RFP CONTRACT RE TOBACCO CESSATION WITH UNIV OF COLORADO HE.PDF

CONTRACT PURSUANT TO PH RFP 171182
CONTRACT #: MA D860 171182
This Contract is entered into this 10` 11 day of May, 2017 by and between Maricopa County ("County"), a political
subdivision of the State of Arizona, and University Physicians, Inc. d/b/a University of Colorado Medicine
(hereinafter referred to as "CU Medicine"), with a business address of 13199 E. Montview Boulevard, Aurora,
Colorado 80045, a Colorado non-profit corporation established by the Board of Regents of the University of
Colorado to serve as the fiscal and business agent for the University of Colorado School of Medicine ("SUM") and
its faculty member, Chad Morris, PhD ("Contractor"), for the purchase of a Justice-Involved Tobacco Cessation
Project.
WHEREAS, the University of Colorado has established CU Medicine to serve as the business and fiscal agent of
SOM.
WHEREAS, County has need for professional services as described below and desires to secure the professional
services of Contractor, who is an SOM faculty member and employee.
WHEREAS, CU Medicine is willing to contract on behalf of SOM for the provision of such services by Contractor
for County.
WHEREAS, CU Medicine is an independent non-profit organization that serves as the centralized business and
contracting agent for SOM and all full-time employees of SUM, including Contractor, have assigned rights to any
income earned from professional services to CU Medicine. Income from such services is billed and collected by CU
Medicine and then disbursed to SOM in accordance with CU Medicine policies and procedures. CU Medicine
performs centralized business and administrative functions on behalf of SUM and in no manner engages in the
practice of medicine itself. The parties acknowledge and agree that CU Medicine is authorized to bill for and collect
from County the fees arising from this Agreement for the services performed by Contractor.
NOW, THEREFORE, it is mutually agreed as follows:
1.0 CONTRACT TERM:
1.1 This Contract is for a term of one (1) year, beginning on the Pt day of June, 2017 and ending the
31" day of May, 2018.
1.2 The County may, at its option and with the agreement of the Contractor, renew the term of this
Contract for additional terms up to a maximum of five (5) years, (or at the County's sole
discretion, extend the contract on a month-to-month basis for a maximum of six (6) months after
expiration). The County shall notify the Contractor in writing of its intent to extend the Contract
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CONTRACT th MA D860 171182
term at least thirty (30) calendar days prior to the expiration of the original contract term, or any
additional term thereafter.
2.0 FEE ADJUSTMENTS:
Any request for a fee adjustment must be submitted sixty (60) days prior to the current Contract expiration
date. 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. At a minimum, the invoice must provide the following
information:
• Company name, address and contact
• County bill-to name and contact information
• Contract serial number
• County purchase order number
• Invoice number and date
• Payment terms
• Date of service or delivery
• Quantity
• Contract Item number(s)
• Description of service provided
• Pricing per unit of service
• Extended price
• Total Amount Due
3.3.2 Problems regarding billing or invoicing shall be directed to the County 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
(http://www.maricopa.gov/Finance/Vendors.aspx)
3.3.4 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.
3.3.5 County shall make all payments to University of Colorado Medicine.
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CONTRACT #: MA D860 171182
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 Taxes: Contractor and all subcontractors shall pay all Federal, state, and local taxes
applicable to its operation and any persons employed by the Contractor and shall not seek
to hold County responsible for payment of any such taxes.
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 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.
5.2 During the Contract term, County shall provide Contractor's personnel with adequate workspace
for consultants and such other related facilities as may be required by Contractor to carry out its
contractual obligations.
6.0 TERMS and CONDITIONS:
6.1 RESERVED.
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CONTRACT #: MA D860 171182
6.2 INSURANCE.
As an employee of the University of Colorado, Contractor shall have professional and general liability
coverage through the University of Colorado Self Insurance Trust and such other insurance as shall be
necessary to insure against any medical malpractice claims which may arise out of direct patient care and
other professional activities contemplated under this Agreement.
SOM self-insures (through the University of Colorado Self Insurance Trust) for professional liability
insurance for itself and for its public employees who provide health care and other professional services
pursuant to the Colorado Governmental Immunity Act (Colorado Revised Statutes, §§ 24-10-101 et. seq).
The University of Colorado's self-insurance program provides coverage in accordance with the limits of
the Colorado Governmental Immunity Act, which provides that the maximum amount that may be
recovered against a public entity or public employee shall be:
(a) For any injury to one person in a single occurrence, the
sum of three hundred fifty thousand dollars ($350,000.00); and
(b) For any injury to two or more persons in any single
occurrence, the sum of nine hundred ninety thousand dollars ($990,000.00);
except in such instance recovery per person may not
exceed three hundred fifty thousand dollars ($350,000.00).
Pursuant to the Colorado Governmental Immunity Act, SOM will be responsible for injuries sustained from
an act or omission of a public employee occurring during the performance of the employee's duties and
within the scope of his/her employment, unless the act or omission is willful and wanton or where
sovereign immunity bars the action against SOM.
6.2.1 Workers' Compensation.
Workers' Compensation insurance to cover obligations imposed by federal and state
statutes having jurisdiction of Lessee's employees engaged in the performance of the
work or services under this Lease; and Employer's Liability insurance of not less than
$1,000,000 for each accident, $1,000,000 disease for each employee, and $1,000,000
disease policy limit.
Lessee, its contractors and its subcontractors waive all rights against Lessor and its
agents, officers, directors and employees for recovery of damages to the extent these
damages are covered by the Workers' Compensation and Employer's Liability or
commercial umbrella liability insurance obtained by Lessee, its contractors and its
subcontractors pursuant to this Lease.
6.3 FORCE MAJEURE
6.3.1 Neither party shall be liable for failure of performance, nor incur any liability to the other
party on account of any loss or damage resulting from any delay or failure to perform all
or any part of this Contract if such delay or failure is caused by events, occurrences, or
causes beyond the reasonable control and without negligence of the parties. Such events,
occurrences, or causes will include Acts of God/Nature (including fire, flood, earthquake,
storm, hurricane or other natural disaster), war, invasion, act of foreign enemies,
hostilities (whether war is declared or not), civil war, riots, rebellion, revolution,
insurrection, military or usurped power or confiscation, terrorist activities,
nationalization, government sanction, lockout, blockage, embargo, labor dispute, strike,
interruption or failure of electricity or telecommunication service.
6.3.2 Each party, as applicable, shall give the other party notice of its inability to perform and
particulars in reasonable detail of the cause of the inability. Each party must use best
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CONTRACT #: MA 1)860 171182
efforts to remedy the situation and remove, as soon as practicable, the cause of its
inability to perform or comply.
6.3.3 The party asserting Force Majeure as a cause for non-performance shall have the burden
of proving that reasonable steps were taken to minimize delay or damages caused by
foreseeable events, that all non-excused obligations were substantially fulfilled, and that
the other party was timely notified of the likelihood or actual occurrence which would
justify such an assertion, so that other prudent precautions could be contemplated.
6.3.4 The County shall reserve the right to terminate this Contract and/or any applicable order
or contract release purchase order upon non-performance by Contractor. The County
shall reserve the right to extend the Contract and time for performance at its discretion.
6.4 Certificates of Insurance.
6.4.1 Prior to commencing work or services under this Contract, Contractor shall have
insurance in effect as required by the Contract in the form provided by the County, issued
by Contractor's insurer(s), as evidence that policies providing the required coverage,
conditions and limits required by this Contract are in full force and effect. Such
certificates shall be made available to the County upon 48 hours notice. BY SIGNING
THE AGREEMENT PAGE THE CONTRACTOR AGREES TO THIS
REQUIREMENT AND UNDERSTANDS THAT FAILURE TO MEET THIS
REQUIREMENT WILL RESULT IN CANCELLATION OF THIS CONTRACT.
6.4.1.1.IIn the event any insurance policy (ies) required by this Contract is (are)
written on a "claims made" basis, coverage shall extend for two (2)
years past completion and acceptance of Contractor's work or services
and as evidenced by annual Certificates of Insurance.
6.4.1.1.2If a policy does expire during the life of the Contract, a renewal
certificate must be sent to County fifteen (15) days prior to the
expiration date.
6.4.2 Cancellation and Expiration Notice.
Insurance required herein shall not be permitted to expire, be canceled, or materially
changed without thirty (30) days prior written notice to the County.
6.5 WARRANTY OF SERVICES:
6.5.1 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.
6.5.2 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.
6.6 NOTICES:
All notices given pursuant to the terms of this Contract shall be addressed to:
For County:
Maricopa County
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CONTRACT #: MA D860 171182
Department of Public Health
Attn: Cheryl Rentscheler, Procurement Officer
4041 N. Central Avenue, #1400
Phoenix, AZ 85012
(602) 506-6886
cherylrentscheler@mail.maricona.aov
For Contractor:
University of Colorado Behavioral Health & Wellness Program
Attn: Shawn Smith, MA, MBA
1784 Racine Street, Bldg 401, R09-130, F478
Aurora, CO 80045
(303) 724-3716
Sliawn.smithicvuedenvenedu
With a copy to University of Colorado Medicine:
Gail Albertson, Chief Operating Officer
University of Colorado Medicine
P.O. Box 111719
Aurora, Colorado 80042-1719
13199 East Montview Boulevard
Aurora, Colorado 80045
Telephone: (303) 493-7000
Facsimile: (303) 493-7001
6.7 Suspension of Work
The Procurement Officer may order the Contractor, in writing, to suspend, delay, or interrupt all or
any part of the work of this contract for the period of time that the Procurement Officer determines
appropriate for the convenience of the County. No adjustment shall be made under this clause for
any suspension, delay, or interruption to the extent that performance would have been so
suspended, delayed, or interrupted by any other cause, including the fault or negligence of the
Contractor. No request for adjustment under this clause shall be granted unless the claim, in an
amount stated, is asserted in writing as soon as practicable after the termination of the suspension,
delay, or interruption, but not later than the date of final payment under the contract.
6.8 Stop Work Order
The Procurement Officer may, at any time, by written order to the Contractor, require the
Contractor to stop all, or any part, of the work called for by this contract for a period of 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-
6.8.1 Cancel the stop-work order; or
6.8.2 Terminate the work covered by the order as provided in the Default, or the Termination
for Convenience of the County, clause of this contract.
6.8.3 The Procurement Officer may make an equitable adjustment in the delivery schedule
and/or contract price, or otherwise, and the contract shall be modified, in writing,
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CONTRACT #: MA D860 171182
accordingly, if the Contractor demonstrates that the stop work order resulted in an
increase in costs to the Contractor.
6.9 UNCONDITIONAL TERMINATION FOR CONVENIENCE:
Maricopa County may terminate the resultant Contract for convenience by providing sixty (60)
calendar days advance notice to the Contractor.
6.10 TERMINATION FOR DEFAULT:
6.10.1 In addition to the rights reserved in the Contract, the County may terminate the Contract
in whole or in part due to the failure of the Contractor to comply with any term or
condition of the Contract, to acquire and maintain all required insurance policies, bonds,
licenses and permits, or to make satisfactory progress in performing the Contract. The
Procurement Officer shall provide written notice of the termination and the reasons for it
to the Contractor.
6.10.2 Upon termination under this paragraph, all goods, materials, documents, data and reports
prepared by the Contractor under the Contract shall become the property of and be
delivered to the County on demand.
6.10.3 The County may, upon termination of this Contract, procure, on terms and in the manner
that it deems appropriate, materials or services to replace those under this Contract. The
Contractor shall be liable to the County for any excess costs incurred by the County in
procuring materials or services in substitution for those due from the Contractor.
6.10.4 The Contractor shall continue to perform, in accordance with the requirements of the
Contract, up to the date of termination, as directed in the termination notice.
6.11 TERMINATION BY THE COUNTY:
If the Contractor should be adjudged bankrupt or should make a general assignment for the benefit
of its creditors, or if a receiver should be appointed on account of its insolvency, the County may
terminate the Contract. If the Contractor should persistently or repeatedly refuse or should fail,
except in cases for which extension of time is provided, to provide enough properly skilled
workers or proper materials, or persistently disregard laws and ordinances, or not proceed with
work or otherwise be guilty of a substantial violation of any provision of this Contract, then the
County may terminate the Contract. Prior to termination of the Contract, the County shall give the
Contractor fifteen- (15) calendar day's written notice. Upon receipt of such termination notice, the
Contractor shall be allowed fifteen (15) calendar days to cure such deficiencies.
6.12 STATUTORY RIGHT OF CANCELLATION FOR CONFLICT OF INTEREST:
Notice is given that pursuant to A.R.S. §38-511 the County may cancel this 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.
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CONTRACT #: MA 0860 171182
6.13 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 seg.
6.14 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 under this contract.
6.15 ADDITIONS/DELETIONS OF SERVICE:
The County reserves the right to add and/or delete products and/or services provided under this
Contract. If a requirement is deleted, payment to the Contractor will be reduced proportionately to
the amount of service reduced in accordance with the proposal price. If additional services and/or
products are required from this Contract, prices for such additions will be negotiated between the
Contractor and the County.
6.16 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, partnership, principal and agent, or joint venture
between the District and the Contractor.
6.17 SUBCONTRACTING:
The Contractor may not assign this Contract or subcontract to another party for performance of the
terms and conditions hereof without the written consent of the County, which shall not be
unreasonably withheld. All correspondence authorizing subcontracting must reference the
Proposal Serial Number and identify the job project.
6.18 AMENDMENTS:
All amendments to this Contract shall be in writing and approved/signed by both parties. The
Public Health Procurement Officer and/or the Office of Procurement Services' Chief Procurement
Officer shall be responsible for approving all amendments for Maricopa County.
6.19 ACCESS TO AND RETENTION OF RECORDS FOR THE PURPOSE OF AUDIT AND/OR
OTHER REVIEW:
6.19.1 In accordance with section MCI 367 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.
6.19.2 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.
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CONTRACT #: MA D860 171182
6.19.3 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 claim 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.
6.20 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.
6.21 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.
6.22 RIGHTS IN DATA:
The County shall own have the use of all data and reports resulting from this Contract without
additional cost or other restriction except as provided by law. Each party shall supply to the other
party, upon request, any available information that is relevant to this Contract and to the
performance hereunder.
6.23 NON-DISCRIMINATION:
CONTRACTOR agrees to comply with all provisions and requirements of Arizona Executive
Order 2009-09 including flow down of all provisions and requirements to any subcontractors.
Executive Order 2009-09 supersedes Executive order 99-4 and amends Executive order 75-5 and
may be viewed and downloaded at the Governor of the State of Arizona's website
htto://www.azo.overnor.rrovidms/upload/E0 2009 09.pdf which is hereby incorporated into this
contract as if set forth in full herein. During the performance of this contract, CONTRACTOR
shall not discriminate against any employee, client or any or any other individual in any way
because of that person's age, race, creed, color, religion, sex, disability or national origin.
6.24 INTEGRATION:
This Contract represents the entire and integrated agreement between the parties and supersedes
all prior negotiations, proposals, communications, understandings, representations, or agreements,
whether oral or written, express or implied.
6.25 VERIFICATION REGARDING COMPLIANCE WITH ARIZONA REVISED STATUTES §41-
4401 AND FEDERAL IMMIGRATION LAWS AND REGULATIONS:
6.25.1 By entering into the Contract, the Contractor warrants compliance with the Immigration
and Nationality Act (INA using e-verify) and all other federal immigration Jaws 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
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CONTRACT #: MA D860 171182
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. 1-9 forms are available
for download at USCIS.GOV .
6.25.2 The County retains the legal right to inspect contractor and subcontractor employee
documents performing work under this Contract to verify compliance with paragraph
6.25.1 of this Section. Contractor and subcontractor shall be given reasonable notice of the
County's intent to inspect and shall make the documents available at the time and date
specified. Should the County suspect or find that the Contractor or any of its subcontractors
are not in compliance, the County will consider this a material breach of the contract and
may pursue any and all remedies allowed by law, including, but not limited to: suspension
of work, termination of the Contract for default, and suspension and/or debarment of the
Contractor. All costs necessary to verify compliance are the responsibility of the
Contractor.
6.26 CONTRACTOR EMPLOYEE WHISTLEBLOWER RIGHTS AND REQUIREMENT TO
INFORM EMPLOYEES OF WHISTLERBLOWER RIGHTS.
6.26.1 The Parties agree that this Contract and employees working on this Contract will be
subject to the whistlebIower rights and remedies in the pilot program on contractor
employee whistleblower protections established at 41 U.S.C. § 4712 by section 828 of the
National Defense Authorization Act for Fiscal Year 2013 (Pub. L. 112-239) and section
3.908 of the Federal Acquisition Regulation;
6.26.2 Contractor shall inform its employees in writing, in the predominant language of the
workforce, of employee whistleblower rights and protections under 41 U.S.C. § 4712, as
described in section 3.908 of the Federal Acquisition Regulation. Documentation of such
employee notification must be kept on file by Contractor and copies provided to County
upon request.
6.26.3 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).
6.27 CERTIFICATION REGARDING DEBARMENT AND SUSPENSION
6.27.1 The undersigned (authorized official signing for the Contractor) certifies to the best of his
or her knowledge and belief, that the Contractor
6.21.1.1 is not presently debarred, suspended, proposed for debarment, declared
ineligible, or voluntarily excluded from covered transactions by any Federal
Department or agency;
6.21.1.2 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 antitrust statues or
commission of embezzlement, theft, forgery, bribery, falsification or
destruction of records, making false statements, or receiving stolen property;
6.21.1.3 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
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CONTRACT #: MA 1)860 171182
6.21.1.4 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.
6.27.2 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.
6.28 GOVERNING LAW:
This Contract shall be governed by the laws of the state of Colorado. Venue for any actions or
lawsuits involving this Contract will be in Denver County Court or in the United States District
Court for the District of Colorado, sitting in Denver, Colorado.
6.29 ORDER OF PRECEDENCE:
In the event of a conflict in the provisions of this Contract and Contractor's license agreement, if
applicable, the terms of this Contract shall prevail.
6.30 AUDIT REQUIREMENTS
6.30.1 If the Contractor expends $750,000 or more from all contracts administered and/or
funded via County, and/or receives $750,000 or more per year from any federal funding
sources, the Contractor may be subject to Federal audit requirements per P.L. 98-502
"The Single Audit Act". The Contractor shall comply with OMB Uniform Guidance as
applicable. The audit report shall be submitted to the Maricopa County Department of
Public Health for review within the twelve months following the close of the fiscal year.
The Contractor shall take any necessary corrective action to remedy any material
weaknesses identified in the audit report within six months after the release date of the
report. Maricopa County may consider sanctions as described in OMB Uniform
Guidance for contractors not in compliance with the audit requirements. All books and
records shall be maintained in accordance with Generally Accepted Accounting
Principles (GAAP).
6.30.2 The Contractor shall schedule an annual financial audit to be submitted to County for
review within twelve months following the close of the program's fiscal year. Contractor
understands that failure to meet this requirement may result in loss of current funding and
disqualification from consideration for future County-administered funding.
6.30.3 The Contractor shall comply with the requirement of the Federal Office of Management
and Budget (OMB) Uniform Guidance. The Contractor is responsible for having an audit
performed in accordance with, and when required, by OMB Uniform Guidance, and for
sending a copy of the report issued as a results of the audit to the COUNTY within 30
days of issuance. The County reserves the right to engage an auditor, at the Contractor's
expense, to perform an OMB Uniform Guidance audit of the Contractor in the event that
the Contractor shall fail to engage an auditor or the County shall reject or disapprove of
the auditor engaged by the Contractor.
6.30.4 The Contractor must also comply with the following OMB Circulars:
1.0 A-102 Uniform Administrative Requirements for Grants to State and Local
Government.
2.0 A-110 Uniform Administrative Requirements for Grants and Agreement with
Institutions of Higher Education, Hospitals and other non-profit organizations.
3.0 A-122 Cost Principles for Non-Profit Organizations.
4.0 A-87 Cost Principles for State and Local Governments.
5.0 A-21 Cost principles for Education Institutions.
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CONTRACT #: MA 1)860 171182
6.31 ISRAEL BOYCOTT:
By submitting this proposal the Contractor certifies that they are in compliance with Article 9,
Arizona Revised Statutes Section 35-393 et seq.
6.32 INFLUENCE
As prescribed in MCI -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:
6.32.1 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,
6.32.2 That is offered or given with the intent to influence a decision, obtain a contract, garner
favorable treatment, or gain favorable consideration of any kind.
If a Person attempts to influence any employee or agent of Maricopa County, the Chief
Procurement Officer, or his designee, reserves the right to seek any remedy provided by the
Maricopa County Procurement Code, any remedy in equity or in the law, or any remedy provided
by this contract.
6.33 PUBLIC RECORDS:
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 after Contract
award and execution, except for such Offers deemed to be confidential by the Office of
Procurement Services. If an Offeror believes that information in its Offer should remain
confidential, it shall indicate as confidential, the specific information 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. The Records Manager of the Office of
Procurement Services shall determine whether the identified information is confidential pursuant
to the Maricopa County Procurement Code.
6.34 INCORPORATION OF DOCUMENTS:
The following are to be attached to and made part of this Contract:
6.34.1 Exhibit A, Pricing;
6.34.2 Exhibit B, Scope of Work;
6.34.3 Exhibit C, Office of Procurement Services Contractor Travel and Per Diem Policy.
6.35 SIGNATURE AUTHORITY:
By signing this Agreement, CU Medicine is acting on behalf of SOM in CU Medicine's capacity
as SOM's designated business and fiscal agent. All services to be performed pursuant to this
Agreement will be carried out by SOM and its employees/faculty members, who at all times will
be subject to and covered by SOM administrative policies and all applicable Colorado state law
and regulation governing public employees of the state of Colorado and its component units and
departments, including the University of Colorado and the University of Colorado School of
Medicine.
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CONTRACT #: MA D860 171182
6.36 INCORPORATION OF DOCUMENTS:
The following are to be attached to and made part of this Contract:
6.36.1 Exhibit A, Pricing;
6.36.2 Exhibit B, Scope of Work;
6.36.3 Exhibit C, Office of Procurement Services Contractor Travel and Per Diem Policy.
IN WITNESS WHEREOF, this Contract is executed on the date set forth above.
UNIVERSITY OF COLORADO MEDICINE
Jane SchfrInaker Date
Executive Director
Senior Associate Dean for Finance and Administration
University of Colorado School of Medicine
MARICOPA COUNTY
CHAIRMAN, BOARD OF SUPERVISORS DATE
ATTESTED:
CLERK OF THE BOARD DATE
APPROVED AS TO FORM:
LEGAL COUNSEL DATE
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CONTRACT #: MA D860 171182
Exhibit A
PRICING SHEET
BIDDER NAME:
F.I.DIVENDOR #:
BIDDER ADDRESS:
PD. ADDRESS:
BIDDER PHONE #:
BIDDER FAX #:
COMPANY WEB SITE:
COMPANY CONTACT (REP):
E-MAIL ADDRESS (REP):
PAYMENT TERMS: BIDDER IS REQUIRED TO SELECT ONE OF THE FOLLOWING:
TERMS WILL BE CONSIDERED IN DETERMINING LOW BID.
FAILURE TO CHOOSE A TERM WILL RESULT IN A DEFAULT TO NET 30.
BIDDER MUST INITIAL THE SELECTION BELOW.
NET 10
NET 15
NET 20
NET 30 xx
NET 45
NET 60
NET 90
2% 10 DAYS NET 30
1% 10 DAYS NET 30
2% 30 DAYS NET 31
1% 30 DAYS NET 31
5% 30 DAYS NET 31
COMPENSATION/FEES: TOTAL AMOUNT
JUSTICE-INVOLVED TOBACCO CESSATION PROJECT $183,392
(As defined herein) (Please fill in)
Respondent's signature below indicates understanding and agreement to perform the services outlined in the Request
for Proposal indicated above for the total amount they have listed above.
Signature (REQUIRED) Date
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CONTRACT #: MA D860 171182
Exhibit B
Scope of Work
Original Scope of Work from RFP:
1.0 INTENT:
As the nation's fourth largest county with a population that is greater than that of 21 states, Maricopa
County has a justice system that is large, complex, and impacts many people. The average daily number of
adults in Maricopa County's jail system is approximately 8,000 (2015), and the monthly average number of
adults on Maricopa County probation is approximately 52,000 (2015).
As a tobacco-free facility, tobacco-using adults who are booked into Maricopa County jails are required to
immediately stop using tobacco without access to support services for tobacco cessation including Nicotine
Replacement Treatment (NRT). National research has shown that 90% to 97% of detained adults who
smoked prior to being incarcerated return to smoking within 6 months of release. Since tobacco use is the
leading preventable cause of death in the United States and smoking has been identified as a risk factor for
recidivism, addressing tobacco cessation among those involved in Maricopa County's justice system can
positively impact the health of Maricopa County residents as well as the cost to Maricopa County and its
community.
The Maricopa County Department of Public Health's Office of Healthcare Innovation (OHCI) would like
to contract with a vendor to assess our justice system to identify opportunities and intervention points to
address tobacco cessation among adults. In addition, OHCI would like the vendor to develop a pilot project
plan as well as a 5-year strategic plan to address tobacco use among adults in Maricopa County's justice
system that incorporates evidence-based practices, evaluation and sustainability.
Total budget shall not exceed $200,000.
2.0 SCOPE OF WORK:
Contractor shall:
2.1 Identify best practices in the areas of tobacco cessation that most appropriately can be applied
within the Maricopa County justice system and support the justice-involved population in
Maricopa County.
2.2 Assess the Maricopa County justice system to identify tobacco cessation intervention points
within this system and within the larger community that serves this justice-involved population.
2.3 Identify and prioritize opportunities to implement and support tobacco cessation efforts for the
Maricopa County justice-involved population both in the justice system and upon reentry to the
community.
2.4 Develop a project plan to implement a tobacco cessation pilot that utilizes a holistic approach to
address tobacco use among the justice-involved population that can be implemented with available
resources. Plan will focus on the justice-involved population(s) that the Contractor has identified
as most likely to succeed based on their assessment of the Maricopa County's justice system, on
evidence-based practices, on work in other jurisdictions, and on available resources. Plan will
include evaluation and sustainability strategies.
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CONTRACT #: MA D860 171182
2.5 Develop a 5-year comprehensive strategic plan to address tobacco use among the Maricopa
County justice-involved population. Strategic plan will include evaluation and sustainability
components to support identified tobacco cessation efforts.
2.6 Present a detailed report on all findings from work performed. Report shall include an executive
summary. Contractor shall also prepare a PowerPoint presentation of findings, pilot project plan,
5-year strategic plan, and shall provide an oral presentation of reports and plans.
Contractor's Submitted Scope of Work:
Section II: Executive Summary
Smoking among justice involved (JI) individuals is an ignored public health epidemic. Despite encouraging progress
in tobacco cessation in the U.S., 31 individuals still smoke at three to four times the rate of the general population.
While 16.8 percent of the adult population in the U.S. smokes cigarettes, smoking rates for justice involved
populations are estimated at 70-80 percent (CDC, 2015; Cropsey et al., 2010). Jail and prison inmates have a higher
burden of chronic illnesses, and many of the most serious medical problems reported by inmates are smoking-
related. Tobacco use is linked to both heart disease and lung cancer, which account for the majority of inmate
deaths, as well as cardiovascular, circulatory, respiratory, kidney, and liver problems (e.g., Binswanger et al., 2011;
Binswager et al., 2007; Binswanger, Krueger, & Steiner, 2009).
Efforts to reduce smoking rarely target the J1 population. Through the proposed scope of work, the University of
Colorado- Behavioral Health & Wellness Program seeks to partner with Maricopa County to close this "science-to-
service" gap, and begin to offer evidence-based tobacco recovery services to the criminal justice population. In
doing so, Maricopa County will be an innovator, and one of only a handful of national initiatives that promises to
both reduce unnecessary death and disease, and provide return-on-investment to the criminal justice system and
County as a whole.
The criminal justice system offers unique access points to deliver smoking interventions to vulnerable and
underserved individuals (Donahue, 2009). Utilizing evidence based practices tailored to the J1 population and
proven treatment strategies, including but not limited to the "5As" model, co-occurring mental health and substance
use treatment, Motivational Interviewing, quitline services, and peer specialist programming, we will assist
Maricopa County identify realistic interventions. BHWP will assess and prioritize points of intervention using the
Sequential Intercept, Patient-Centered Medical Neighborhood, and Risk-Need-Responsivity models, as well as the
Jail to the Community Implementation Toolkit. These tools will facilitate and structure the development of a 5-Year
Strategic Plan and a Pilot Program.
The proposed Year I scope of work and deliverables are as follows:
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2. Rcricw t Be..4 Practice.‘ Alaricopo County Re. ,,.c (erre!,
-Fwd.: 3. (.1;:Nitt, Kick-0,ff
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5. 5- 1: eeir SiPuteic Plan
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All tasks are fully detailed in the application and tied to milestones to insure progress toward deliverables. Through
an iterative process, we will set up Maricopa County for success by collaborating with county leadership and key
stakeholders to develop a strategic plan determined by engagement, available resources, and organizational
readiness. As a component of our proposal, BHWP provides a one-year timeline, as well as initial thoughts on the
timeline for the 5-Year Strategic Plan.
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CONTRACT #: MA D860 171182
BHWP has received over 80 grants and contracts, across 30 states, to provide whole health and tobacco control
technical assistance and training to federal government, state government, counties, and for-profit and non-profit
agencies. We have a unique combination of qualifications that allows us to: 1) Facilitate, inform, and document
Maricopa County's strategic planning; 2) Build pragmatic pilot programming; 3) provide the training and
consultation necessary to embed tobacco cessation into existing service sectors; 4) Evaluate outcomes at an
individual, agency, and county level; and 5) Scale up sustainable interventions across the county. We are "boundary
spanners", meaning we comfortably work across diverse service sectors such as the criminal justice, behavioral
health, primary care, and public health systems. This capacity will be instrumental in creating the buy-in necessary
to create a sustainable and scalable plan. The bottom-line is- BHWP has worked with other states and agencies to
demonstrate that tobacco cessation interventions for the JI population are not only warranted, but feasible.
Section III: Proposal
Created in 2006, the Behavioral Health & Wellness Program (BHWP) is housed in the University of Colorado,
School of Medicine (www.bhwellness.org ). BHWP's mission is to improve quality of life by facilitating evidence-
based health behavior change for communities, organizations, and individuals. As a whole health program, we view
Wellness as a multifaceted approach to living that promotes being well in all
areas of life. Wellness is therefore unique to each individual and involves a
dynamic process that changes with each new experience. Accordingly, wellness
is more than just the absence of disease or illness. We believe that wellness
possess eight dimensions. This approach addresses the whole person by
acknowledging that a lack of health or well-being in one area of a person's life
affects their overall sense of well-being. When you open multiple doors to
wellness, you can create personal and organizational momentum that translates
into sustained health behavior change.
Aligned with BHWP's approach to wellness, our programming strongly
emphasizes tobacco control. Tobacco use, specifically smoking, remains the
largest preventable cause of death and disability in the U.S. (USDHHS, 2014).
Eight of Thus, since its inception, BHWP has assisted healthcare and public health
providers to integrate tobacco cessation treatment and policies into hospital,
criminal justice, behavioral health, and other community-based settings. We have developed publicly accessible
toolkits, performed on-site trainings and technical assistance, advised leadership on best practices, and provided
web-based and interactive distance learning opportunities to improve the effectiveness of interdisciplinary
interventions for tobacco cessation. Through our innovative whole health programming, we have directly trained
over 8,000 healthcare, correctional staff, peer specialists, and public health professionals across 30 states.
Tobacco Use Among the Justice Involved
BHWP's wellness and tobacco cessation programming has focused on multiple health disparity populations
including individuals involved with the criminal justice system. The number of persons incarcerated in the U.S. is
staggering. U.S. prisons house more than 1.5 million inmates and millions more are jailed annually (Sabol &
Minton, 2008). TI individuals smoke at up to four times the rate of the general population, with smoking prevalence
ranging from 70%-80% (Cropsey et al., 2010; Kauffman et al., 2010; Ritter et al., 2011).
Inmates and parolees that use tobacco products are more likely to develop chronic health conditions that are
expensive to manage and put undue strain on taxpayer-funded criminal justice and healthcare programs. Over one
third of individuals in federal prisons (39%), state prisons (43%) and local jails (39%) report a chronic medical
condition (Wilper et al., 2009). Leading causes of death among individuals who have been jailed are all associated
with or caused by tobacco use, these being suicide, heart disease, drug or alcohol intoxication, cancer, and liver
diseases (Binswanger et al., 2011; Binswager et al., 2007; Binswanger, Krueger, & Steiner, 2009; USDHHS, 2006).
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CONTRACT #: MA D860 171182
These health disparities follow justice involved individuals from incarceration back into their communities after
release.
The high rates of tobacco use among the JI population is partially attributable to the large demographic overlap
between the JI population and other "underserved" populations that have high smoking rates. 31 individuals often
come from socio-economically disadvantaged backgrounds that smoke at higher rates. For instance, JI individuals
have relatively low rates of educational attainment. 40% of individuals in state prisons, 47% in jails, and 31% in
community corrections have less than a high school diploma, compared to 18% of the general population (Wolf,
2003). Moreover, individuals with mental illnesses and substance dependence, who also have an extremely high
smoking prevalence (Annamalai, Singh, & O'Malley, 2015; Lasser et al., 2000), are significantly over-represented
among the JI population. Recent estimates indicate that 17-34% of jail inmates have a recent history of mental
disorders (Steadman et al,, 2009; Steadman et al., 2013), and well over half of all incarcerated individuals have
significant substance use problems (Lurigio, 2011; Steadman et al., 2013).
Tobacco control strategies save lives, improve quality of life, and are cost effective (Fiore etal., 2008). Despite
unequivocal evidence establishing the effectiveness of counseling and pharmacological tobacco cessation
interventions, there continues to be a significant disparity in the rates at which smoking cessation is addressed for
the most at-risk populations (Brown, Platt, & Amos, 2014; Fiore et al., 2008; Stead & Lancaster, 2012). While all
federal, and most state and local correctional facilities, including Maricopa County, have adopted a varying degree
of smoke-free policies (Clarke et al., 2011; Cork & Public Health Law Center, 2012), few criminal justice settings
offer cessation services. In part, the absence of cessation services may be attributed to the fact that tobacco use in
criminal justice settings has historically been condoned (MacDonald et al., 2010), and corrections staff commonly
possess negative attitudes toward cessation services (MacAskill & Hayton, 2007).
Most 31 individuals released to the community quickly relapse to smoking. Strikingly, studies show that up to 97%
of former inmates relapse back to smoking within six months of their release back to the community (Lincoln et al.,
2009). This is unfortunate because, having not been able to smoke while incarcerated, many inmates are motivated
to maintain tobacco-free lives. Among formerly incarcerated individuals on probation or parole, more than half of
smokers reported that they would be interested in receiving help to quit smoking if assistance were available
(Cropsey etal., 2010). For this reason, the high prevalence of smoking among the JI population is viewed as a social
justice issue (Voigt, 2010).
While 31 smokers often want to quit smoking, they are not afforded the same opportunities to quit as the general
population (Kauffman et al., 2010). The immense size of the U.S. penal system has made it challenging for
correctional institutions to operate efficiently and to provide comprehensive, quality healthcare services (Hanunet,
2006). Evidence of comprehensive wellness programming is scarce. Although the direct relationship between
incarceration and health outcomes is complex, access to quality healthcare and tobacco cessation services while
incarcerated and when reentering communities is critical (Binswanger et al., 2011). Yet there are few available jail
or community-based tobacco cessation services tailored to this population.
In offering tobacco cessation to the JI population, Maricopa County will be an innovator, and one of only a handful
of national initiatives that promises to both reduce unnecessary death and disease, and provide return-on-investment
(ROT) for the criminal justice system and county as a whole. The costs of incarceration continue to mount. In 2010,
the average cost of incarceration per offender for Maricopa County was $24,805, or about $67.96 per day. In
comparison, in 2016 the cost of incarceration per offender in Maricopa County was estimated to be around $31,203,
or about $85.49 per day (Morrison Institute, 2015). And JI tobacco users cost the county much more due to
associated medical and psychiatric comorbidities and hospitalizations (Fisher et al., 1993; Florida State University,
2017).
Inmates and parolees who utilize tobacco products are more likely to develop chronic health conditions that are
expensive to manage and put undue strain on taxpayer-funded criminal justice and healthcare programs.
Additionally, research indicates that as individuals in correctional settings improve their health, not only do their
medical costs decrease, but there are fewer problems with security and conduct as well (Glaser & Greifinger, 1993;
Kim et al., 1997). And at release, communities benefit when justice involved individuals reenter their communities
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CONTRACT #: MA D860 171182
with increased health literacy, healthy habits, and greater self-efficacy (Conklin, Lincoln, & Tuthill, 2000;
Freudenberg, 2001; Glaser & Greifinger, 1993; Hamxnet, Roberts, & Kennedy, 2001; Kim et al., 1997).
Mapping Best Practices for Maricopa County
During the strategic planning year BHWP will assist Maricopa County to identify evidence-based and promising
tobacco cessation practices that may be applied to the County justice system and JI population. This will be achieved
through an extensive review of the literature and relevant resources. These practices will inform a pilot project and
other initiatives across the project years to decrease the unnecessary death and disability related to tobacco use, and
potentially lead to county cost-savings. In addition to enhancing health through desired health behavior change,
addressing tobacco may also decrease recidivism. This is because tobacco use is directly and indirectly associated
with many criminogenic risk factors, including substance abuse, education/employment, leisure/recreation, history
of antisocial behavior/low self-control, and antisocial peers (Andrews & Bonta, 2010; Ward & Stewart, 2003).
The below resources and practices may be key ingredients for pilot programming but are not meant as an
exhaustive list:
For JI individuals, while some tailoring is necessary, all proven psychosocial and pharmacological tobacco cessation
interventions are appropriate treatments. BHWP has created the DIMENSIONS Tobacco Free Toolldt for
Healthcare Providers https://www.bhwellness.orgitoolkits/Tobacco-Free-Toolkit.pdf
which offers an evidence-based foundation for Maricopa's pilot program and other tobacco control initiatives. This
toolkit is designed for a broad continuum of providers, including criminal justice healthcare professionals and
corrections staff. The toolkit contains a variety of information and step-by-step instructions on:
• Tobacco use education
• Skills for engaging individuals in tobacco cessation discussions
• Efficient methods for assessing smokers' readiness to quit
• Information and research on treatments
To complement this primary guidance, a supplemental toolkit for the JI population Imps://www.bliwellness.oruiwp-
content/uploads/BHWP-Tobacco-Free-Toolkit-J1-web-2.ndf
assists professionals and agencies to tailor tobacco cessation and tobacco-free policies to meet factors unique to this
population. This supplement focuses on the health of incarcerated individuals as well as those individuals preparing
for release into the community. Many of the assessment and treatment recommendations are applicable to
individuals in community corrections, diversion, and reentry programs.
The 5As Model. DIMENSIONS tooIkits fully describe the 5As model which we would suggest any pilot program
uses to the degree that the setting allows. The 5As model directs providers and staff to screen for tobacco use
(ASK), to recommend reducing or stopping use (ADVISE), to evaluate (ASSESS) both smokers' willingness to quit
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CONTRACT #: MA D860 171182
and level of nicotine dependence, to offer aid (ASSIST) to help in their quit attempt, and then to set (ARRANGE)
follow-up visits (Fiore et al., 2008). To provide an applicable baseline, 40%-76% of general population patients
report that their physicians ask about smoking and advise them to quit (e.g., Hu et al., 2003; Kaplan et al., 2016;
Park et al., 2015). However, advice to quit was given significantly less often to respondents classified as less
educated (42.3%), as well as patients with a lower family income (43.5%) who live outside the northeast (Kaplan et
al., 2016). For all smokers, advice to quit is typically not followed by assessment, brief treatment, appropriate
referrals, and follow up (Conroy et al., 2005; Morris, Miller and Mahalik, 2011). Rates of providing counseling or
pharmacotherapy are below 20% (DePue et al., 2002; Longo et al., 2006; Park et at., 2015). Utilizing the 5As model
is advantageous to the criminal justice system, as the model may be modified to complement common behavioral
health and integrated care assessment, screening, treatment, and referral practices.
Co-occurring Treatment. Research indicates that comprehensive treatment programs for incarcerated individuals
with co-occurring mental health and substance use disorders can significantly reduce recidivism, and that the
addition of community reentry services can augment these positive outcomes (Lurigio, 2011; Peters et al., 2012;
Sacks, Sacks, McKendrick, Banks, & Stommel, 2004). This co-occurring treatment presents an opportunity for
concurrently addressing tobacco cessation. Rather than building "siloed" tobacco cessation treatment, tobacco
cessation treatments can be embedded within individual and group counseling that is already occurring. As an
example, tobacco dependence has often been perceived as separate from other alcohol and drug use, but the core
behavioral treatments are typically the same. Treatment approaches for concurrently treating mental health and
substance use disorders, such as Motivational Interviewing, trauma-informed care, and cognitive behavioral
therapies are equally applicable to tobacco dependence (Lurigio, 2011; Peters et at., 2012). BHWP has worked with
multiple criminal justice agencies who have successful employed this "embedded" approach.
Motivational Interviewing (MI). MI is a skill set that BHWP highly recommends for providers and staff
implementing tobacco cessation services. MI is an empirically developed, style of communication that emphasizes
the evocation and reinforcement of intrinsic motivation (change talk) within a compassionate, collaborative, and
autonomy supportive relationship (Miller & Rollnick, 2013). Utilizing brief MI, non-judgmental, open-ended
reflective responses, affirmations, and well-times summaries, serve to mirror and reinforce self-efficacy and healthy
behavior change. Meta-analyses have found MI effective in comparison to no-treatment, written materials, and non-
specific treatment as usual (Hettema et al., 2010; Lundahl et al., 2010). MI has been proven effective for tobacco
cessation across a wide spectrum of healthcare and public service sectors (Lai et al., 2010; Burke et al., 2003).
Accordingly, a number of barriers might be overcome by using basic MI skills for tobacco cessation. While there are
both pros and cons associated with the use of MI within correctional programming, MI has been efficacious in many
JI contexts and has had substantial national uptake (US Dept. of Justice, 2016). It is likely that MI would be an
integral component of Maricopa's pilot.
Telephonic Cessation Services. While all U.S. states have telephonic cessation services, or "quitlines," these
services currently have limited reach for the JI population. Nevertheless, quitlines are yet another service with a
large evidence base. Quitline counseling can more than double a smoker's chances of quitting, and quitline
counseling combined with medication can more than triple the chances of quitting (Anderson & Zhu, 2007; Stead,
Perera, & Lancaster, 2007). Quitlines also have the potential to overcome common barriers to healthcare access such
as transportation and the cost of both counseling and cessation medications (Zhu et al., 2000). However, far too few
smokers avail themselves of this service despite media campaigns targeting socio-economically disadvantaged
populations. Less than 1% of all smokers access counseling or medication assistance through quitlines (North
American Quitline Consortium, 2015). For Arizona, there are approximately 940,000 smokers and just over 10,000
called the ASHline (i.e. Arizona's quitline) in 2015. Although there are acknowledged barriers to quitlines,
including access to telephones or cell phone minutes, BHWP recommends that Maricopa County explores
partnerships with the ASHline to increase its reach to JI smokers.
Peer Specialist Programming. According to the Center for Substance Abuse Treatment, "peer recovery support
services fill a need long recognized by treatment providers for services to support recovery after an individual leaves
a treatment program. They hold a promise as a vital link between systems that treat substance use disorders in a
clinical setting and the larger communities in which people seeking to achieve and sustain recovery live." (2009).
Therefore, peer specialists are a critical component of a recovery oriented system of care and are an important
augmentation to provider-driven strategies. Peers are often able to provide services in a less threatening way, and
clients report high satisfaction with peer delivered services (Davidson & Rowe, 2008; Rowe et al., 2007; SAMHSA,
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CONTRACT #: MA D860 171182
2012; WHO, 2003). Moreover, there is growing evidence that peer-to-peer services are effective. BHWP has trained
over 1,000 peer specialists, across 14 states, on the Peer-to-Peer Tobacco Recovery Program and Well Body
Program for weight management and nutrition. We have found that the program leads to less smoking, increased
healthy choices, and positive social networking.
Maricopa County is already an innovator in its use of peer specialists for the Peer Navigator and Thinking for a
Change (T4C) Programs. Using a "warm transfer" model, the JI are paired with a peer navigator to help them settle
into the community upon reentry. Findings indicate a reduction in recidivism for people who received a referral to
the program. BHWP would explore how tobacco dependence treatment might be facilitated through this successful
programs or similar treatment structures.
A Parallel Process. While often overlooked, a high rate of criminal justice employees in the courts, in the jails, and
in the communities are tobacco users themselves. Through BHWP's long experience in organizational-level work,
we have found that is important to promote tobacco services for criminal justice employees as well as the JI
population itself.
Ex-tobacco users often become internal champions of tobacco-free initiatives. Therefore, aligning communications
strategies and policies to include the treatment needs of employees is a critical component that might lead to the
acceptance and prioritization of tobacco cessation services. BHWP will identify opportunities for utilizing the
Maricopa tobacco-free policy (https://www.maricopa.gov/I261/Tobacco-Free), Arizona Department of Health
Services expertise, and County-sponsored employee cessation benefits (https://vvww.maricopa.gov/1378/Stop-
Using-Tobacco) to further tobacco control goals for criminal justice employees as well as the JI population.
Assessing and Prioritizing Points of Intervention
BHWP will use two national heuristic models, the "Patient-Centered Medical Neighborhood" and "Sequential
Intercept Model" to identify potential points of intervention for Maricopa County pilot programming and other
staged interventions. In addition, we recommend using Maricopa County's criminal justice Risk-Need-Responsivity
(RNR) model and the Transition from Jail to the Community (TJC) Implementation Toolkit. We will partner with
Maricopa County to create a tobacco cessation/healthy decision-making "continuity-of-care" model that
complements existing law enforcement, court, pre-release, community corrections, and re-entry services. The
patient-centered medical neighborhood will be utilized to identify key partners and the sequential intercept model,
RNR, and TIC will suggest points of intervention that maximize criminal justice and community partnerships.
Risk-Need-Responsivity (RNR) model and the Transition from Jail to the Community (TJC) Implementation
Toolkit.
The RNR model was implemented in Maricopa County in 2011 in conjunction with the Maricopa County Smart
Justice Council (Morrison Institute, 2015). Both RNR and TIC require that offenders be assessed for risk so that
they may receive targeted interventions. Consequently, universal assessment has been established as an essential
component of the Maricopa County criminal justice structure. The various assessments and divergence programs
associated with the RNR and TJC models have determined that 68% of the Maricopa County Jail population is at
moderate to high risk for recidivism, compared to 40% of the jail population nationally (Morrison Institute, 2015).
The Patient-Centered Medical Neighborhood.
A great deal of attention has been given to the concept of a
"patient-centered medical home" which suggests that a primary
care agency should serve as the hub of healthcare and point of
referral for other services. Yet, for the II population, we suggest
that the expanded "patient-centered medical neighborhood"
(PCMN) is a more realistic, compelling, and pragmatic model.
Although the PCMN includes primary care, the PCMN also
incorporates a network of agencies that serve the JI population's
whole health (Taylor et al., 2011). This network often includes,
but is not limited to: criminal justice, social service agencies,

CONTRACT #: MA 1/860 171182
community hospitals, specialty medical offices, pharrnacies and laboratories, housing, and state and local public
health departments. The core of the PMCN model is community-based integration and system redesign that
promotes population health.
Unlike the patient-centered medical home, within the PCMN any point of service may become the hub of care. For
instance, Maricopa County public health, integrated behavioral health agencies or reentry programs could be judged
to be a better hub of care than a primary care clinic. Additionally, the PCMN allows for a continuity of care model
to integrate county public health programs and their expansive community connections. Therefore, it is BHWP's
belief that the Maricopa County Public Health- Office of Healthcare Innovation, Arizona 211, and Health-E-Arizona
Plus, among other programs, may help to support the reentry ofll individuals into the community through a variety
of resources, services, and information.
The PCMN model assumes that multiple professionals work toward the common goal of community health. For
decades, many health professionals have worked in silos and failed to adequately communicate or collaborate with
other providers, often at the expense of quality care. This is particularly true for individuals who have been recently
released from jail or prison. These JI individuals commonly have difficulty navigating the complicated medical
systems or lack access to regular medical care. Studies have shown that after release from jail or prison, only 15% of
inmates are estimated to have health insurance, and individuals recently released from correctional facilities report
that lack of access to healthcare leads to significant instability at reentry (Burgess-Allen et al., 2006; Seal, 2007).
Lack of a "medical home" can make this even more difficult (Binswanger et al., 2011). In response, the core tenets
of the PCMN model address these deficits and provide the framework for innovative service delivery for the JI
population.
Sequential Intercept Model.
Intercept 2
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The Sequential Intercept (SI) Model provides a conceptual framework for collaboration between the criminal justice
and other treatment systems to methodically address and reduce criminalization and recidivism. The model depicts
the ways in which people typically move through the criminal justice system and suggests a series of "points of
interception,' or opportunities for intervening. Thus, the SI model can help to identify points of intervention for
Maricopa County's tobacco cessation and whole health programming.
Below, we describe initial ideas for each intercept level. Ideally, most people would be intercepted at early points
(Munetz & Griffm, 2006). The initial ideas below are based on our extensive work in this area, but these ideas
are expected to change based on the results of the evidence-based review and strategic planning process
outlined in our proposed scope of work and deliverables.
Intercept I: Law Enforcement
Intercept 1 is represented by Maricopa County Sheriffs Office which has a force of just under 400 officers that
patrol 8 diverse districts that encompass both rural and urban areas (Maricopa Sheriff's Office, n.d.). Historically,
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CONTRACT #: MA D860 171182
Sheriff's Offices, healthcare, and public health systems have not worked closely together. First responders and other
emergency room personnel are often dealing with crisis situations at Intercept I. Due to the need to resolve crisis
situations quickly, the insertion of additional screening procedures or other tasks are typically not beneficial
(Substance Abuse and Mental Health Administration, 2015). At the same time, it is recommended that first
responders, particularly law enforcement, receive training to recognize the signs of mental and substance use
disorders, to de-escalate situations, and to dispense emergency treatment (Substance Abuse and Mental Health
Administration, 2015). Indeed, this is the aim of Maricopa County's 16 Crisis Intervention Team (CIT) officers who
are trained to better respond to individuals who are experiencing a behavioral health crisis (National Alliance on
Mental Illness, n.d.; Noogle, 2016). So, while Intercept 1 isn't a realistic point of tobacco cessation intervention,
there may be opportunities to introduce law enforcement to the goals of the 5-Year Strategic Plan and Pilot Program,
and the reasons why this is an important topic to address within the criminal justice continuum.
Intercept 1 Planning Recommendations: Through low burden continuing education formats, Maricopa County
might provide education to CIT trained officers and other officers on how tobacco cessation is associated with issues
such as mental illnesses and substance use. Education might include information regarding agencies in the PCMN
that could assist with offenders' cessation needs in tandem with behavioral health and primary care needs. This
might also be an ideal chance to establish a culture of bi-directional learning, in which the county educates
community service agencies regarding the criminal justice continuum, potential points of intervention, and how
community tobacco control initiatives complement CIT and other innovative law enforcement practices.
Intercept 2: Initial Detention and Court Hearing
In Maricopa County, upon their initial detention and court hearing offenders are screened using the CHS Integrated
Health Screening to identify high needs populations, such as individuals with serious mental illnesses or substance
dependence. At this time, the SBIRT (Screening, Brief Intervention, and Referral to Treatment Health Assessment
Screening) may also be administered (Noogle, 2016). Prior to an offender standing trial, the Pretrial Services
Division and Defendant Monitoring Units administer the Public Safety Assessment (PS A). The PSA is designed to
assist in determining a defendant's risk of failing to appear in court or committing new criminal activity while
awaiting trial. The PSA also helps to ensure that low-risk individuals do not remain in custody throughout the trial
process, and instead allow these defendants to return to their community as they proceed through their trial.
Following an offender's first trial appearance, when it is known that an individual is to remain in jail, the Maricopa
County Sheriff's Office (MCSO) Jail Classification Specialists utilize a "Risk to Recidivate Score" or "Proxy" to
determine an individual's likelihood of committing a new offense. This score is then used to designate an
appropriate risk-based intervention strategy for each offender. Those offenders who are found to be low-risk are
diverted to incarceration alternatives. Moderate and high risk offenders are considered for additional screening and
evaluation that will allow them to be placed into specific programs that may further mitigate their recidivism risk
(Morrison Institute, 2015).
Intercept 2 Planning Recommendations: Screening measures such as SBIRT are an ideal opportunity to include
tobacco use questions. Other commonly used measures, including the Alcohol. Smoking and Substance Involvement
Screening Test (ASSIST) and the Composite International Diagnostic Interview (CIDI), already include tobacco use
as part of assessment. Risk-based interventions predicated on screening measures in conjunction with the "Risk to
Recidivate Score" might be used to divert tobacco dependent offenders to pilot programs and receive evidence-
based tobacco dependence treatment.
Intercept 3: Jails and Courts
The Maricopa County Criminal Justice System has a total inmate capacity of about 11,051 beds dispersed
throughout six facilities (Maricopa County Sheriff's Office, n.d.). In 2014, Maricopa County jails saw a total of
105,219 bookings with an average length of stay around 28 days (Morrison Institute, 2015). During this time, the
average daily population was 7,997 and the gender makeup was 85.4% male and 14.6% female. (Morrison Institute,
2015). Each of the six county jails, Fourth Avenue, Durango, Estrella, Lower Buckeye, Tent City, and Tower, offers
specialized services and programming based on characteristics such as risk, gender, and mental health issues.
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In order to provide appropriate sentencing to individuals based upon both their offense and assessed risk level,
Maricopa County offers various specialty courts. These include the Drug Court, DUI Court, Comprehensive Mental
Health Court, Homeless Court, Veterans Court, and Dependency Treatment Court. In support of these specialty
courts, Proposition 200 in Arizona mandates that treatment, rather than incarceration, should be provided for
offenders whenever appropriate.
In addition to Maricopa County's specialty courts, diversion programming is offered through the Maricopa County
Attorney/Treatment Assessment Center (TASC) Adult Deferred Prosecution Program. TASC is a private 501(c)(3)
that offers alternatives to prosecution for individuals who do not face felony drug possession charges, do not contest
their guilt, and are thought to be able to benefit from a community treatment program (TASC, n.d.). Programs
offered by TASC include the Possession of Marijuana Program, Possession of Narcotic or Dangerous Drugs
Program, and the Misdemeanor Adult Diversion Program. For participation in the program, offenders can have their
case dropped with no charges filed or dismissed without prejudice. These programs can last between 6 months to
one year, and commonly require screening, education, counseling, and case management (TASC, n.d.).
The Felony Pretrial Intervention Program is another alternative to prosecution that is offered through the Maricopa
County Attorney's Office. The Felony Pretrial Intervention Program aims to reduce recidivism through the
completion of specified treatment programs. "Thinking for a Change," a nationally used cognitive treatment
program, serves as the core curriculum throughout the program.
While in jail, incarcerated individuals with behavioral health, mental illness, and/or addictions diagnoses receive
specialized services. The Maricopa Integrated Health System (MIHS) is among the largest behavioral healthcare
providers in the state, providing both inpatient and outpatient services to adults and adolescents. Two inpatient
behavioral healthcare facilities operate a total of 219 adult beds, treating individuals who have been court ordered to
undergo mental health evaluation and treatment. The facilities host related court proceedings and employ many
specialists to provide onsite consultation and treatment interventions.
Intercept 3 Planning _Recommendations: Prompt access to high-quality treatment in local correctional settings is
critical to stabilization and successful transition to the community. Diversion programming is a key intercept point
where tobacco cessation may be realistically embedded into existing practices. Diversion is not itself a practice but
an umbrella term encompassing a host of practices with a shared objective that includes parole and probation, which
have long been used to prevent recidivism by stipulating community-based treatment (Technical Advocacy Center,
2013).
There are a variety of means through which tobacco treatment might be included at this intercept point, both within
the jails and through the courts. As examples, correctional, medical, and mental health providers can be trained to
construct tobacco treatment plans for individuals prior to release from jail or prison (Binswanger, 2011). Jail
healthcare services and other programming might include tobacco dependence in curricula, and whole health
programming might follow JI into the community at release. Specialty courts might also integrate tobacco use in
diversion protocols and the Presentence Division might include tobacco use in substance abuse screening, informing
sentencing recommendations to the court.
To identify early adopter sites, BHWP will work with the Maricopa County during the strategic planning process to
assess buy-in among Maricopa's wide variety of different courts/probation tracks. An example of one potential
avenue is to work closely with Maricopa County Corrections Health Services, specifically the Mental Health
Housing Units of the Lower Buckeye Jail. This system not only screens thousands of inmates per day, but also
designs and tracks step down treatments transitioning back to general population housing.
Intercept 4: Reentry
As with Intercept 3, Reentry programming is an ideal point to address and treat tobacco dependence. In 2015, the
Maricopa County Smart Justice Council put together a "service matrix" that will be used to build a Systems Services
Database. This database is intended to illustrate the services that are currently available within the continuum of
care, including those offered by jails, human services, and Mercy Maricopa Integrated Care (Morrison Institute,
2015).
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Upon reentry into the community, MIHS offers outpatient services, which consist of comprehensive assessment and
treatment by supervised resident physicians. Adults diagnosed with serious mental illnesses receive the Assertive
Community Treatment (ACT) program, an evidence-based practice model with demonstrated effectiveness. Family
support and education programs are offered to JI individuals' partners and/or families. Agencies like David's Hope,
a nonprofit organization, partners with the Criminal Justice Coalition to improve the efficacy of criminal justice
systems by promoting collaboration with behavioral healthcare providers.
Maricopa County's Smart Justice program aims to reduce recidivism through providing targeted career guidance.
The program is comprehensive in nature, guiding and coaching individuals through the processes of finding
employment opportunities, applying for appropriate positions, and training and onboarding. Under the Smart Justice
program, Maricopa County also offers the Thinking for a Change (T4C) program to medium and high risk offenders
upon their release following incarceration. This integrated, cognitive behavioral change program features cognitive
restructuring, and the development of social and problem solving skills. MI and peer navigators are integral
components of the program. There are a number of other agencies in the PCMN, such as behavioral health, public
health, housing, and vocational services that might be trained to offer the DIMENSIONS Tobacco Free Program or
other nationally-recognized tobacco cessation treatment.
Intercept 4 Planning Recommendations: A principal first step at this intercept would be to train reentry
programming staff. Training might meet multiple goals, including enhancing buy-in around why tobacco cessation
is a critical issue, providing up to date guidance for treating tobacco dependence, providing individual and group
tobacco treatment curricula tailored to the JI population, and assisting agencies to integrate tobacco treatment into
daily practices through system redesign efforts. At this intercept, it will be important that tobacco cessation
programming has the flexibility to meet organizations' structures and average lengths of stay.
Intercept 5: Community Corrections
Community corrections comprises the largest population of individuals under criminal justice supervision. In the
U.S., nearly 4.8 million people (1 in every 51 adults) are on probation or parole in their communities (Glaze &
Kaeble, 2014; Rutten et al., 2008). Individuals within the community corrections system are predominantly
uninsured and fall below the poverty level, yet they must access community-available healthcare and preventative
services.
Maricopa County Adult Probation (MCAP) serves around 52,178 individuals each month throughout 19 regional
offices (Maricopa County Adult Probation, 2015). In 2015, the primary goals of MCAP were identified as including
crime reduction, customer satisfaction, and healthcare enrollment and literacy. Once an offender's sentence has been
completed, probation units deploy various assessments, including the Offender Screening Tool, Adult Substance
Use Survey, and the Field Reassessment Offender Screening Tool, to determine an individual's preparedness to
reenter the community (Maricopa County Adult Probation, 2015).
MCAT' provides various offerings to probationers throughout Maricopa County. For instance, MCAP offers multiple
levels of probationary supervision, which are contingent upon offender need and assessed risk. Additionally, MCAP
runs a variety of cognitive intervention programs. These programs are directed toward individuals who exhibit anti-
social behavior, juvenile offenders, and substance abusers with low motivation. MCAP also provides access to adult
education centers offering GED, ESL, and job skill classes and are equipped with computers.
The Maricopa County Adult Probation Department's (MCAPD) Presentence Assessment Center, also known as the
Assessment and Referral Center (ARC), offers recommendations and referrals for probationers as well as in-person
assistance with healthcare enrollment. Notably, the Assessment Center places a particular emphasis on assisting
individuals with substance abuse and mental health needs.
Intercept 5 Planning Recommendations: Partner with the Assessment and Referral Center on integrating tobacco
cessation into referral mechanisms and MCAP cognitive interventions. Tobacco cessation community resources
might also become part of the Assessment Center's educational programs intended to help individuals to understand
healthcare needs, coverage, and services they can access. This intercept point is also an ideal opportunity to refer to
relapse prevention services.
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CONTRACT #: MA D860 171182
Through and iterative process with Maricopa County, BHWP will utilize the above models and available
resources to develop a project plan to implement a tobacco cessation pilot that utilizes a holistic approach to
address tobacco use among the JI population.
Project Year 1 Scope of Work and Deliverables
June 2017-May 2018
Project Year 1 Logic Model
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BHWP proposes the below scope of work to meet all objectives as specified in the RFP. If awarded the contract, we
welcome working with Maricopa County to identify any gaps or needed changes in the proposed tasks and
milestones. Our team will promote effective project management and discipline through the above dynamic logic
model to map project inputs, processes, outputs, and outcomes to ensure that all stages of the project and its
evaluation are logically linked and coordinated.
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CONTRACT #: MA D860 171182
Work Plan Tasks and Milestones
a ck 1. OfFSite Pfaiiniiz 1 Development Meeting
Dr. Chad Morris and other principal BHWP staff will facilitate a series of planning and development meetings with
Maricopa County project leads and other stakeholders identified by Maricopa County. These meetings will provide
an opportunity to finalize the year one scope of work, coordinate the first onsite visits, and set the partnership tone
for monthly communication.
Milestone: We anticipate that work with begin in June 2017. BHWP will begin scheduling project coordination
meetings the first week of the contract period. Planning meetings will be scheduled monthly during the first
project year. We will provide meeting agendas and meeting minutes to Maricopa County.
Tivilc 2. Review gem' Practices& :liar/copy County R prirce.c
June-September 2017- BHWP will thoroughly review the peer-reviewed literature, other salient resources regarding
tobacco cessation for the JI population, and Maricopa County criminal justice and service system details. Aligned
with the Patient Centered Medical Neighborhood (PCMN) and Sequential Intercept (SI) models, the review of
Maricopa County resources will include, but not be limited to, the healthcare, behavioral health, public health, and
criminal justice system. As needed, this review will include contacting national innovative programs to collect
further details.
Milestone: By September 2017, BHWP will provide a written report documenting evidence-based and
promising practices for meeting the JI population's tobacco cessation needs. Building from the PCMN and SI
models detailed above, the report will describe a continuum of care for tobacco cessation services and the most
promising points of intervention for the JI population.
7a'i 3. Ot
July-August 2017- Following initial off-site planning meetings, we will schedule an onsite visit to kick off the
project. Key stakeholders from the criminal justice system and other service sectors will be invited. We anticipate
needing three days onsite to achieve the following aims:
A. Facilitate a kick-off meeting with leadership and key stakeholders. We hope to use this time to provide
an overview of the project and expected timeline, provide brief training on the "state of the evidence" for
meeting the tobacco cessation needs of the JI population, and to have a strategy session to solicit initial
input on the project and potential pilot alternatives.
B. Provide a public forum for criminal justice staff. The forum of 1-2 hours will allow staff to voice their
opinions, pro and con, regarding offering tobacco cessation services to the JI population. We would work
with Maricopa leadership to determine the best venue and participants. BHWP has found that such public
forums substantially increase buy-in for innovative programming and policy.
C. Complete site visits. Based on preliminary planning calls we will prioritize several sites/programs across
the criminal justice system and continuum of care. We anticipate visiting approximately 4 sites. During
these visits we will complete an environmental scan, complete key informant interviews, review relevant
policies and procedures, and determine to what degree tobacco use is being tracked.
Milestone: By September 2017, BHWP will provide a written report documenting kick of meeting attendance,
qualitative themes based on stakeholder input, and site visit findings. Kick-off visit outcomes will inform the
draft strategic plan.
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CONTRACT #: MA D860 171182
Task 4. BaNaline Organizational Asse.sAntent
September-October 2017- As a critical component of an impact evaluation and measuring ongoing sustainability
outcomes, BHWP will collect several forms of baseline data. For select agencies, we would collect brief survey data
assessing staff attitudes, knowledge, and skills regarding tobacco cessation. We would utilize our already developed,
widely-used Attitudes, Knowledge, and Utilization Survey, adding any fields unique to the Maricopa project.
Typically, BHWP collects such data through SurveyMonkey, but we are cognizant there are potential barriers to
collecting survey data from the criminal justice sector. We will partner with Maricopa County leadership to
determine the best means of administering surveys. For key agencies, we would also administer BHWP's Wellness
Initiatives and Tobacco Control Organizational Self-Assessment. This survey is filled out by one person per agency
and measures use of evidence-based wellness practices. We would also determine if participating agencies are
collecting any tobacco use, treatment, and cessation outcomes for the JI population.
Milestone: By December 2017, provide a report of aggregate staff survey outcomes, as well as staff survey
outcomes by agency/site. We will also provide a report of organizational self-assessment findings. Baseline data
will inform the draft strategic plan and allow Maricopa County to track longitudinal outcomes across the 5-year
strategic activities.
"rash 5. Draft the 5-1..0{1 Strategic: Plan
November 2017-January 2018- Based on the input and outcomes from Tasks 1-4, BHWP will draft the 5-Year
Strategic Plan. The plan will have the following chapters:
• Executive Summary
• Synthesized Findings
• Recommended Intervention Points across the Justice Continuum
• Recommended Interventions and Programming (including a logic model and timeline)
o Whole Health Framework
o Staged Interventions Based on Organizational Readiness for Change
o Evaluation and Outcome Standards
Pilot Project Recommendations
o Training
o Evaluation Plan
o Sustainability and Scalability Plan
Suggested Next Steps
Milestone: By the end of January 2018, the draft plan will be sent electronically to Maricopa County leads for
initial review.
(hi sin' 5irelt.C.1.0* Se.S.Cion, and Site
February 2018- BHWP project leads will travel to Maricopa County to present the draft 5-Year Strategic Plan to key
stakeholders. The onsite visit will also present an opportunity for a second round of stakeholder comment and
planning. At this point the pilot project will also become solidified and BHWP leads will conduct additional site
visits with the proposed pilot agencies to initiate discussions of the pilot roll-out.
Milestone: By March 2018, BHWP will electronically submit a revised strategic plan to reflect site visit
stakeholder input. In addition, BHWP will provide minutes of the strategic planning session, as well as the
PowerPoint presentation used onsite.
I'ieiarut1oa q the. Final Strolegic. Pim? and Pilot Si et
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CONTRACT #: MA D860 171182
April-May 2018- BHWP leads will return to Maricopa County to present the final 5-Year Strategic Plan to
stakeholders. BHWP will provide a first round of training/consultation to primary pilot sites on evidence-based
cessation strategies and infrastructure redesign to prepare participating agencies. In addition, we will meet with
Maricopa County leadership to potentially plan for additional contract years when BHWP will assist in rolling out
the pilot project, other staged interventions, training, and program evaluation.
Milestone: By May 2018, BHWP will provide electronic copies of the final 5-Year Strategic Plan as well as the
PowerPoint presentation used for the onsite presentation. The final 5-Year Strategic Plan will have high quality
production and be dissemination ready in print or electronically. We will provide training agendas for the visit
and lists of training participants. We will also provide draft deliverables for Project Year 2.
To.ck 8. Fioal -1ctivity Report
May 2018- By the end of the month, we will summarize all activity for Project Year 1.
Milestone: By the end of May, BHWP will provide an electronic version of a final report of all Project Year 1
activity.
Project Timelines
Maricopa County — Year 1 Timeline
Itenfiew best Prac-tkes
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Report
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CONTRACT #: MA D860 171182
Cevo.,g
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4"- rival Mtly Z .-7)1g Activity 111. Year 49%1 2 Proms Year .2G20 3 Proms ), v Year ri 2023 4 Protest final 2D2:' Project
Report Outcome Report Outcome Repart Outeorne Report I.port
Above we provide the general timeline for Project Year 1, as well as initial plans for how Project Year I might be
embedded in a five-year project timeline.
Conclusions and Generalized Recommendations
The .11 population has been traditionally underserved and overlooked with regard to tobacco cessation and other
related health-care needs. Given the disproportionate rates of JI individuals who use tobacco, along with their very
poor health status, addressing their tobacco use is a critical population health issue. There is a proven evidence base
for treating tobacco dependence for these at-risk groups, however a significant science to service gap exists
nationally. Tobacco dependence treatment is largely absent in jails and prisons, and uncommon in community
corrections or reentry programs.
By offering pilot programming and a sustainable long-term plan to for addressing the tobacco needs of .11
individuals, Maricopa County will become one of a handful of national innovators. BHWP will assist in these efforts
by identifying the most likely strategies to succeed based on our Project Year 1 assessment of evidence-based points
of intervention that utilize the County's strengths and existing infrastructure. From first interactions with the
criminal justice system to community corrections, the Maricopa 51 population has access to a variety of healthcare
and public health services, offered by a network of agencies that make up a "patient-centered medical
neighborhood". We will provide a plan that maximizes these resources and will track efforts through ongoing impact
evaluation metrics. These tools will assist in making needed changes as pilot efforts become established, and
provide indicators for measuring project sustainability and county-wide scalability.
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CONTRACT #: MA D860 171182
EXHIBIT C
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 inteniet site to
determine rates (no exceptions): www.gsa.twy
1. 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.
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CONTRACT #: MA 0860 171182
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,
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
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