,500 1.00 A - 0% + D - 100% = 100% $20,250 $0 $20,250
Total FTE's dedicated to this
contract: 2.20 TOTAL: $55,035 $0 $55,035
II EMPLOYEE RELATED EXPENSES
ITEM BASIS TOTAL COST MCWDB COST
Fringe Benefits 25.02% $55,035 $13,768 $0.0 $13,768
TOTAL: $13,768 $0 $13,768

SERIAL 171197-RFP
PROFESSIONAL AND OUTSIDE
III SERVICES
ITEM BASIS TOTAL COST MCWDB COST
Consultant Annual Estimated Costs $0 $0 $0
Audit Services Annual Estimated Costs $5,000 $0 $5,000
$0 $0 $0
TOTAL: $5,000 $0 $5,000
IV TRAVEL
ITEM BASIS TOTAL COST MCWDB COST
Mileage / Local Travel Annual Estimated Costs $300 $0 $300
$0 $0 $0
$0 $0 $0
TOTAL: $300 $0 $300
V SPACE
ITEM BASIS TOTAL COST MCWDB COST
Other/Miscellaneous $210 $0 $210
$0 $0 $0
$0 $0 $0
$0 $0 $0
$0 $0 $0
TOTAL: $210 $0 $210
MATERIALS AND
VI SUPPLIES
ITEM BASIS TOTAL COST MCWDB COST
Computers/Software Annual Estimated Costs $300 $0 $300
Office Supplies Annual Estimated Costs $420 $0 $420
$0 $0 $0
$0 $0 $0
$0 $0 $0
$0 $0 $0

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TOTAL: $720 $0 $720
VII OPERATING SERVICES
ITEM BASIS TOTAL COST MCWDB COST
Overhead 8.20% Of Personnel and Employee Related Expenses $5,642 $0 $5,642
General & Administrative 12% Of Direct Costs & Overhead $9,681 $0 $9,681
Fees 9.91 % of Total Costs $8,953 $0 $8,953
$0 $0 $0
$0 $0 $0
$0 $0 $0
$0 $0 $0
$0 $0 $0
TOTAL: $24,276 $0 $24,276
Cost of Contract
TOTAL COST for Service to Other Proposed Cost to
Contract Service Resources MCWDB
VIII TOTAL Costs per Column: $99,309 $0 $99,309
List All
Administrative/Operating Total of Other Total Proposed
Cost REVENUE Resources MCWDB
SOURCES: TOTAL Revenue(s) Revenue(s) revenue
MCWDB (proposed) $99,309 $99,309
$0
IX TOTAL REVENUES: $99,309 $0 $99,309

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EXHIBIT A-1
BUDGET NARRATIVE
I. ADMINISTRATION
MAXIMUS Human Services, Inc.
SALARIES & WAGE TOTAL
We are budgeting two FTE’s for this program, a One Stop Operator Manager with a $70,000 Annual Salary and a
Navigator position with a salary of $28,000 these salaries reflect Total Compensation, including pay for holidays,
other paid time off (PTO includes vacation, sick, bereavement, jury duty, and the like), and salary.
FRINGE BENEFITS
MAXIMUS uses a 29.03 % Fringe Rate. Fringe benefits includes taxes (FICA, FUTA, SUTA), workers
compensation, insurance (medical, dental, vision, and life), and retirement benefits. The allocation base for this rate
is the total salaries dollars paid.
CONTRACT OR OUTSIDE SERVICES TRAVEL AND TRAINING
We have estimated an annual amount of $5,000 for WIOA consultant to assist with the review and assessment of
current operations and to help develop Standard Operating Procedures and implement national best practices.
TRAVEL AND TRAINING
Travel costs are mainly comprised of local travel required for two FTEs each traveling several miles every week to
cover the Maricopa One-Stop locations and meetings with partners and other stakeholders. We have estimated
annual costs of $1,380 under this cost line. The staff will participate in required initial and ongoing annual company
training and workforce specific management training and have access to a myriad of other training modules
(Maximus University) offered by our Center for Employee Development (CED) as part of the our corporate
resources.
SPACE
Both employees will work remotely, will be provided laptops for flexibility, and will travel to Maricopa One-Stop
and other partner locations as needed.
MATERIALS AND SUPPLIES GENERAL OFFICE SUPPLIES/SOFTWARE
Under this cost line, we have budgeted the costs of two computers for the personnel and its software for $3,500. In
addition, Office Supplies for the normal need of the personnel include FedEx, copies, printing, postage, etc.,
estimated at $960 per year.
OPERATIONS
Our pricing is compliant with Title II of CFR 200 Uniform Guidelines section 200.331 number (4) – MAXIMUS
anticipates the acceptance of a rate negotiated with the County as the pass-through entity. MAXIMUS Human
Services, Inc. does not have a recognized indirect costs rates negotiated with a Federal Government Agency because
we do not directly contract with Federal Government.
We offer the following explanation of our indirect cost methodology and welcome further discussion about our
application.
MAXIMUS uses an indirect rate methodology that is stringent, uniform, audited, and conforms to the guidelines set
up by Generally Accepted Accounting Principles (GAAP). Our rate is audited by an Independent Certified
Accounting Firm.

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The first pool is overhead, which captures the costs of the division-level management for those business units in the
MAXIMUS Human Services Group. These costs include, but are not limited to, the following: overhead labor and
associated fringe benefits, rents, travel related expenses, severance, depreciation and amortization, and allocation of
certain home office expenses (allocations based upon head count; departments in this allocation include human
resources, IT help desk, etc.). The allocation base for this indirect expense pool is the total of the direct labor and
general and administration (G&A) labor and the fringe benefits applied thereto for the business unit. Overhead is
calculated by multiplying the overhead percentage rate by the sum of direct labor and fringe benefit costs. The rate
used for this proposal is 12.78%.
The second pool is G&A expense, which includes (1) an allocation of certain home office expense (allocations not
based upon head count; departments in this allocation include offices of CEO and CFO, General Counsel,
Accounting, Tax, etc.), (2) an allocation of the Human Services Reporting Segment costs, and (3) bid and proposal
costs of the group or division. At this time, MAXIMUS does not include expenses related to subcontractors,
interdivisional costs, and deferred contract cost amortization in the G&A base. G&A is calculated by multiplying the
G&A percentage rate by the sum of direct labor, fringe benefits, overhead, and G&A bearing other direct costs
(excluding expenses related to subcontractors, interdivisional costs, and deferred contract cost amortization). The
rate used for this proposal is 17.93%.
The rates provided in this document are estimates based on available information at the time of their creation. As
with any indirect rates in any firm, these will fluctuate over time based upon actual costs incurred. MAXIMUS will
invoice for provisional rates that are applicable to the billing period.
TOTAL COSTS
As presented in the Itemized Service Budget form, total costs are $200,000.

SERIAL 171197-RFP
EXHIBIT B
SERVICE METHODOLOGY
RFP Section 6.1, page 29
OSO Approach and Methodology:
SOW Section 3.1-3.8, page 12-13
3.1 The role of the OSO is equivalent to that of a managing partner. In this role, the OSO identifies issues that need
to be addressed that relate to: service coordination; service availability; and service delivery. The OSO will work
with core partners and community based organizations to address the needs of the local workforce area, regional
area and the state. The OSO will be charged with coordinating and leading the design and implementation of a
functionally integrated service delivery model.
We understand that the role of the OSO is very like that of a managing partner. We have extensive experience
managing multi-partner environments and can leverage that experience to provide service coordination that supports
a unified and fully integrated service delivery model.
The MAXIMUS OSO management plan and approach is designed to ensure the seamless delivery of services to
employers and jobseekers and provide effective and efficient oversight of the ARIZONA@WORK Maricopa
County One-Stop System. Our management plan promotes coordination and integration of partner services; cross
training and professional development for all program staff; and an ongoing focus on professionalism, customer
service, high performance, and continuous improvement. Included in our management plan is a commitment to
partnering with the Board, and fully linking business services with economic development activities to reach the
right outcomes for the community, employers, and job seekers.
Our philosophy and approach to delivering successful, effective functional staff management relies on the following
strategies:
 Facilitate the design and provide the support needed to implement an integrated customer center model
with a focus on increasing capacity for the number of job seekers and employer served, enhancing the
quality of outcomes, and ensuring a consistently great customer experience.
 Work collaboratively with partners to identify and address issues relating to service coordination,
availability and deliver.
 Act as Liaison between the MCWDB and Service Provider and Partners providing visibility and support
for activities and performance in alignment with MCWDB strategy including (but not limited to) WIOA
and other performance measures.
 Delivery of ongoing training and technical assistance to all One-Stop partner staff supports Continuous
Quality Improvement (CQI) initiatives, using evidence-based practices, and promotes high performance to
attain program goals. We promote efficient and high-quality customer services through established performance
management and CQI models. Our monitoring process supports performance improvement.
 Open and ongoing communication between formal program managers and our One-Stop Management Team
facilitate a shared vision for integrated services, strengths-based customer services, and delivery of career
pathway models that meet regional employer and job seeker needs.
 Development of standardized operating procedures (SOPs) across all programs will outline partner
responsibilities and support a functional design that is customer centric and delivers services based on
individual needs and choices, rather than on program siloes.

SERIAL 171197-RFP
 Innovative Technologies with Board approval to identify and maintain a virtual site to be used as an online
partner collaboration site for all partner to access at a minimum essential partner and program information,
business process flows, standardized operating procedures, access links to dashboard and resource sites,
share and celebrate individual and group success stores.
with Board approval, we suggest the addition of innovations such as SnagPad and OptimalSuite, these tools are
proven effective in our employment services projects throughout the country. SnagPad is used to provide job-
matching opportunities based on identified skills sets required by employers. OptimalSuite assists participants
with resume writing and interview skills, based on identified employer expectations. Identifying employer
requirements assists participants and partner agencies in targeting the appropriate level of effort needed to
match participants with employers in need of specific skill sets.
 Ensure the appropriate requirements are in place to assist participants and partner agencies in targeting
the necessary level of effort needed to match participants with employers in need of specific skill sets.
 Provide monthly, quarterly, and annual reports on all activities related to the scope of work.
Our philosophy is to organize and manage services by function, having One-Stop center staff across all programs
serve on functional teams (i.e., talent development, welcome, and/or business services) that deliver the full range of
services in a seamless model. Specialized team leaders oversee each functional group service, coaching, and
delivery of high quality and consistent services that are aligned with area employer and economic development
needs. MAXIMUS has extensive experience working in multi-provider environments where we are required to
develop seamless interfaces. We leverage our experience in this area to create a unified system delivery for the
MCWDB.
Aligning Agendas
Our model for process engineering makes partner, frontline, and supervisory staff part of the process so that they
have solid information about what is happening as well as an understanding of the integration goals. We understand
that each program has different priorities, metrics, and target populations. Our model takes into account all these
priorities, while not replacing them. Information about the diverse programs, customers, and performance outcomes
will be incorporated into an integrated, standardized model.
Supporting Service Providers
To support service providers, we provide standardized processes, tools, training, and coaching for full integration.
Our goal is to have all customers (both job seekers and employers) see a unified One-Stop system, and not
individual providers or programs. We cross train staff, supporting service providers on the various programs and
services to avoid the “they do that” or “I can’t do that” language, and provide a seamless transition between partner
services that fully leverages resources without duplication.
Our customer service flows, desk aids, and standardized procedures for both business services and job seekers are
accessed via our web-based collaborative workspace, provided via SharePoint. Our management and front-line staff
offer ongoing training, coaching, and continuous learning opportunities to service providers in the centers and
community to help them meet service delivery goals. The management team ensures that each partner understands
the performance standards related to customer flow, information sharing, and promoting services in the centers, as
well as how to achieve them. In addition to our OSO Manager, our staffing plan also includes a front-line Navigator
to assist providers on site at the various One-Stop centers in delivering services on a daily basis.
We employ multiple strategies to assure greater integration and coordination between required and optional partners
and to improve outcomes and avoid non-duplicative services. These include:
 Improving business processes. After contract award renewal, we will continue to assess and review welcome
and resource center processes to determine the most efficient and best way to handle the flow of job seekers

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entering the one-stop center. We will supplement the business process flow information with feedback and
information gleaned from customer satisfaction surveys and data regarding customers served.
 Conducting regular meetings between partner agency and MAXIMUS staff. MAXIMUS establishes
integrated MAXIMUS establishes integrated teams with membership from Board staff, One-Stop Center staff,
partners, community-based organizations/partners, local employer representatives (chambers of commerce and
economic development entities), and job seekers. Our One-Stop Manager prepares monthly calendars of
activities so that services from all partners can be coordinated, and gaps in services can be identified. We share
information about program updates and successes, discuss performance and customer service concerns, and
brainstorm ways to improve integration. We ask different partners to present information and facilitate the
meetings to encourage cross training and information sharing.
 Continue a minimum of a one in person all partner meeting per month.
 Continue a minimum of one all partner conference call per month.
 Lead team-building activities in support of service delivery, availability, and systemic
change management. (RFP 3.5.3)
 Lead team building activities in support of high-quality employer services that align with
the vision and economic development needs and MCWDB strategy to create a high-quality
one-stop delivery system.
 Ensure service provider staff, partners, job seekers, and others have labor market,
occupational, training provider, and employer information for in-demand industries,
occupations, and skills.
 Coordinating service delivery processes. MAXIMUS works with One-Stop system partners and
providers to provide integrated services. Three major features of our coordinated service design warrant
particular attention:
− Integrated intake, eligibility, and referral, in which staff provide intake, Career Consultants determine
customer eligibility for all programs and services, and we make appropriate referrals. Integrated eligibility
identifies for each customer a comprehensive portfolio of services for which a customer is eligible and
from which the customer can choose the most appropriate mix of services.
o Referral/ Universal Intake Process
 Establish a universal job seeker and employer referral and intake process protocol in
collaboration with and for use by partners. .
 Collect feedback from partners to ensure the universal referral and intake process
protocol is understood and used effectively.
 Verify with data sources the universal referral and intake process protocol reflects
success for job seekers and employers.
o Customer-Centered Design (CCD)
 In collaboration with partners, evaluate, develop and support the implementation of
CCD for the local area. Identify and support service enhancements that start with the
customer in mind – adults and youth job seekers, and employers--and result in more
effective service processes, delivery and customer flows.

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 Lead collaboration with partners to implement CCD.
 Lead collaboration with partners to integrate business services redesign.
 Address and lead coordination to resolve one-stop delivery system issues across
partners and enhance the customer experience.
o Eligible Training Provider List (ETPL)
 Manage and maintain list of providers that align with local area plan industry sectors.
 May assist with gap analysis of training capacity of market vs. in-demand occupation
and skill needs as determined by the MCWDB
− Integrated caseloads, in which Career Consultants and Business Service staff are cross-trained to deliver
services across all program lines and leverage resources from a variety of funding sources. This eliminates
the need for multiple case managers for one customer and effectively draws on all available resources to
meet the needs of the customer. These case management responsibilities are shared across all programs and
partners.
− Service management focus, as opposed to program management. This shifts focus from program silos to
services, and instead allows for focus on effective training, career advancement planning, and strong
business/employment services across all programs.
− Training & Development
In collaboration with partners:
 Develop and provide comprehensive training opportunities for all program staff to
support a full understanding of all initiatives – jointly developed by all partners.
 Develop and support the implementation of standardized processes, tools, training, and
coaching towards full integration to unify local area one-stop delivery system and
services.
 Deliver c training for staff and service providers on the various programs and services
to facilitate a more seamless transition between partner services, to fully leverage
resources, and minimize duplication.
 Coordinate partner staff ongoing training, coaching, and continuous learning
opportunities in various locations to support performance metrics.
 Promote all partner participation to present information and facilitate meetings to
enhance collective system awareness and professional development.
 Leverage surveys, focus groups, in-person meetings, mystery shoppers, and other
channels to identify and address opportunities for improvement including
recommendations of trainings, development initiatives and tools.
 Lead design and implementation of training and workflows with partners that address
diversity and priority of service for job seekers and businesses.

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 Improve the accessibility and use of labor market data across partner staff.
One-Stop Certification Standards
3.2 The OSO must achieve the major work components and standards necessary to acquire and maintain One-Stop
Certification standards. The OSO is responsible for coordinating with the MCWDB to ensure the workforce system
wide standards are achieved utilizing continuous quality improvement approaches to document success.
Our One-Stop Manager supports the MCWDB in achievement of One-Stop Certification standards. We understand
that the Workforce Arizona Council in collaboration with the Arizona Department of Economic Security is
responsible for certifying and recertifying comprehensive, affiliate, and satellite One-Stop Centers. Our One-Stop
Manager will take the lead in developing the Business Plan, working in collaboration with MCWDB staff and
partners that is to be submitted for certification. Our One-Stop Manager will also coordinate with the Workforce
Arizona Council and other reviewers to schedule the on-site review of the centers. We recently completed the One-
Stop Certification process for the Employ Milwaukee Board for a site where we provide comprehensive services and
have multiple co-located partners since 1997, so we understand the process and coordination requirements.
One-Stop Certification Process
We are confident we can work with the Maricopa County One-Stop partner agencies to develop a plan to meet the
required criteria for certification as shown in Exhibit 5.1-1: Approach to Criteria for Certification.
Certification MAXIMUS Approach
Criteria
Local Workforce We will post the MCWDB Mission Statement in public areas such as reception areas.
Board’s Mission
Statement
Full-Time Hours We will work with Center partners such as WIA Adult and Dislocated Worker Services,
of Operation Wagner-Peyser Labor Exchange, and provide access to Unemployment Insurance
assistance to ensure programs are staffed during normal full-time hours of operation.
We will work with partners to establish non-traditional hours to support customer
access. We will post center hours of operation on the door or in view of the outside
entrance.
Site Manager We will assign a site manager with a job description inclusive of activities related to
overseeing the day-to-day operations of the Center as described in the Service
Integration Policy #01-2013.
Functions We will follow guidelines in Service Integration Policy #01-2013 to establish a minimum
of 3 functions overseen by the OSO and site manager. The OSO will identify staff for
each function understanding that if staff is limited, individual staff may have multiple
team roles.
Staff We will establish a schedule and provide training to ensure staff complete core
Development and competency training as approved by the State Workforce Board in collaboration with
Capacity Local Workforce Directors. We will track training to ensure compliance and provide
Building annual refreshers related to policies and customer service.
Job Seeker We will follow MCWDB plan for triage and assessment to determine the level of
Services services and core (with or without significant staff involvement) or intensive training as
defined under WIA needed for job seekers.
Mandatory We will establish Memorandums of Understanding with mandatory partners to ensure
Partners that programs and activities are physically or virtually accessible, directly or through
referrals.
Business Plan We will use the plan as submitted by the MCWDB as a template for delivery of services
that support Arizona’s Integrated Workforce Plan.

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Certification MAXIMUS Approach
Criteria
Performance We will work with MCWDB to develop annual performance outcomes and work with
Outcomes partners to develop a plan to support achievement of outcomes. In the event
performance improvements are needed, we will work with the State Workforce
Investment Board to develop and implement a performance improvement plan. We will
provide data as needed to support subsequent certification requests.
5.1-1: Approach to Criteria for Certification. Certification requires a provider with the necessary skills and
experience to work with all partners in establishing a framework for a certified Center. We will use our recent
experience helping Employ Milwaukee establish a new certified Center to continue the certification of existing
Centers in Maricopa County.
Managing WIOA-Required Partner Responsibilities
3.3 Under the leadership of the MCWDB and with guidance from the Maricopa County BOS, the selected OSO will
be tasked with the coordination of the ARIZONA@WORK Maricopa County One Stop system and to work with
other related partners in the region(s), to include the ARIZONA@WORK Maricopa County One Stop System.
3.4 Duties of the OSO will include support for the following:
Build upon existing partnerships and promote new ones in order to support collaborative individual and
group work providing partners a collective forum to express concerns, share ideas, and information.
i. Ensure partners, service availability, coordination and delivery is aligned with the common
vision and mission statement for the American Job Center Network.
ii. Establish channels and methods for effective communication and collaboration amongst the
one-stop centers and additional system partners.
Work with partners to enhance, as needed, or develop new formal and informal
relationships with economic development agencies, local chambers of commerce, employer
advisory groups, and other business organizations to gain an understanding of area staffing
and recruitment needs and identify opportunities to meet those needs.
iii. Manage WIOA Core Partner responsibilities as defined in the MOU.
iv. Recommend and implement data sharing methods to improve partner coordination.
v. Identify opportunities to enhance collaboration among current partners and identify
potential new partners to strengthen the regional workforce system
May facilitate collaboration with the Arizona Pipeline Program, Opportunities for Youth, Jobs for the
Future, and/or other organizations as determined by the MCWDB
3.5 Managing WIOA required partner responsibilities defined in the MOUs among partners. This includes assistance
in the preparation and maintenance of the resource sharing agreement;
As a long-term existing employer in Maricopa County operating the Arizona Jobs Program, we understand who the
partners are within the ARIZONA@WORK Maricopa County One Stop System. We leverage these existing
relationships to establish MOUs and resource-sharing agreements for co-located partners. Effective delivery of
WIOA services that attract and engage participants and employers depends on partnerships with WIOA-mandated
providers and a seamless coordination of services. Our model provides for this seamless delivery and produces

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better outcomes. Exhibit 5.1-2: Community Partners outlines how the partnerships function and the role of core and
required partners.
Community Partner Project Role How the Partnerships Function
WIOA Title I adult, On-site One-Stop Center Cross referrals to the funding streams based on customer
dislocated worker, and partner; provides circumstances, older youth may choose to participate in
youth programs outreach, eligibility, case Adult program if appropriate.
management, job
placement, retention
WIOA Title II Adult Community Partner, Basic Partnership for outreach and recruitment, education and
Education and Education Provider training opportunities, short-term training placement, and
Literacy programs GED program referral. These partnerships will complement
the careers pathways focus that we bring to this project. We
know that education is often the key to a better job and will
leverage existing community training providers resources to
help connect job seekers to improved skills.
WIOA Title III One Stop Center partner; Partnership connections with businesses and industry sectors
Wagner-Peyser provide universal services to support training, internships, and job opportunities;
Programs (operated to unemployment referrals for individuals who need intensive career services or
by DES) individuals; UI training.
employment services
WIOA Title IV One Stop Center partner; Direct access for persons with disabilities; referrals from the
Rehabilitation Act case management and One-Stop to Vocational Rehabilitation for cases that require
programs assessments for persons additional services.
with disabilities
Temporary Assistance On-site One Stop Center Case management and job placement services to TANF
for Needy Families/W- partner eligible populations. Co-enrollment of participants when
2 appropriate.
Senior Community Community Partner Partnership for outreach and recruitment and potential
Service Employment referrals/placement.
Program
(SCSEP)/Older
Americans Act
programs
Job Corps Community Partner Partnership for outreach and recruitment and potential
On-site as scheduled referrals/placement.
YouthBuild Community Partner Partnership for outreach and recruitment and potential
On-site as scheduled referrals/placement.
Perkins post- Community Partner Potential resource and referral when appropriate.
secondary vocational
education activities
Community Services Community Partner Potential resource and referral when appropriate.
Block Grant
National Farmworker Community Partner Potential resource and referral when appropriate.
Jobs Program
Reentry Programs Community Partner Potential resource and referral when appropriate
Trade Adjustment Community Partner Partnership for outreach and recruitment for those dislocated
Assistance and from employment, who may need basic employment skills,
NAFTA-TAA as opposed to dislocated worker services.
programs
Veterans Employment Community Partner Referrals as appropriate to provide services to those leaving
and Training the military or opportunity to refer to military careers

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Community Partner Project Role How the Partnerships Function
Housing and Urban Community Partner Partnership for outreach and recruitment and support in
Development (HUD) providing housing for homeless; co-case management.
employment and
training activities
Unemployment Community Partner Partnership for outreach and recruitment and potential
Insurance Programs referrals/placement.
Second Chance Act Community Partner Partnership for outreach and recruitment and potential
Programs referrals/placement.
Exhibit 5.1-2: Community Partners. We establish MOUs with all partners, outlining roles and responsibilities to
coordinate services needed by both employers and job in seekers Maricopa County.
To ensure that One-Stop Services are linked to other partners in the community that serve our common customers,
we outreach to and develop relationships with local, neighborhood-based agencies that provide a full range of
services designed to meet customer needs. In working collaboratively, we establish a referral process and protocol
for each entity streamlining a job seeker’s access and ability to navigate these handoffs. We strive to make “warm
referrals,” meaning we pick up the phone and call the partner while the customer is with us. By identifying the
person at each entity responsible for our referrals and setting up a hotline or number that we know will be answered,
we help ensure the customer’s referral to external services goes smoothly.
We use Memorandum’s of Understanding (MOUs) to ensure that services are clearly defined and aligned with the
goals of the One-Stop and the Board’s Strategic Plan. In addition, our leadership team meets regularly with partners
both through individual coordination meetings and smaller workgroups to ensure a shared vision and goal for
comprehensive job seeker and employer services are achieved. We also participate in advocacy groups such as the
Greater Phoenix Chamber of Commerce, East and West Valley Employer Outreach, Networking Employers
Training Professionals Association, Refugee advocacy groups, and other councils like the MCWDB. These offer us
an opportunity to continually ensure alignment of services, improved coordination between all community partners,
and support a shared vision that is aligned with EMI’s Strategic Plan.
This goal of operating an integrated site with physical connections to multiple partners across the community for
long-term success of Maricopa County Job Seekers and Economic Growth for employers is achieved through:
 Open and ongoing communication between partner program managers and our One-Stop Management
Team
 Development of consistent procedures and expectations across all programs based on customer needs and
choices, rather than on program siloes
 Training and technical assistance to all One-Stop partner staff to support Continuous Quality Improvement
initiatives, based on evidence-based practices, which promote high performance and attainment of program
goals
Seamless Integration and Availability of Services
3.5.1 Seamless integration and availability of services by ARIZONA@WORK Maricopa County system partners;
3.5.2 Convening One-Stop Delivery System meetings quarterly as needed;
To fully deliver an integrated system, all workforce partners must think and act as a single integrated system. Job
seeker services should have common goals and provide a seamless customer experience. Each customer is mutually
regarded as a shared customer, with all staff and programs operating at the site having a vested stake in that
customer’s success. We incorporate integration of programs into planning, intake, assessment, registration, service
processes, information sharing, resource decisions, actions, results, and analyses.

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At the start of the contract, we engage in a Business Process Reengineering (BPR) initiative to refine and deliver a
functional, integrated model that eliminates silos based on funding streams for One-Stop services. This initiative
addresses resistance to change, often expressed as “that’s the way we have always done it,” and analyze the silos
that exist because of program barriers and historical, engrained practices. Addressing specific barriers to change and
encouraging buy-in is an important part of the redesign process. We address intake, customer flow, referrals, and
integration with all partners and services at Maricopa County One Stop System. The BPR process provides standard
operating procedures that offer:
 A common intake/referral process that serves all job seekers, assesses their needs, and provides appropriate
referrals within all centers
 A consistent process for referring clients to education and training providers across all programs, aligned
with regional needs for workers and economic development initiatives
 Non-duplicative job development and placement services, ensuring that business outreach efforts are
coordinated, support a career pathways model, and are focused on the Board’s targeted industry sectors, not
on specific programs
Leveraging the BPR modeling, our standardized operating procedures and workflows support meaningful access to
all programs in all centers and a consistent, standardized service delivery model. During the modeling, we encourage
program partners and staff to creatively employ Customer-Centered Design (CCD) principles to enable thinking that
focuses on job seeker needs and moves past program silos. CCD helps entities design government services through
the lens of the customer. Using CCD principles, we recently designed new employer services for our Milwaukee
Adult Services contract in collaboration with Employee Milwaukee (the local Workforce Investment Board) and
other local partners, so we have directly seen how this can improve customer engagement and outcomes. Leveraging
CCD approaches helps us provide service enhancements that start with customers—adult and youth job seekers, and
employers — and end with an innovative approach to service delivery, processes and customer flow.
Functioning in an Integrated Environment
We have the willingness and ability to operate in a functionally integrated environment and can work through any
difficult partnership issues if they arise. As an established provider of workforce services with almost 30 years of
experience, we understand the value of partnerships and have strong working relationships in every workforce
project that we operate. We have achieved outstanding results in building effective networks of partners to serve
customer needs. We rely on clear documentation, including Memorandums of Understanding (MOU) and other
partnership agreements, to establish clear referral processes, communication/escalation procedures, and
responsibilities. Strong documentation supports our ability to work through difficult partnership issues with all
parties involved, should they arise.
Addressing and Resolving Issues
3.5.3 Addressing and resolving issues relating to ARIZONA@WORK Maricopa County One
Stop Delivery System challenges;
From our experience, a highly functioning One-Stop is based on trust, respect, an appreciation for employees’ work
and commitment to services, and employees’ sense that their services provide value. To fully engage all partner staff
and support high morale, we provide a fun and professional atmosphere, treating partner staff with respect and
appreciation. We include them in training and planning sessions, all-staff meetings, team building exercises, and
other business and social gatherings. Our approach to process engineering emphasizes a smooth and measured
rollout of changes — minimizing anxiety and allowing for gradual process improvements. For ARIZONA@WORK,
we are proposing two FTE positions, an OSO Manager, and a front-line Navigator.

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We are sensitive to partner staff’s roles and responsibilities and Board goals, and bring an understanding of the
complexity of the systemic changes required and the program restrictions. To keep staff engaged and support buy-in,
we:
 Create a Leadership Team, with representatives from each partner organization to help design the One-Stop
System model and provide a forum for each partner to express concerns and/or share ideas and information
 Actively engage partner management and front-line staff in the business process redesign, encouraging
input on current processes and recommendations for improvement
 Offer comprehensive training to all program staff to support a full understanding of the new integrated
model that was jointly developed by all partners, and facilitated by MAXIMUS
 Supplement initial training with CQI monitoring, additional learning opportunities, and technical assistance
initiatives that promote best practices, service coordination, and effective cross-referrals
 Implement an online One-Stop Career Center (OSCC) collaboration workspace that offers easy Web access
for all staff to essential partner and program information, including business process flows, standardized
operating procedures, and performance dashboards. This information source empowers staff, providing
access to overarching program goals and performance information
 Use a MAXIMUS-employed front-line Navigator on a rotating schedule at all One-Stop locations to
encourage staff in implementing an integrated service delivery model
 Issue regular email communications and quarterly electronic newsletters to celebrate individual and group
success and share information about program and policy changes and performance
 Survey program/partner staff on the success of the integration model to assess both buy-in and identify
areas for improvement and CQI efforts
 Use team-building events to support change management, integration, and an understanding of all program
services
Experience Working Through Partnership Issues to Enhance Performance
In our West Central Texas One-Stop Management contract, we provided support for the implementation of a
functionally integrated model, which also included a Workforce Investment Act consultant to support
implementation, selected through procurement. This project required us to work closely with local providers who
were often resistant to change.
One partner that was particularly resistant was the Texas Workforce Commission (TWC), the Employment Services
provider responsible for Unemployment Insurance (UI) reemployment and universal services. During the shift to
new processes, performance dropped in some of their key areas of responsibilities, precipitating further resistance to
the new integrated model. Our Program Manager and Operations Analyst were able to work through the issues,
proactively meeting with the TWC management on many occasions to find a mutually agreeable strategy to improve
performance and encourage buy-in to the process. Because we were responsible for managing the co-located
Employer Services staff, we established weekly meetings with co-located staff to support implementation and
training, which fostered communication and a collaborative approach to meeting shared project goals. Regular
meetings kept the lines of communication open, and enabled us to proactively address problems.
Continuous Improvement
3.5.4 Continuous improvement based upon evaluation of customer needs, satisfaction and performance;
MAXIMUS employs a CQI model integrated into our workforce service delivery approach. Our model for
managing performance and ensuring continuous improvement is directed at proactive program improvement to

SERIAL 171197-RFP
support ongoing needs and goal attainment. We use a monitoring process that supports performance improvement.
This five-step process includes:
 Performance monitoring and coaching
 Evaluation of performance through development of dashboard reports for each program
 Analysis to determine the cause of performance issues and the need for revision of policies and procedures
to improve performance
 Service provider and staff training on new and revised procedures and strategies
 Re-monitoring of processes to determine if action taken was effective
o In collaboration with partners develop a detailed work plan (including timeframes) which
promotes and reflects mutually agreed upon priorities and activities. Lead continuous
improvement initiatives across partners by employing the following six-step process:
 Needs Assessment
 Ensure expectations are established and monitored across partners.
 Generate alternative solutions and facilitate collaborative decision making with service
provider, partners, and other stakeholders on best course of action.
 Review and evaluate performance issues and data to inform necessary policy and
procedure revisions.
 Lead training for all relevant stakeholders on all policies, procedures, and other
interventions.
 Perform ongoing monitoring to validate continuous improvement initiatives.
o Evaluate need for additional continuous improvement initiatives and/or measures based on
customer needs, satisfaction, and performance, including customer and employer surveys,
customer and staff/partner experience mapping, service capacity analysis, focus groups,
interviews, and/or other data gathering techniques.
o Lead partner collaboration activities to continually review customer and employer satisfaction
results and surveys to inform recommendations
This approach leverages Malcolm Baldrige criteria for performance excellence as determined by the Baldrige
National Quality Program (BNQP). Our strategy is to focus on prevention rather than detection of deficiencies and
use teambuilding techniques to involve all staff in the process.
Our approach to continuous improvement addresses both employer and job seeker satisfaction with One-Stop
services. Leveraging surveys, focus groups, in-person meetings, mystery shoppers, and other channels, we identify
areas in need of improvement and develop initiatives, customer service training, and other tools to improve results
and outcomes. As a national provider, we are committed to achieving high levels of performance and customer
satisfaction in our services. We annually survey our clients to determine satisfaction with services. Our most recent
survey for workforce scored 4.51 out of 5, with a 91 percent response rate, demonstrating our ability to deliver
services that satisfy our clients.

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Customer Satisfaction
MAXIMUS is committed to improving employer and job seeker satisfaction through the introduction of Customer-
Centered Design (CCD) principles, as discussed in Section 5.1.3. MAXIMUS recently took part in the CCD
Challenge hosted by the U.S. Department of Labor, Employment and Training Administration. With our Milwaukee
partners — Employ Milwaukee and local employers in the hospitality and restaurant sector — we used a structured
“design thinking” methodology to address how to put employers in the center of our sector strategies and Career
Pathways work. Following the CCD curriculum and process, we conducted research and interviews with both
employers and job seekers, and distilled insights into an approach to provide better career-seeker-to-position
matches through more individualized, accessible, and engaging employer-specific position information. The team
developed and tested a prototype of a visual career pathway that used short videos of currently employed staff
explaining what they do, how they got there, and where they can go next for each position along the pathway. The
“Follow My Path” prototype was enthusiastically received among employers and job seekers as a promising
approach, and the MAXIMUS team was selected as one of the 15 teams chosen from more than 80 entrants that
attended a Learning Exchange and Celebration with DOL staff at the White House in September 2016. If selected as
the One-Stop Operator, we would bring similar innovations to the design of new One-Stop customer services.
In addition to employing CCD principles, MAXIMUS solicits feedback on customer satisfaction to inform our CQI
model. We collect client feedback in a number of ways:
 Focus Groups. We have used focus groups in many of our contracts to identify ways to improve services.
For example, in our Tennessee TANF employment services contract, we discovered in focus groups that
participants wanted more access to caseworkers and that we could improve our program material
readability, and were able to make changes to improve these areas.
 Job Seeker Satisfaction Surveys. We measure job seeker satisfaction daily through customer service
feedback cards and comment boxes available in the One-Stop reception areas and resource rooms, and as a
follow-up activity via Survey Monkey. These surveys assess the job seeker’s satisfaction with his or her
employment outcome and the career planning process. The Manager reviews results, which are collated and
trended for areas needing improvement.
 Employer Satisfaction Surveys. We randomly survey a portion of employers served each quarter to
determine satisfaction with services provided, including taking and filling job orders, the quality of the
professional job referrals, and the provision of labor market information. We will also survey employers for
actual usage of these services.
 Mystery Shoppers. We engage “mystery shoppers” to gain feedback on performance and evaluate all staff
on customer service skills (e.g., returning phone calls, greeting customers), contacts with customers,
timeliness of their system entries, and job seekers’ wait times in the centers.
To support ongoing improvements, we convene a CQI Committee made up of program managers and selected front-
line partner staff. This committee is tasked with reviewing customer satisfaction results and making
recommendations to improve services. Committee members also oversee the implementation of the BPR
recommendations and brainstorm other new approaches and services throughout the life of the contract. The CQI
committee acts as a forum for all staff to bring forward new ideas that improve operational performance.
Ensuring Meaningful Accessibility for Individuals with Disabilities and Equal Opportunity (EEO)
Compliance
3.5.5 Ensuring meaningful accessibility for Individuals with Disabilities and Equal Opportunity (EEO) compliance;
and

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To ensure our sites are wholly American with Disabilities Act (ADA) compliant we assess each site. Once the
assessment is completed, we make any needed changes. We make it easy for blind and wheelchair bound members
to move through the site with ease. Bathrooms are equipped with grab bars. Our staff is specially trained to provide
reasonable accommodation and assist with ADA and Section 504 issues. Staff can connect members to assistive
technology and interpretation services, such as computer-aided transcription services, qualified interpreters for the
deaf and hard-of-hearing, video-relay interpretation, closed caption decoders, and assistive listening systems.
Our Equal Employment Opportunity (EEO) Policy prohibits discrimination and requires the implementation of
Equal Employment Opportunity for current employees and all applicants for employment without regard to race,
color, gender, age, religious beliefs, national origin, disability, U.S. veteran status, sexual orientation or any other status
protected by law. We require the full cooperation of all employees in implementing and ensuring the success of this
policy.
We recruit, hire, train, and promote persons in all job titles without regard to any protected status. All employment and selection
decisions are based on an individual's qualifications such as skill, knowledge, education, and experience. We ensure
that all decisions are made in accordance with equal employment opportunity principles by establishing only valid job
requirements and engaging in all management practices without unlawful discrimination.
The successful achievement of our objectives requires the cooperation, assistance, and good faith efforts of all employees.
In fulfilling its part in this cooperative effort, all members of management understand that their work performance is being
evaluated on the basis of meeting our Affirmative Action Plan (AAP) objectives as well as other criteria.
The EEO Officer reports directly to the Chief of Human Capital and confers with the Senior Executive responsible
for this plan on matters relating to equal employment opportunity and affirmative action. Any employee having
questions concerning our AAP is requested to contact the EEO Officer.
We disseminate our Equal Employment Opportunity (EEO) policy both internally and externally, and periodically
monitor these efforts to ensure that managers, employees, applicants for employment, vendors, and the general
public are aware of our position regarding equal employment opportunity and affirmative action.
I. Assess on an annual basis the physical and programmatic accessibility of all the American
Job Centers in the local area.
II. Recommend Universal Access features for the comprehensive one-stop delivery sites.
Building Cross Agency Partnerships
3.5.6 Building cross agency partnerships, establish a shared mission, common goals, and define the roles and
responsibilities of each partner as it relates to establishing Career Pathways and Education Providers.
i. Convene representatives of secondary and post-secondary education programs to align
education and training with MCWDB identified targeted industry sectors.
ii. Implement career pathways initiatives across partners.
iii. May serve as backbone support for career pathways collaborative organizations as
determined by the MCWDB
3.5.7 Must ensure system coordination throughout Maricopa County.
3.6 Dependent upon the needs of the local/regional workforce development needs, the MCWDB may request
additional services of the OSO. In these instances, a detailed request will be submitted to the OSO for official review
and response. Such response shall be submitted within ten (10) working days of the request to the MCWDB
Executive Director indicating the OSO’s capacity to fulfil the request.

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3.7 Adjustments to the aforementioned duties may be made following direction from the MCWDB.
3.8 OSO REQUIREMENTS:
3.8.1 Program Administration:
The OSO will be required to adhere to administrative requirements as required in the Training and Employment
Guidance Letter (TEGL) WIOA Number 15-16:

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3.8.2 Oversight:
3.8.2.1 The MCWDB anticipates to generally limit the role of the OSO to the minimum requirements of
“coordinating the service delivery of required One Stop Partners (20 CFR 678.620) during this contract period
beginning July 1, 2017 2018. (See section 13 of USDOL-ETA TEGL 15-16)
3.8.2.2 MCWDB or any other legally authorized department of Maricopa County, state or federal government may,
at any time during the hours of operation with or without notice to the Contractor or to subcontractors:
3.8.2.3 Visit or inspect the facilities of the Contractor, or of subcontractors;
3.8.2.4 Observe the services provided; and
3.8.2.5 Inspect and copy records relating to the Contract, including but not limited to personnel files, client files,
billing documentation, policies and procedures.
We are experienced in building cross-agency partnerships that benefit job seekers and create alignment on mission,
strategies, and goals. We will work with the Maricopa County Business Services Team to further the Board’s
strategic goals for establishing career pathways in demand industries and aligning training and education providers’
offerings with employer needs.
Strategies we use to build cross agency partnerships include:
 Employer and Workforce Center Training Partnerships. The MAXIMUS One-Stop Manager will work
with the ARIZONA@WORK Maricopa County Business Services team and area employers to identify
innovative ways to create partnerships that share resources and leverage training to improve outcomes for
both employers and job seekers. For example, if a particular industry needs employees with a certain skill
set, we will help the Business Services team to form a collaboration that provides interested job candidates
with specialized training to better meet an employer’s needs. Additionally, we will work with employers
and the workforce staff to establish career ladders and offer additional on-the-job or continued training to
help employees increase skills and move to higher-paying positions.
o Collaborate with the AZ@WORK - Maricopa County Business Service staff to create and
further partnerships and share resources.
o Establish career ladders and additional on-the-job training to support the MCWDB’s strategic
goals for establishing and implementing career pathways.
o Provide training opportunities for AZ@Work-Maricopa County Business Services staff,
partners, and others in effective career pathways formulation, development, implementation,
sustainment, and evaluation.
o Provide training opportunities for AZ@Work-Maricopa County staff, partners, and others in
sourcing and developing in-demand industry certifications, apprenticeship programs, and other
interventions to help employers and industries resolve occupational and skill shortages
o Assist with the development, processes, and tools for effective Business Services and Employer
Engagement Service Delivery, Performance Metrics, and results.

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o May serve as backbone support for employer, industry, and/or skill oriented collaborative
organizations as determined by MCWDB in order to meet the needs of employers and increase
job seeker client opportunities.
 Community Networking Events and Connections to Local Economic Development Initiatives. Our
One-Stop Manager will also participate in existing community, business, and economic development
organizations to obtain information about local business trends. In all projects, we closely align and
communicate with community agencies that focus on economic and business development to ensure that all
employment services are complementary and non-duplicative. We develop formal and informal
relationships with economic development agencies, local chambers of commerce, employer advisory
groups, and other business organizations. For Maricopa County initiatives include; Healthcare, Hospitality,
Professional and Business Services, Construction, Transportation, Technology,
Manufacturing/Warehousing, and Retail.
To coordinate services throughout Maricopa County, we will leverage the relationships throughout the county we
have built since we began providing employment services in the area in 1999. This includes our existing
relationships with hundreds of area employers as well as our relationships with WIOA partner agecies, technical
institutions (for example, Glendale Community College and Paradise Valley Community College) and community
organizations to build a workforce that meets the needs of area employers. Memorandums of Understanding with
partner agencies clarify responsibilities and further promote coordination throughout the County.
We have read and will adhere to adminsitrative requirements in the Training and Employment Guidance Letter
(TEGL) WIOA Number 15-16.
Finally, we know that effective delivery of One-Stop services that attract and engage job seekers and employers
depends on MOUs and partnerships with MCWDB and WIOA mandated providers and a streamlined coordination
of services. In this atmosphere those using the One-Stop office — no matter how they come to it and who referred
them — feel welcomed, that their needs are heard and understood, and that they are respected and assisted,
regardless of program stream or eligibility. Our One-Stop model provides for this seamless delivery and produces
better outcomes in alignment with the MCWDB’s local plan.
Building on the success of current MCWDB efforts in integration of WIOA services, our One-Stop Operator service
approach focuses on the following priorities:
 Creating an Environment where Business and Employees Succeed. Services are employer driven, and
processes support an ability to match employers with skilled individuals; collaboratively working with
MCWDB and partners, we promote industry and sector partnerships to ensure the One-Stop system
addresses employer and job seeker needs across key regional industries.

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Exhibit 5.1-3: Local Employer Involvement with MAXIMUS, we offer a sampling of local employers that have
participated in MAXIMUS services and events for the purpose of expanding hiring opportunities for participants:
Local Employers Seeking New Hires through the Jobs Program
ABM Janitorial Apple One
Aramark ASP Staffing
Asurion Arizona Department of Revenue
AZ Department of Corrections Arizona Labor Force
Boeing Celtic Properties
Census Bureau Century Link
Concentrix Conn’s Appliances
Copper Village Corestaff
Corporate Job Bank Cricket
CVS Pharmacy Delta Group
DES- Developmentally Disabled Division Go Daddy
Goodwill Guardian Protection Services
Guthrie Mainstream Home Depot
HomeJoy Housecleaning Kimco Services
La Quinta LaborMax Staffing
Lowe’s Leslie’s Pool & Supplies
Manpower Marc Community Resources
Mercy Maricopa Mercy Maricopa
Nesco Nike
Norwegian Cruise Lines Olympus Janitorial
Pros Ranch Markets Public Storage
PrideStaff Radian Staffing
Randstad Revana
Securitas Sun Lakes Association
Survey Sampling International Synergy HomeCare
TCF Bank Total Transit
TrueBlue Construction Waffle House
Walmart Wells Fargo
Exhibit 5.1-3: Local Employer Involvement with MAXIMUS. Employers representing Maricopa County’s high-
growth industries are actively seeking Jobs participants as their future employees.
 Accountability and Transparency. Our reporting methodology supports transparency on WIOA
performance and includes Continuous Quality Improvement (CQI) initiatives to address system and service
improvement and incorporation of national best practices.
 Streamlining Services for Efficiency. Services are organized around functions, rather than being
compartmentalized, thereby enabling a seamless delivery of services for customers.
 Connections and Communication. By fully engaging partners, we deliver high-quality services aligned
with employer and economic development needs. We have experience working in multi-provider
environments, and will leverage this experience to develop seamless interfaces, and communications
protocols to support unified system delivery.
Strategy & Staffing Plan
6.1.1 Contractors to outline their detailed strategy and staffing plan in providing the OSOs function.
Our Staffing Plan is to hire an experienced WIOA and operations expert as our OSO Manager and a Navigator to
assist partners at all One-Stop locations. We provide more information and detail regarding our staffing plan in
Section 5.5: Organizational Structure and Proposed Staff. We provide Job Descriptions for the OSO Manager and
the Navigator in the following tables.

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Job Title One Stop Operator Manager
Position Summary The Manager is responsible for the execution of the overall operation of the project, its
performance to contract requirements, and quality and performance
Position Reports Vice President, Workforce Services Division
To
Education Required: Bachelor's Degree from an accredited college or university
Skills/Experience Required: Minimum five (5) years of experience in a senior management position in a
human resources or workforce-related field; excellent organizational, written, and verbal
communication skills; excellent people management skills; strong client management
skills; computer literate and information systems aptitude; strong communicator.
Advisory, persuasive abilities, coaching and mentoring; proven ability with operational
processes and working with community groups
Preferred: Prior experience working in a one-stop environment in a management capacity
Job Provides highly responsible leadership by directing the activities and operations of the
Responsibilities One-Stop Career Centers
Manages partnerships among various employment and training services of multiple
partners and programs in the One-Stop Career Centers, including facilitating the
development of MOUs
Oversees continuous improvement activities throughout One-Stop Career Centers
Oversight of all One-Stop Management Services
Establishes and monitors program goals and performance for both job seekers and
employer effectiveness outcomes
Reports to WC on operations, performance and continuous improvement
recommendations
Convenes One-Stop Delivery System meetings, as needed
Addresses and resolves issues relating to One-Stop Delivery System challenges
Coordinates the development of a training and communication plan throughout the One-
Stop Delivery System
Provides leadership by directing the activities and operations of the project
Represents the project in external meetings and forums
Develops and maintains comprehensive knowledge of programs, services, and project
operations
Ensures project compliance with all applicable corporate, contract, state and federal
requirements and regulations
Other duties as may be assigned by corporate management
Classification Exempt

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Job Title Navigator
Position Summary The Navigator provides coaching and assistance to all One-Stop Career Center System
partners to encourage integration of services and meaningful access to all services for both
job seekers and employers. They will assist in the resource rooms and affiliate One-Stop
Centers to ensure seamless referrals to partner services
Position Reports OSO Manager, Workforce Department
To
Education Required: High School Diploma or GED
Preferred: Bachelor's degree in Human Services or business-related field
Skills/Experience Required: Four (4) years of customer service, training, or workforce experience required;
proficient with Microsoft Office products; ability to communicate effectively and
professionally, verbally and in writing, to all segments of the population
Preferred: Experience working in a One-Stop environment, as a case manager, job
developer, or trainer
Job Assists with development of an integrated intake and assessment process and customer-
Responsibilities centric workflows
Locates in the Comprehensive One-Stop Location and travel to libraries and partner sites
to ensure that services are fully available to all businesses and job seekers, on a rotating
basis
Oversees customer service delivery in the various locations and provides coaching on the
delivery of seamless services
Supports all partner agencies to experience success with their services
Coordinates the initial engagement of center clients by providing information on center
services, determines the level of need, and assists with navigating resources and guiding
customers to the appropriate services
Works with staff in all career centers to coordinate an effective referral process and
provides meaningful access to all partner programs
Works with community partners to identify ways to create and increase referrals to the
program
Supports efforts to work with individual employers and/or groups of employers to
organize job fairs, mass interviews, on-site recruitment, or other recruitment efforts
Local travel and ability to work outside of the office on a regular basis is required
Performs other duties as assigned
Classification Non-Exempt
Placing WIOA Participants
The OSO Manager manages and coordinates the activities of all One-Stop programs’ job developers and business
services staff. We develop an integrated and aligned business services strategy among all One-Stop partners that
addresses career pathways and dissemination of information on in‐demand sectors and occupations. Planning
incorporates targeted employer measures and ways to increase effectiveness in serving employers.
The OSO Manager also coordinates and communicates with career services staff to help identify employment
placements that meet job seekers’ needs, particularly after training completions or job loss.
We develop formal and informal relationships with economic development agencies, local chambers of commerce,
employer advisory groups, and other business organizations to gain an understanding of area staffing and
recruitment needs, and expand the number of employers that use the One-Stop system. At contract start, we review
the systems, technology, and processes that are currently in place to support placement of job seekers and make
recommendations for improvements based on national best practices.

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Our corporate Vice President of Workforce Services, Mr. Joe Murphy, who leads Employer Services for all
MAXIMUS U.S.-based workforce operations will support this effort, bringing expertise on innovations from similar
contracts. He brings experience in Information Technology, and Sales and as a business owner for more than two
decades. He brings his employer experience, industry knowledge and best practices for linking job seeker services
with business services, ensuring a strong nexus to support the labor exchange. He establishes feedback loops,
meetings, and communication methods to ensure that job developers and career specialists receive information about
employers’ needs for skilled workers, emerging career opportunities, and other labor market information.
Information Sharing
MAXIMUS shares information with partners and programs through the following:
 Regular partner meetings and training sessions that address service delivery coordination and process
improvements
 Implementation of a browser-based collaboration and document management platform (SharePoint) for all
program and partner staff to have common access to shared standardized operating procedures, program
and policy updates, performance dashboards, work flows, work schedules, contact lists, and organization
changes
 Monthly status reports prepared for the Board and shared with all partners on the status of the BPR and
CQI efforts and system performance against mandated measures
 Published quarterly electronic newsletter that is shared with all ARIZONA@WORK Maricopa County
locations and partners that talks about achievements and new and current services
 Executed operating agreements and MOUs that clearly spell out requirements and services to prevent
misunderstandings
 Hosting and participating in forums and community events with partners to strengthen relationships and
become active members of the community that engage in traditional and non-traditional spaces
 ●Access & Awareness
 Evaluate and facilitate continuous improvement for access based on geography, barriers,
ease of use, in-demand industry, and other relevant factors
 May increase access by adding and/or continuously improving affiliate One-Stop locations
 Recommend outreach, marketing methods and promote services
 Promote and recommend innovative approaches and evidence-based practices.
 May lead or participate in evaluation, recommendation, implementation, training, and
support of technology interventions for increasing access.
 May participate in regional service collaboration activities with Arizona@Work-City of
Phoenix and other community partners
 May serve as backbone support for regional collaboration organizations as directed by the
MCWDB

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Communication and Collaboration
The OSO Manager is responsible for establishing the channels and methods for effective communication and
collaboration among the One-Stop Career Centers and other system partners. As mentioned, tools to support
communication include the electronic document/collaboration software, regular training/technical assistance
meetings, and ongoing collaboration through the CQI Committee and other initiatives. We also create an e-mail
listserv to alert all partner and supportive service agencies to policy changes and up-dated information. Our goal is
to create an atmosphere that supports open communication, where partners are free to call, e-mail, or stop by in
person to address concerns, get clarity, or provide feedback/input. Our front line Navigator supports these efforts to
ensure that system partners understand the goal and vision for integrated, standardized service delivery.
Approach to Meeting Goals
6.1.2 Contractor to outline their approach to meet the goals of the specific OSO requirement.
The MCWDB seeks a One Stop Operator (OSO) with the capability and capacity to work in partnership with the
Board to continue its efforts towards further implementation of the reforms of the Workforce Innovation and
Opportunity Act (WIOA) by seeking a partner to oversee and maintain compliance between One-Stop partners.
MAXIMUS has the necessary experience to help MCWDB coordinate the service delivery required of One-Stop
partners, including ensuring the implementation of partner responsibilities and contributions as agreed upon in
Memorandums of Understanding (MOU) with partner programs.
Our approach to service coordination will facilitate the accomplishment of MCWDB functions including:
 Development of Career Pathways
 Coordination with Education Providers
 Coordination ensuring accessibility for Individuals with a Disability
In the following sections, we outline our approach to assisting MCWDB in meeting its goals. We highlight our
approach to meeting outcomes and deliverables related to coordination of service delivery in Section 5.7: Outcomes
and Deliverables.
Method of Approach to Support MCDWB Goals
6.1.3 Contractor to outline their method of approach to ensure services are provided in a culturally appropriate
setting that shall meet the diverse needs of the customers served throughout the course of this contract.
MAXIMUS encourages and supports a culturally appropriate setting and meaningful access for all residents of
Maricopa County to all required programs through our proposed Business Process Reengineering (BPR) efforts,
Customer Centered Design (CCD) principles, enhanced marketing and communication tools, and by supporting
career pathways models. We also review web-based access points, technology, and internet tools that support
customer’s access to services to find ways to improve access and/or leverage mobile apps and social media. We
ensure that the centers are ADA compliant, that assistive technology is available to persons with disabilities, as
needed, and that job seeker and employer materials support those with limited English proficiency, and work with
MCWDB to resolve any deficincies.
Coordinating Service Delivery for Diverse Needs
As the One-Stop Operator, we oversee and coordinate service delivery to the diverse customers that enter the
workforce centers, including both job seekers and business customers. We promote a welcoming and professional
environment to all customer groups. We operate the One-Stop like a place of business and not as a government
program, helping ensure staff are courteous, polite, helpful, and responsive to individual needs. Training and
workflows address customer diversity and priority of service for job seekers.

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We promote offering job seekers the right level of service based on their needs, providing access to labor market
information, education and/or skills development, and job placement services. We help front-line staff offer an
integrated, customer-centric intake process for all who enter the workforce centers and understand the various
programs, eligibility requirements, and service levels so that they can appropriately refer customers to the programs
and services that best meet their needs.
Staff from all programs are cross-trained to help them understand every program and the needs of specific
populations so that all staff can better serve all customers. This includes coordinating services to both employers and
businesses that use the One-Stop Centers.
Creating Access Points to Meet Diverse Needs and Promote Access to Services
We have demonstrated experience in increasing access through adding affiliate One-Stop locations. When we served
as the One-Stop System Manager in Flagler and Volusia Counties in Florida, we collaborated with community
partners to establish access points, called Mini Career Links.
We established nine Mini Career Links centers throughout the two-county region, and trained volunteers at each
location to assist job seekers. Our community partners were entities that served the homeless and Spanish-speaking
migrant workers, providing us with a strong avenue to each of these specialized populations in familiar and
convenient locations.
We also leverage our corporate marketing department to develop outreach and marketing materials to publicize the
services available in the One-Stop system. Traditional outreach and marketing methods include items, such as
brochures/flyers, posters, Public Service Announcements (PSAs), press releases/articles, job fairs, and social media
to encourage access to One-Stop services. All materials will use ARIZONA@WORK branding.
Another way that we support meaningful access is to develop, implement, and publicize a career pathways model
that aligns with area industries’ recruitment and staffing needs and the Board’s targeted sectors. Career Pathways
models integrate basic education and other skills development services, such as job training, counseling, and support
services, to develop pathways that enable disadvantaged populations to obtain their high school GED or diploma and
move on to attain a post-secondary education credential. A Career Pathways model better serves both employers and
job seekers at all skills levels, and helps the One-Stop system meet local labor market demands.
Innovative Approaches
6.1.4 Provide a description of any innovative approaches as it relates to the OSO as outlined in the Scope of Work.
MAXIMUS is committed to innovation in the delivery of One-Stop Center Services. To that end, we send our staff
to professional conferences to learn about other innovations and evidence-based practices that can be incorporated
into services. In similar projects, we have employed comprehensive process analysis, reengineering, training, and
technical assistance efforts to improve customer access and incorporate innovative services.
For example, in our One-Stop Center in Palm Beach County, Florida, we conducted a BPR effort that took three
months and involved 20 staff members, corporate staff, and outside experts who reviewed all major work processes.
We engaged front-line and management staff in teams who reviewed individual processes and functions, such as
front-desk support, assessment, and intake. The teams took different program functions and looked at best practices,
survey results and staff recommendations for improvements. The BPR effort helped transform the work culture of
staff and engaged employees in making positive changes. The team process was especially successful because it
encouraged staff buy-in to new processes. After completing this project, staff, such as those in our Welcome Unit,
consistently indicated that they were excited, felt valued and empowered by management, believed that they could
make a difference in performance, and wanted to implement targeted improvement strategies, including an
expedited participant assessment and a welcoming lobby area. Because of the process improvement project, we were
able to implement a streamlined workflow, bring national best practices, and instill a strong work-first approach that
positively impacted critical performance measures.

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The following are innovations we encourage the board to consider for Maricopa County.
SnagPad – the Technology that Revolutionizes Job Search and Job Search Training
The Job Search Management Portal powered by SnagPad is an innovative tool for monitoring job search and
participant activity. The portal is designed to guide job seekers through the job search process. This learning and
management tool motivates individuals to look for work. It allows the career services staff to manage job leads as
well as push leads to participants. It teaches participants to be strategic in their job search efforts by targeting
identified strengths and aptitudes to employer-identified skills needed for employment. Participants use SnagPad to
identify their target job (Job A), along with alternate jobs of interest (Job B), and track progress towards identifying
and applying for jobs. Across the MAXIMUS workforce services projects that use SnagPad, over 14,000 jobs-
seekers have submitted 174,000 applications to apply for the 367,000 job listings. This tool provides yet another
opportunity for participants to engage in their Job Seeker JourneyTM and track participation for job search and
employment activities.
As shown in Exhibit 5.1.4-1: SnagPad Job Search Tool, this proven methodology guides and educates job seekers
while teaching strategic job search through self-paced modules, strategic challenges (like games) and videos to share
techniques. This tool facilitates clear communication and thorough activity tracking, introducing a disciplined job
search and a distinct roadmap to success. Job seekers can see the progress they make as they apply and interview for
open jobs.
Exhibit 5.1.4-1: SnagPad Job Search Process. SnagPad enables job seekers to learn about and manage their job
search activity in a visual and strategic way.
SnagPad also includes the following proven features:
 Learning Platform: SnagPad teaches job search through two online self-paced courses and via a research-
based process using a virtual job coach approach. This learning echoes the practical application of skills
taught in workshops. It allows career services staff to reinforce career coaching when participants are out of
the office. Additionally, each stage of the Job Card on a job seeker’s pad features job tips and coaching to
support the participant's progression to the next step in their Job Seeker Journey.
 Organizational & Management Tool: SnagPad seamlessly records and stores all critical job search
information in one location that is visible to staff. Career services staff can push job leads to participants
and interact with them, asking why they have or have not followed up on job leads, applications, and
interviews.
 Job Support Network: Participants can request their network (including other participants and staff) to
become "supporters" of their
job search and to receive weekly reminders of the ideal job they seek, recently
captured job opportunities, and companies of interest. This keeps job seekers on top of the job search
"game" and increases opportunities for job search support and job coaching within their network.
 Virtual Job Coach: Many participants will access SnagPad on computers from home or local libraries.
SnagPad teaches strategies and offers challenges and embedded videos to reinforce critical job search
techniques throughout every step of the job search process. It also allows ongoing contact from career
services staff when the participant is away from the resource center.
 Gaming: Games are fun – but job search is usually not viewed as enjoyable. SnagPad turns the
job search
process into a game by providing rewards and encouragement to follow specific proven behaviors that
drive results.
 Desktop/Mobile App: Whether the participant is at home or mobile, SnagPad provides a platform for
every situation. Along with the computer desktop version, there is also an Android and iOS app for mobile
use. Through the app, participants can securely receive and transmit information to and from the program

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through any smartphone or tablet device. This tool allows participants to engage fully in their job search
and report participation for off-site activities.
 Job Postings Pulled from Multiple Job Sites. Career services staff and participants can pull jobs from job
sites like Indeed.com and Careerbuilder.com add to their job pad.
 Reporting. SnagPad allows career services staff to monitor and report on participant job search activity.
Reporting features in SnagPad capture information ranging from the source of job leads to the number of
hours participants logged in to the system. Additionally, participants can upload and submit documents like
employer verification forms or paystubs once they have obtained employment.
Once participants buy-in to the concept that a better job is achievable they are motivated to participate in activities,
they develop ownership over their experience and believe how the program can help them. Career services staff can
help to keep them engaged, while this innovative technology assists in tracking and encouraging program
participation.
Optimal Suite – Innovative Career Application that Elevates Job Readiness Skills
Optimal SuiteTM offers a scalable on-demand platform designed to assist job seekers with resume writing and
interviewing skills. This award-winning technology includes job readiness skills, streamlines resume writing
assistance, and improves results for state and local workforce boards and government entities in addition to
educational institutions.
OptimalResume assists job seekers to create or revise their resume and tailor it to fit employer requirements.
Resumes can be created and edited online using OptimalResume. Using answers to questions, it creates
chronological, functional, or combination resume formats, allowing participants to change the look and feel of
resumes on the fly. It also has the capacity to create "smart resumes" with access to the integrated O*Net
occupational database. It creates cover letters tailored to a variety of job search scenarios.
OptimalInterview practice technology provides a platform for job seekers to prepare to enter the workforce by
helping them develop the soft skills needed to help land their dream job. This online platform offers a world-class
mock interviewing experience to practice and assess communication skills. OptimalInterview offers an interactive
interview experience that stimulates learning by allowing job seekers to practice responding to any one of a
thousand interview questions pulled from real world examples. Job Developers and career services staff have the
flexibility to select questions based on individual needs. They can set up multiple practice interview scenarios for
each job seeker. These can range from general questions about attitude, experience, or personality to contextual
questions about education, specific skillsets, technology, abilities, and more.
OptimalInterview also provides interview coaching. It offers insight into why employers ask specific questions
during interviews and shares what employers really want to know. Job seekers can record a video, audio, or text
response to questions. This allows them to privately practice and polish their responses in a safe and secure
environment. Participants can record and rerecord as needed, taking the time they need to learn at their own pace.
These interview responses can be shared with the career services staff, who can share feedback, review the job
seeker’s responses, and update the case status.

SERIAL 171197-RFP
EXHIBIT C
REFERENCES
Contractor shall provide a minimum of three (3) all experience in the last three (3) years, for which the
Offeror, is providing or has provided services similar to those services described in this solicitation.
Reference #1
Organization Name: Contact Name:
District of Columbia Department of Human Services, David Ross, Chief, Office of Performance
Economic Security Administration (ESA) Monitoring (OPM)
Address: Phone Number:
64 New York Avenue, NE 202-535-1386
Washington, DC 20002 E-Mail Address:
david.ross@dc.gov
Begin Date: End Date:
November 2000 June 2017
Description of Services Provided: (Include specific services performed that meet requirements stated in RFP, and
overall quality of job performance)
District of Columbia Temporary Assistance for Needy Families (TANF) Employment Program (TEP)
MAXIMUS provide services to TANF participants, including ex-offenders. Our services include case
management, orientation, assessment, job search and placement, job skills training, supportive services,
employment services, case management, job retention, employment readiness training, job
development, and work experience.
Performance
 We manage a 1,920 caseload.
 We serve 1,700 jobseekers annually, and perform 850 annual placements
 We have a 65% Work Participation Rate, 50% job placement, 86% Retention Rate (significantly
higher than the 78% Retention Rate goal), 60% 180-day retention rate, and average wages earned
of $12.01/hour.
 DC DHS designated MAXIMUS as the “Top Performing Vendor” in 2015

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Reference #2
Organization Name: Contact Name:
Tennessee Department of Human Services, Karen Walker, Director of Quality Assurance and
Employment and Case Management Services (ECMS) Family Assistance Contracts
Address: Phone Number:
DHS Citizen Plaza, 8th Floor, 400 Deaderick Street, 615-253-4313
Nashville, TN 37243 E-Mail Address:
karen.x.walker@tn.gov
Begin Date: End Date:
July 2007 December 2017
Description of Services Provided: (Include specific services performed that meet requirements stated in RFP, and
overall quality of job performance)
Tennessee Employment and Case Management Services (ECMS)
MAXIMUS provides a one stop shop for intensive case management and employment placement
services to TANF recipients across Tennessee, serving the largest urban cities as well as rural regions.
We provide participants with case management, orientation, assessment, job search and placement, job
skills training, supportive services, employment services, job retention, employment readiness, training,
specialized services, job development, and work experience.
TANF clients receive focused support and individualized goal development to address employment
barriers identified at the assessment. Clients have access to a variety of job search tools and resources
in our Job Search labs throughout Tennessee. MAXIMUS works closely with employers and community
partners to develop worksite trainings and sustainable employment opportunities.
Performance
 From 2007-2012, this was a 100% performance-based contract.
 We manage a 3,600 caseload.
 We increased the Work Participation Rate from 24% (project start) to its highest rate of 69%.
 We meet or exceed performance requirements for the current contract for all 7 performance metrics.
 More than 11,000 job seekers have been placed in employment at wages higher than the State's
minimum wage since 2007 — Job Retention is at 81% (90 Days) and Wage Earnings average more
than $9.00/hour.

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Reference #3
Organization Name: Contact Name:
South Carolina Department of Social Services, Tammy James, Director
Division of Employment Services
Address: Phone Number:
P.O. Box 1520, 1535 Confederate Avenue Extension, 803-898-1097
Columbia, SC 29202-1520 E-Mail Address:
tamara.james@dss.sc.gov
Begin Date: End Date:
April 2012 March 2017
Description of Services Provided: (Include specific services performed that meet requirements stated in RFP, and
overall quality of job performance)
South Carolina Jobs Upfront Mean More Pay Program (JUMMP)
MAXIMUS operates a one-stop shop of various industry-recognized, evidence-based or evidence-
informed support services and trainings on site. Customers obtain barrier removal services and training
at one location which in turn increase customer engagement.
The JUMMP program focuses on TANF applicants in the first three months after application for services.
MAXIMUS provides case management, orientation, assessment, job search and placement, supportive
services, employment services, job retention, employment readiness training, and job development.
In addition, we have developed and implemented several successful pilots, including OWRA
Assessments and Web-based and Face-to-Face Job Readiness Training.
We deliver services in 10 counties covering the southern-most part of the state, an area over 300 miles
in diameter, which includes Charleston and surrounding counties. Our employment program serves
families in large, diverse geographical areas with both urban and rural regions with itinerant sites and
case manager travel.
Performance:
 Our JUMMP contract is 30% performance-based.
 We serve a 1,836 caseload.
 Since 2012, MAXIMUS has served 9,155 South Carolinians, placing 1,500 TANF eligible applicants
into employment.
 In our MAXIMUS 2016 annual government client satisfaction surveys, we received 5.0 out of 5.0
from South Carolina for this project.

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EXHIBIT D

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EXHIBIT E

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EXHIBIT F
LOBBYING DISCLOSURE PACKET

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EXHIBIT G
OFFICE OF PROCUREMENT SERVICES CONTRACTOR TRAVEL AND PER DIEM POLICY
1.0 All contract-related travel plans and arrangements shall be prior-approved by the County Contract
Administrator.
2.0 Lodging, per diem and incidental expenses incurred in performance of Maricopa County/Special District
(County) contracts shall be reimbursed based on current U.S. General Services Administration (GSA)
domestic per diem rates for Phoenix, Arizona. Contractors must access the following internet site to
determine rates (no exceptions): www.gsa.gov
2.1 Additional incidental expenses (i.e., telephone, fax, internet and copying charges) shall not be
reimbursed. They should be included in the contractor’s hourly rate as an overhead charge.
2.2 The County will not (under no circumstances) reimburse for Contractor guest lodging, per diem or
incidentals.
3.0 Commercial air travel shall be reimbursed as follows:
3.1 Coach airfare will be reimbursed by the County. Business class airfare may be allowed only when
preapproved in writing by the County Contract Administrator as a result of the business need of
the County when there is no lower fare available.
3.2 The lowest direct flight airfare rate from the Contractors assigned duty post (pre-defined at the
time of contract signing) will be reimbursed. Under no circumstances will the County reimburse
for airfares related to transportation to or from an alternate site.
3.3 The County will not (under no circumstances) reimburse for Contractor guest commercial air
travel.
4.0 Rental vehicles may only be used if such use would result in an overall reduction in the total cost of the
trip, not for the personal convenience of the traveler. Multiple vehicles for the same set of travelers for the
same travel period will not be permitted without prior written approval by the County Contract
Administrator.
4.1 Purchase of comprehensive and collision liability insurance shall be at the expense of the
contractor. The County will not reimburse contractor if the contractor chooses to purchase these
coverage.
4.2 Rental vehicles are restricted to sub-compact, compact or mid-size sedans unless a larger vehicle
is necessary for cost efficiency due to the number of travelers. (NOTE: contractors shall obtain
pre-approval in writing from the County Contract Administrator prior to rental of a larger vehicle.)
4.3 County will reimburse for parking expenses if free, public parking is not available within a
reasonable distance of the place of County business. All opportunities must be exhausted prior to
securing parking that incurs costs for the County. Opportunities to be reviewed are the DASH;
shuttles, etc. that can transport the contractor to and from County buildings with minimal costs.
4.4 County will reimburse for the lowest rate, long-term uncovered (e.g. covered or enclosed parking
will not be reimbursed) airport parking only if it is less expensive than shuttle service to and from
the airport.
4.5 The County will not (under no circumstances) reimburse the Contractor for guest vehicle rental(s)
or other any transportation costs.
5.0 Contractor is responsible for all costs not directly related to the travel except those that have been pre-
approved by the County Contract Administrator. These costs include (but not limited to) the following: in-
room movies, valet service, valet parking, laundry service, costs associated with storing luggage at a hotel,

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fuel costs associated with non-County activities, tips that exceed the per diem allowance, health club fees,
and entertainment costs. Claims for unauthorized travel expenses will not be honored and are not
reimbursable.
6.0 Travel and per diem expenses shall be capped at 15% of project price unless otherwise specified in
individual contracts
7.0 Contractor shall provide, (upon request) with their invoice(s), copies of receipts supporting travel and per
diem expenses, and if applicable with a copy of the written consent issued by the Contract Administrator.
No travel and per diem expenses shall be paid by County without copies of the written consent as described
in this policy and copies of all receipts.

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EXHIBIT H
AGREEMENT AND DUNS#

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MAXIMUS HUMAN SERVICES, INC., 1891 METRO CENTER DRIVE, RESTON, VIRGINIA 20190
PRICING SHEET: NIGP CODE 91867
Terms: NET 30
Vendor Number: VS0000001466
Certificates of Insurance Required
Contract Period: To cover the period ending June December 30, 2018 2019 June 30, 2020.