13054-CONTRACT - AREA AGENCY ON AGING.PDF

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process. After Contract Award the Contractor shall complete the Vendor Registration
Form located on the County Department of Finance Vendor Registration Web Site
(www.maricopa.gov/finance/vendors).
2.3.7 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.
3.0 DUTIES:
3.1 The Contractor shall perform all duties stated in Exhibits “B & C” and the budget’s schedule of
deliverables for that grant year and/or as directed by the current Ryan White Part A policies and
procedures manual or as otherwise directed in writing by the Procurement Officer.
3.2 The Contractor shall perform services at the location(s) and time(s) stated in this application, the
current approved work plan or as otherwise directed in writing, via contract amendment and/or
task order from the Administrative Agent.
3.3 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.
4.0 TERMS and CONDITIONS:
4.1 PRICE ADJUSTMENTS:
4.1.1 Any request for a fee adjustment must be submitted sixty (60) days prior to the current
Contract anniversary 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 AHCCCS fee schedule or by performing a
market survey.
4.2 INDEMNIFICATION:
4.2.1 To the fullest extent permitted by law, Contractor shall defend, indemnify, and hold
harmless County, its agents, representatives, officers, directors, officials, employees and
volunteers from and against all claims, damages, losses and expenses, including, but not
limited to, attorney fees, court costs, expert witness fees, and the cost of appellate
proceedings, relating to, arising out of, or alleged to have resulted from the negligent acts,
errors, omissions, mistakes or malfeasance relating to the performance of this Contract.
Contractor’s duty to defend, indemnify and hold harmless County, its agents,
representatives, officers, directors, officials, employees and volunteers shall arise in
connection with any claim, damage, loss or expense that is caused by any negligent acts,
errors, omissions or mistakes in the performance of this Contract by the Contractor, as
well as any person or entity for whose acts, errors, omissions, mistakes or malfeasance
Contractor may be legally liable.
4.2.2 The amount and type of insurance coverage requirements set forth herein will in no way
be construed as limiting the scope of the indemnity in this paragraph.
4.2.3 The scope of this indemnification does not extend to the sole negligence of County.
4.3 INSURANCE REQUIREMENTS:
4.3.1 The Contractor shall have in effect at all times during the term of this Contract insurance
which is adequate to protect Maricopa County, its officers and employees, participants
and equipment funded under the Contract against such losses as are set forth below. The

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Contractor shall provide County with current documentation of insurance coverage by
furnishing a Certificate of Insurance or a certified copy of the insurance policy naming
Maricopa County as an additional insured.
4.3.2 The following types and amounts of insurance are required as minimums:
4.3.2.1 Worker's Compensation as required by Arizona law; and employer’s liability
insurance with $1,000,000 per accident, $1,000,000 per disease and $1,000,000
per limit disease.
4.3.2.2 Unemployment Insurance as required by Arizona law.
4.3.2.3 Commercial general liability insurance the limits of the policies shall not be less
than $2,000,000 per occurrence, $4,000,000 general aggregate, $2,000,000
products completed operations aggregate.
4.3.3 Automobile and Truck Liability, Bodily Injury and Property Damages:
4.3.3.1 Combined single limit; $1,000,000.
4.3.4 Standard minimum deductible amounts are allowable. Any losses applied against
insurance deductibles are the sole responsibility of the Contractor.
4.3.5 Professional Liability Insurance; $2,000,000 per occurrence or claim and $4,000,000
aggregate.
4.3.6 The Contractor will immediately inform the Director of any cancellation of its insurance
or any decrease in its lines of coverage at least thirty (30) days before such action takes
place.
4.3.7 Certificates of Insurance.
4.3.7.1 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
ten (10) business days. BY SIGNING THE AGREEMENT PAGE THE
CONTRACTOR AGREES TO THIS REQUIREMENT AND FAILURE
TO MEET THIS REQUIREMENT WILL RESULT IN CANCELLATION
OF CONTRACT.
4.3.7.1.1 In 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.
4.3.7.1.2 If 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.
4.3.8 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.
4.4 NOTICES:
All notices given pursuant to the terms of this Contract shall be addressed to:
For County:

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Maricopa County
Office of Procurement Services
ATTN: Contract Administration
320 West Lincoln Street
Phoenix, Arizona 85003-2494
For Contractor:
Area Agency on Aging, Region One/HIV Care Directions Program
ATTN: Mary Lynn Kasunic
366 E. Thomas Road
Phoenix, AZ 85014
4.5 REQUIREMENTS CONTRACT:
4.5.1 Contractor signifies its understanding and agreement by signing this document that this
Contract is a requirements contract. This Contract does not guarantee any purchases will
be made (minimum or maximum). Orders will only be placed when County identifies a
need and issues a purchase order or a written notice to proceed.
4.5.2 County reserves the right to cancel purchase orders or notice to proceed within a
reasonable period of time after issuance. Should a purchase order or notice to proceed be
canceled, the County agrees to reimburse the Contractor for actual and documented costs
incurred by the Contractor. The County will not reimburse the Contractor for any
avoidable costs incurred after receipt of cancellation, or for lost profits, or shipment of
product or performance of services prior to issuance of a purchase order or notice to
proceed.
4.5.3 Contractor agrees to accept written cancellation of purchase orders.
4.6 TERMINATION:
4.6.1 Either party may terminate this Contract at any time with thirty (30) days prior written
notice to the other party. Such notice shall be given by personal delivery or by
Registered or Certified Mail.
4.6.2 This Contract may be terminated by mutual written agreement of the parties specifying
the termination date therein.
4.6.3 County may terminate this Contract upon twenty-four (24) hours notice when County
deems the health or welfare of a patient is endangered or Contractor non-compliance
jeopardizes funding source financial participation. If not terminated by one of the above
methods, this Contract will terminate upon the expiration date of this Contract as stated
on the Cover Page.
4.7 TERMINATION FOR DEFAULT:
County may suspend, modify or terminate this Contract immediately upon written notice to
Contractor in the event of a non-performance of stated objectives or other material breach of
contractual obligations; or upon the happening of any event, which would jeopardize the ability of
the Contractor to perform any of its contractual obligations.
4.8 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

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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.
4.9 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.
4.10 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.
4.11 ADDITIONS/DELETIONS OF SERVICE:
4.11.1 The County reserves the right to add and/or delete materials to a Contract. If a service
requirement is deleted, payment to the Contractor will be reduced proportionately, to the
amount of service reduced in accordance with the bid price. If additional materials are
required from a Contract, prices for such additions will be negotiated between the
Contractor and the County.
4.11.2 The County reserves the right of final approval on proposed staff for all Task Orders.
Also, upon request by the County, the Contractor will be required to remove any
employees working on County projects and substitute personnel based on the discretion
of the County within two business days, unless previously approved by the County.
4.12 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.
4.13 USE OF SUBCONTRACTORS:
4.13.1 The use of subcontractors and/or consultants shall be pre-approved by the County. If the
use of subcontractors is approved by County, the Contractor agrees to use written
subcontract/consultant agreements which conform to Federal and State laws, regulations
and requirements of this Contract appropriate to the service or activity covered by the
subcontract. These provisions apply with equal force to the subcontract as if the
subcontractor were the Contractor referenced herein. The Contractor is responsible for
Contract performance whether or not subcontractors are used. The Contractor shall
submit a copy of each executed subcontract to County within fifteen (15) days of its
effective date.
4.13.2 All subcontract agreements must provide a detailed scope of work, indicating the
provisions of service to be provided by both the Contractor and Subcontractor.
4.13.2.1 All subcontract agreements must include a detailed budget, identifying all
administrative and direct service costs as defined in the Budget, Revenues and
Expenditures section.

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4.13.2.2 All subcontract agreements must document the qualifications and ability to
provide services by the subcontracting agency.
4.13.2.2.1 The Contractor agrees to include in any subcontracts a provision to
the effect that the subcontractor agrees that County shall have access
to the subcontractor’s facilities and the right to examine any books,
documents and records of the subcontractor, involving transactions
related to the subcontract and that such books, documents and
records shall not be disposed of except as provided herein.
4.13.2.2.2 The Contractor shall not enter into a subcontract for any of the work
contemplated under this Agreement except in writing and with prior
written approval of the County. Such approval shall include the
review and acceptance by the County of the proposed sub-contractual
arrangement between the Contractor and the subcontractor.
4.14 AMENDMENTS:
All amendments to this Contract shall be in writing and approved/signed by both parties. Maricopa
County Office of Procurement Services shall be responsible for approving all amendments for
Maricopa County.
4.15 ACCESS TO AND RETENTION OF RECORDS FOR THE PURPOSE OF AUDIT AND/OR
OTHER REVIEW:
4.15.1 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.
4.15.2 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.
4.16 AUDIT DISALLOWANCES:
4.16.1 The Contractor shall, upon written demand, reimburse Maricopa County for any
payments made under this Contract, which are disallowed, by a Federal, State or
Maricopa County audit in the amount of the disallowance, as well as court costs and
attorney fees which Maricopa County incurs to pursue legal action relating to such a
disallowance.
4.16.2 If at any time it is determined by County that a cost for which payment has been made is
a disallowed cost, County shall notify the Contractor in writing of the disallowance and
the required course of action, which shall be at the option of County either to adjust any
future claim submitted by the Contractor by the amount of the disallowance or to require
repayment of the disallowed amount by the Contractor.
4.16.3 The Contractor shall be responsible for repayment of any and all applicable audit
exceptions, which may be identified by County, State and Federal auditors of their
designated representatives, and reviewed by the Contractor. The Contractor will be billed
by the County for the amount of said audit disallowance and shall promptly repay such
audit disallowance within 60 days of said billing.

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4.17 CONTRACT COMPLIANCE MONITORING:
4.17.1 County shall monitor the Contractor's compliance with, and performance under, the terms
and conditions of this Contract. On-site visits for Contract compliance monitoring may be
made by County and/or its grantor agencies at any time during the Contractor's normal
business hours, announced or unannounced. The Contractor shall make available for
inspection and/or copying by County, all records and accounts relating to the work
performed or the services provided under this Contract, or for similar work and/or service
provided under other grants and contracts.
4.17.2 The Contractor shall have policies and procedures in place that allow the County as the
funding agency prompt and full access to financial, program and management records
and documents as needed for program and fiscal monitoring and oversight.
4.17.3 Contractor shall follow and comply with all related corrective action plans and
requirements of site visits and subsequent audits conducted by County and its
representatives. When monetary penalties are imposed or unallowable costs determined,
the County will define how repayment will be made to the County. This may include
decreasing or withholding the Contractor’s monthly billing or requiring payment to the
County.
4.17.4 The Contractor shall submit reports to County as requested that detail performance and
allow review of budget, cost of services and unit cost methodology.
4.18 AVAILABILITY OF FUNDS:
4.18.1 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 Director shall be the sole judge
and authority in determining the availability of funds under this Contract and County
shall keep the Contractor fully informed as to the availability of funds.
4.18.2 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.
4.19 RESTRICTIONS ON USE OF FUNDS:
4.19.1 The Contractor shall not utilize funds made available under this Contract to make
payments for any item or service to the extent that payment has been made, or can
reasonably be expected to be made, with respect to that item or service:
4.19.1.1 Under any State compensation program, under any insurance policy, or under
any Federal, State, or county health benefits program; or
4.19.1.2 By an entity that provides health services on a prepaid basis.
4.19.2 Funds shall not be used to purchase or improve (other than minor remodeling) any
building or other facility, or to make cash payments to intended recipients of services as
referenced in the Arizona Revised Statutes (ARS) A.R.S. § 41-2591, R2-7-701 and Code
of Federal Regulations, Chapter 1, Subchapter e., Part 31, and Public Health Service
Grants Policy Statement.

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4.19.3 The federal Office of General Counsel and County emphasize that Ryan White Act funds
may only support HIV-related needs of eligible individuals. All activities and
expenditures must reflect an explicit connection between any service supported with
Ryan White Act funds and the intended recipient’s HIV status.
4.19.4 Contractor is not authorized to provide services anonymously, unless specifically
approved for the service category in which the Contractor is providing services. All
services must only be provided to documented eligible clients as defined in this contract.
4.19.5 Ryan White funds shall not be used to finance the services of lobbyists, fundraisers or
grant/proposal writers, nor to support lobbying, fundraising activities and/or the writing
of grant/contract proposals. The Contractor shall have personnel policies and an
employee orientation manual that include regulations that forbid using federal funds to
lobby Congress or other Federal personnel.
4.19.6 The Ryan White Act limits the administrative expenses to not more than 10% of the total
grant award. The Act defines allowable “administrative activities” to include:
4.19.6.1Usual and recognized overhead, including established indirect rates for agencies;
4.19.6.2Management and oversight of specific programs funded under this title; and
4.19.6.3Other types of program support such as quality assurance, quality control, and
related activities.”
4.20 CONTINGENCY RELATING TO OTHER CONTRACTS AND GRANTS:
4.20.1 The Contractor shall, during the term of this Contract, immediately inform County in
writing of the award of any other contract or grant where the award of such contract or
grant may affect either the direct or indirect costs being paid/reimbursed under this
Contract. Failure by the Contractor to notify County of such award shall be considered a
material breach of the Contract and County shall have the right to terminate this Contract
without liability.
4.20.2 County may request, and the Contractor shall provide within a reasonable time, a copy of
any other contract or grant, when in the opinion of the Director, the award of the other
contract or grant may affect the costs being paid or reimbursed under this Contract.
4.20.3 If County determines that the award to the Contractor of such other Federal or State
contract or grant has affected the costs being paid or reimbursed under this Contract,
County shall prepare a Contract Amendment effecting a cost adjustment. If the
Contractor protests the proposed cost adjustment, the protest shall be construed as a
dispute within the meaning of the "Disputes" clause contained herein.
4.21 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.
4.22 ALTERNATIVE DISPUTE RESOLUTION:
4.22.1 After the exhaustion of the administrative remedies provided in the Maricopa County
Procurement Code, any contract dispute in this matter is subject to compulsory
arbitration. Provided the parties participate in the arbitration in good faith, such
arbitration is not binding and the parties are entitled to pursue the matter in state or
federal court sitting in Maricopa County for a de novo determination on the law and facts.
If the parties cannot agree on an arbitrator, each party will designate an arbitrator and
those two arbitrators will agree on a third arbitrator. The three arbitrators will then serve
as a panel to consider the arbitration. The parties will be equally responsible for the
compensation for the arbitrator(s). The hearing, evidence, and procedure will be in
accordance with Rule 74 of the Arizona Rules of Civil Procedure. Within ten (10) days
of the completion of the hearing the arbitrator(s) shall:

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4.22.1.1 Render a decision;
4.22.1.2 Notify the parties that the exhibits are available for retrieval; and
4.22.1.3 Notify the parties of the decision in writing (a letter to the parties or their
counsel shall suffice).
4.22.1.4 Within ten (10) days of the notice of decision, either party may submit to the
arbitrator(s) a proposed form of award or other final disposition, including any
form of award for attorneys’ fees and costs. Within five (5) days of receipt of
the foregoing, the opposing party may file objections. Within ten (10) days of
receipt of any objections, the arbitrator(s) shall pass upon the objections and
prepare a signed award or other final disposition and mail copies to all parties or
their counsel.
4.22.2 Any party which has appeared and participated in good faith in the arbitration
proceedings may appeal from the award or other final disposition by filing an action in
the state or federal court sitting in Maricopa County within twenty (20) days after date of
the award or other final disposition. Unless such action is dismissed for failure to
prosecute, such action will make the award or other final disposition of the arbitrator(s) a
nullity.
4.23 MEDIATION/ARBITRATION:
In the event that a dispute arises under the terms of this agreement, or where the dispute involves
the parties to the agreement, a recipient of services under the terms of this agreement, it is
understood that the parties to the dispute shall meet and confer in an effort to resolve the dispute.
In the event that such efforts to resolve the dispute are not successful, the parties to the dispute
will agree to submit the dispute to non-binding mediation before a mutually agreed upon and
acceptable person who will act as the mediator. In the event that such non-binding mediation
efforts are not able to resolve the dispute, the parties agree to submit the matter to binding
arbitration wherein each party selects their own arbitrator and the two selected arbitrators meet and
mutually agree upon the selection of a third arbitrator. Thereafter, the three arbitrators are to
proceed with arbitration in a manner that is consistent with the provision of A.R.S. 12-1518.
4.24 STRICT COMPLIANCE:
Acceptance by County of performance not in strict compliance with the terms hereof shall not be
deemed to waive the requirement of strict compliance for all future performance obligations. All
changes in performance obligations under this Contract must be in writing.
4.25 NON-LIABILITY:
Maricopa County and its officers and employees shall not be liable for any act or omission by the
Contractor or any subcontractor, employee, officer, agent, or representative of Contractor or
subcontractors occurring in the performance of this Contract, nor shall they be liable for purchases
or Contracts made by the Contractor in anticipation of funding hereunder.
4.26 RIGHT OF PARTIAL CANCELLATION:
If more than one service category is funded by this Contract, Maricopa County reserves the right
to terminate this Contract or any part thereof based upon the Contractor’s failure to perform any
part of this contract without impairing, invalidating or canceling the remaining service category
obligations as stated in the current schedule of deliverables.
4.27 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

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party, upon request, any available information that is relevant to this Contract and to the
performance hereunder.
4.28 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.
4.29 VERIFICATION REGARDING COMPLIANCE WITH ARIZONA REVISED STATUTES §41-
4401 AND FEDERAL IMMIGRATION LAWS AND REGULATIONS:
4.29.1 By entering into the Contract, the Contractor warrants compliance with the Immigration
and Nationality Act (INA using e-verify) and all other federal immigration laws and
regulations related to the immigration status of its employees and A.R.S. §23-214(A). The
contractor shall obtain statements from its subcontractors certifying compliance and shall
furnish the statements to the Procurement Officer upon request. These warranties shall
remain in effect through the term of the Contract. The Contractor and its subcontractors
shall also maintain Employment Eligibility Verification forms (I-9) as required by the
Immigration Reform and Control Act of 1986, as amended from time to time, for all
employees performing work under the Contract and verify employee compliance using the
E-verify system and shall keep a record of the verification for the duration of the
employee’s employment or at least three years, whichever is longer. I-9 forms are available
for download at USCIS.GOV.
4.29.2 The County retains the legal right to inspect contractor and subcontractor employee
documents performing work under this Contract to verify compliance with paragraph
4.20.1 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.
4.30 CONTRACTOR LICENSE REQUIREMENT:
4.30.1 The Respondent shall procure all permits, insurance, licenses and pay the charges and
fees necessary and incidental to the lawful conduct of his/her business, and as necessary
complete any required certification requirements, required by any and all governmental
or non-governmental entities as mandated to maintain compliance with and in good
standing for all permits and/or licenses. The Respondent shall keep fully informed of
existing and future trade or industry requirements, Federal, State and Local laws,
ordinances, and regulations which in any manner affect the fulfillment of a Contract and
shall comply with the same. Contractor shall immediately notify both Office of
Procurement Services and the using agency of any and all changes concerning permits,
insurance or licenses.
4.30.2 Respondents furnishing finished products, materials or articles of merchandise that will
require installation or attachment as part of the Contract, shall possess any licenses
required. A Respondent is not relieved of its obligation to posses the required licenses by
subcontracting of the labor portion of the Contract. Respondents are advised to contact
the Arizona Registrar of Contractors, Chief of Licensing, at (602) 542-1525 to ascertain
licensing requirements for a particular contract. Respondents shall identify which
license(s), if any, the Registrar of Contractors requires for performance of the Contract.

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4.31 CERTIFICATION REGARDING DEBARMENT AND SUSPENSION
4.31.1 The undersigned (authorized official signing for the Contractor) certifies to the best of his
or her knowledge and belief, that the Contractor, defined as the primary participant in
accordance with 45 CFR Part 76, and its principals:
4.31.1.1 are not presently debarred, suspended, proposed for debarment, declared
ineligible, or voluntarily excluded from covered transactions by any Federal
Department or agency;
4.31.1.2 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;
4.31.1.3 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
4.31.1.4 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.
4.31.2 Should the Contractor not be able to provide this certification, an explanation as to why
should be attached to the Contract.
4.31.3 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.
4.32 INFLUENCE
As prescribed in MC1-1202 of the Maricopa County Procurement Code, any effort to influence an
employee or agent to breach the Maricopa County Ethical Code of Conduct or any ethical conduct,
may be grounds for Disbarment or Suspension under MC1-902.
An attempt to influence includes, but is not limited to:
4.32.1 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;
4.32.2 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.
4.33 GOVERNING LAW:
This Contract shall be governed by the laws of the state of Arizona. Venue for any actions or
lawsuits involving this Contract will be in Maricopa County Superior Court or in the United States
District Court for the District of Arizona, sitting in Phoenix, Arizona

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4.34 LAWS, RULES AND REGULATIONS:
The Contractor understands and agrees that this Contract is subject to all State and Federal laws,
rules and regulations that pertain hereto.
4.35 ANTI-KICKBACK REGULATIONS:
4.35.1 If the Contractor is a Medicare/Medicaid provider, it shall maintain a Corporate
Compliance Plan.
4.35.2 The Contractor shall maintain Personnel Policies, Code of Ethics or Standards of
Conduct, Bylaws and Board policies that include ethics standards or business conduct
practices.
4.35.3 The Contractor shall maintain documentation of any employee or Board member
violations of Code of Ethics/Standards of Conduct, and complaints of violations and
resolution.
4.35.4 The Contractor’s Code of Ethics/Standards of Conduct shall include:
• Conflict of interest
• Prohibition on use of provider property, information or position without
approval or advance personal interest
• Fair dealing: Contractor engages in fair and open competition
• Confidentiality
• Protection and use of company assets
• Compliance with laws, rules, regulations
• Timely and truthful disclosure of significant accounting deficiencies and non-
compliance
4.35.5 The Contractor shall have adequate policies and procedures to discourage soliciting cash
or in-kind payments for:
• Awarding contracts
• Referring clients
• Purchasing goods of services
• Submitting fraudulent billings
4.35.6 The Contractor shall have employee policies that discourage:
• Hiring persons with a criminal record
• Hiring persons being investigated by Medicare/Medicaid
• Large signing bonuses
4.36 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.
4.37 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

SERIAL 13054-RFP
Procurement Services shall determine whether the identified information is confidential pursuant
to the Maricopa County Procurement Code.
4.38 INCORPORATION OF DOCUMENTS:
The following are to be attached to and made part of this Contract:
4.38.1 Exhibit A, Service Provider Application;
4.38.2 Exhibit B, Pricing/RWPA Budget Form including the schedule of deliverables;
4.38.3 Exhibit C, Scope of Work.


SERIAL 13054-RFP
EXHIBIT A
SERVICE PROVIDER APPLICATION

SERIAL 13054-RFP

SERIAL 13054-RFP
EXHIBIT B-1
PRICING & BUDGET FORM
MEDICAL-NON MEDICAL/FAP CASE MANAGEMENT
NOTE: The following budget is for fiscal year 2013/2014 the 2014/2015 budgets will be
developed upon issuance of a Task Order, Condition of Award and the new budget pending
grant award and funding allocations.
DATE PREPARED 09/19/2013
PREPARED BY: RENEE A. TRAPP
NAME OF ORGANIZATION: AREA AGENCY ON AGING, REGION ONE, INC.
Fed. Employee ID # (FEIN) 74-2371957
DUNS # 011965258
ADDRESS: 1366 E. THOMAS ROAD, SUITE #108
PHOENIX, AZ 85014
**WE ARE AWARE BUDGET EXCEEDS CONTRACT AMOUNT**
AUTHORIZED CONTACT MARY LYNN KASUNIC
TELEPHONE 602-264-2255 FAX 602-264-8868
E-MAIL kasunic@msn.com
PRIMARY CONTACT
ERICA TEKAMPE
TELEPHONE 602-264-2273 FAX 602-264-8868
EMAIL erica.tekampe@aaaphx.org
CONTRACT NUMBER A-2013-MCM-AAA-002/A-2013-SCM-AAA-002/A-2013-FHI-AAA-002
SERVICE CATEGORY MEDICAL CM / NON-MEDICAL CM / FAP
BUDGET PERIOD: 03/1/2013 02/28/2014
Start Date End Date
CONTRACT AMOUNT $1,356,754.00
By submission of this budget, the Provider certifies that they have read the List of Unallowable Costs under
the Ryan White Part A Program and agree to follow the HRSA specific standards related to Unallowable Costs.
In addition, the following documents must be submitted with your budget proposal (Check the appropriate boxes)
If applicable, Negotiated Indirect Cost Agreement is attached Cost Allocation Policy is attached (required)

SERIAL 13054-RFP
Date Prepared: 09/19/2013
(Section I)
Organization AREA AGENCY ON AGING, REGION ONE, INC.
Service Category MEDICAL CM / NON-MEDICAL CM / FAP
Budget Period 03/1/2013 Through 02/28/2014
(Section II) Contract Amount $1,356,754.00
Administrative Total Budget
Operating Expenses Budget Direct Service Budget
FTES 0.00 16.95 16.95
Personnel: Salaries $ - $ 683,251.84 $ 683,251.84
Personnel: Fringe/Benefits - 204,975.55 204,975.55
Subtotal: Personnel/Fringe Benefits - 888,227.39 888,227.39
Other Operating Expenses
Travel - 36,409.71 36,409.71
Supplies - 5,505.81 5,505.81
Equipment - - -
Contractual - 54,078.00 54,078.00
Program Support - 304,646.36 304,646.36
Other Professional Services - - -
Subtotal: Other Operating Expenses - 400,639.88 400,639.88
Total Operating Expenses - 1,288,867.27 1,288,867.27
(Personnel and Other Direct Costs)
Indirect Costs 128,886.73 128,886.73
Enter Indirect Cost Rate 10.00% Providers claiming an indirect cost must submit their most current negotiated indirect
(may not exceed 10% of Direct Costs) costs rate agreement issued by the cognizant federal agency with their budget.
Total Costs of Contract 128,886.73 1,288,867.27 1,417,754.00
(Admin-Percent of Direct Costs) 10.00%
Administration may not exceed 10% of Direct Costs
CONTRACT BALANCE (Contract Revenue less Total Costs of Contract) $ (61,000.00)
*The Contract Balance should equal zero.
YOUR BUDGET DOES NOT MATCH THE
CONTRACT VALUE-PLEASE REVISE

RYAN WHITE PART A SERIAL 9/19/2013 13054-RFP
SCM, MCM, & FAP COMBINED BUDGET
BUDGET SUMMARY:
BUDGET GRAND
CATEGORIES MCM SCM SCM ACA FAP TOTAL
$ $ $
SALARIES 546,601.47 136,650.37 $ - $ - 683,251.84
$ $ $
FRINGE BENEFITS 163,980.44 40,995.11 $ - $ - 204,975.55
$ $ $ $
TRAVEL 28,623.34 7,155.83 630.54 $ - 36,409.71
$ $ $ $
SUPPLIES 3,889.44 972.36 644.01 5,505.81
EQUIPMENT $ - $ - $ - $ - $ -
$ $ $
CONTRACTUAL 5,478.00 $ - 48,600.00 $ - 54,078.00
$ $ $ $
PROGRAM SUPPORT 11,552.00 2,888.00 $ - 290,206.36 304,646.36
OTHER
PROFESSIONAL
SERVICES $ - $ - $ - $ - $ -
$ $ $ $ $
INDIRECT COSTS 76,012.47 18,866.17 4,987.46 29,020.64 128,886.73
$ $ $ $ $
TOTAL 836,137.16 207,527.84 54,862.01 319,227.00 1,417,754.00
$ $ $ $ $
TASK ORDER 802,079.00 176,586.00 58,862.00 319,227.00 1,356,754.00
$ $ $ $ $
VARIANCE (34,058.16) (30,941.84) 4,000.00 0.00 (61,000.00)

SERIAL 13054-RFP
Budget Summary B05-SU-1
This form summarizes all of the line items in the submitted budget packet for the award listed in the Cover Page.
If completing this form electronically, the information will automatically populate as the budget packet
is completed:
Section I Summarizes the organizational information provided in the Cover Page.
The information will automatically populate when the Cover Page is completed
Section II This section summarizes the budget information calculated in the submitted budget packet for this grant.
This form is required for all Ryan White Part A awards issued by Maricopa County Ryan White Part A Program
This form reports the summary line item amounts allocated as Administrative Costs, Direct Service Cost, and
total budget for the budget packet for this service award.
1 Direct Services allocations are for service that directly benefits Ryan White HIV clients such as staff, medicine
and drugs clinical supplies, etc.
2 Administrative costs relate to oversight and management of CARE Act funds: The Administrative Costs
Column, including indirect cost, cannot exceed 10% of Direct Costs.
Administrative Costs, defined in Section 2604(f)(3) defines allowable "subcontractor administrative activities to include:
a. Usual and recognized overhead, including establishing indirect rates for agencies. (HRSA has determined
that rent, utilities and facility costs must be categorized as administrative expenses.)
b. Management and oversight of specific programs funded under this title (including program coordination,
clerical, financial and management staff not directly related to patient care; program evaluation; liability insurance;
audits; computer hardware/software not directly related to patient care.)
c. Other types of program support such as quality assurance, quality control, and related activities."
Other Examples include: salaries and expenses of executive officers, personnel administration, contracting, accounting, data recording,
the costs of operating and maintaining facilities, and depreciation or use allowances on building and equipment.
Indirect Costs- Enter the indirect rate you are claiming (not to exceed 10% of direct costs).
** Indirect Cost - Providers claiming an indirect cost must submit their most current negotiated indirect
Cost agreement with their budget. The indirect costs claimed from the Ryan White Part A Program may
not exceed 10% of direct costs nor the amount that would be claimed using their agency's federally
negotiated indirect cost rate and base, whichever is lower. Note: Only United States Health and Human Services (HHS)
negotiated indirect rates will be accepted unless an exception is approved by the HHS.
3 Contract Balance - This cell calculates the amount of the contract less the projected costs. This number should equal 0.
The final determination for cost allocations between Administrative Costs and Direct Service Costs
resides with Maricopa County Ryan White Part A Program

SERIAL 13054-RFP
Personnel All staff paid in full or part from this Ryan White Part A grant are to be listed in the following chart. Date Prepared: 09/19/2013
1 Staffing Provider Entry Auto Calculation Fringe Benefit Rate 30.00%
Staffing AREA AGENCY ON AGING, REGION ONE, INC. MEDICAL CM / NON-MEDICAL CM / FAP
Benefits
Annual Hourly Salary Applied to Applied to grant Job Status % Applied as Gross Admin Gross Admin Direct Service Direct Service
Position Title Last Name Hours % RWPA FTE Rate grant per FTE per FTE A, D or A/D Administrative Salary Benefits Salary Benefits
Vice President-
1 Client Services Elliott 2080 1.41% 0.0141 $39.72 $ 1,165.75 $ 349.72 A/D - - $ 1,165.75 $ 349.72
Direct Service: Serves active clients in the absence of assigned case manager / supervisor, covers active eligible clients when case managers (3 FTE CMs) are out on vacation or sick leave (approx. 9 weeks/year) provides service to
inactive clients (any of 3,000 individuals), assists individual clients with complex situations, responds to client's phone calls re: services and resources, provides advocacy for individual clients as needed, assists with completion of
applications, provides coverage for / assistance to CM's when out of the office." List Benefit Categories and %;
( this table w ill not print)
2 Program Director TeKampe 2080 39.55% 0.3955 $33.93 $ 27,915.60 $ 8,374.68 A/D - - $ 27,915.60 $ 8,374.68 (R) Benefits
Direct Service: Serves active clients in the absence of assigned case manager / supervisor, covers active eligible clients when case managers (3 FTE CMs) are out on vacation or sick leave (approx. 9 weeks/year) provides service to
inactive clients (any of 3,000 individuals), assists individual clients with complex situations, responds to client's phone calls re: services and resources, provides advocacy for individual clients as needed, assists with completion of Benefits Name Percent
applications, provides coverage for / assistance to CM's when out of the office.
Health Ins 12.55%
Case Manager /
3 Supervisor Flores 2080 45.00% 0.4500 $26.23 $ 24,555.10 $ 7,366.53 D - - $ 24,555.10 $ 7,366.53 Disability Ins 0.91%
Direct Service: Provides clinic-based medical case management service to eligible active clients on caseloads uncovered due to staffing vacancies, covers active clients when case managers (3.5 FTE CMs) are out on vacation or sick
leave (approx. 10.5 weeks/year), provides service to individual inactive clients (any of 3,000 individuals), responds to client phone calls re: services and resources, assists with completion of applications, provides advocacy for individual FICA 7.65%
clients as needed, provides coverage for / assistance to CM's that are out of the office.
Retirement 6.30%
Case Manager /
4 Supervisor Sprague 2080 100.00% 1.0000 $23.01 $ 47,870.67 $ 14,361.20 D - - $ 47,870.67 $ 14,361.20 Unemployment 0.07%
Direct Service: Provides community-based medical case management service to eligible active clients on caseloads uncovered due to staffing vacancies; covers active clients when case managers (6 FTE CMs) are out on vacation or sick
leave (approx. 18 weeks/year); provides service to individual inactive clients (any of 3,000 individuals); completes initial assessments/care plans for new RWPA CM clients; responds to client phone calls re: services and resources, Workers' Comp 2.52%
assists with completion of applications, provides advocacy for individual clients as needed, provides coverage for / assistance to CM's that are out of the office.
Receptionist /
5 Unit Clerk Perez 2080 83.33% 0.8333 $14.05 $ 24,353.33 $ 7,306.00 D - - $ 24,353.33 $ 7,306.00
Case management assistant: Enters individual data in CAREware, maintains individual client's files, answers client's phone calls, assists clients with: limited resource information, individual paperwork and applications.
TOTAL 30.00%
Receptionist /
6 Unit Clerk Salinas 2080 84.25% 0.8425 $14.65 $ 25,672.66 $ 7,701.80 D - - $ 25,672.66 $ 7,701.80
Case management assistant: Enters individual data in CAREware, maintains individual client's files, answers client's phone calls, assists clients with: limited resource information, individual paperwork and applications.
Medical Case See Below for List of
7 Managers Names 2080 ######## 11.3127 $19.05 $ 448,244.17 $ 134,473.25 D - - $ 448,244.17 $ 134,473.25
Adams, Alvarez, Boles, Brown, Guhl, Hancock, Harvey, Helmstetter, Hite, Nelson, K. Rodriguez, R. Rodriguez, Wendell, and Open CM Position. Provides clinic-based medical CSM to eligible clients assigned to their case load. This
includes assessments, referrals, help with facilitating documentation and paper work, advocacy and follow-up with clients.
Non-Medical See Below for List of
8 Case Managers Names 2080 210.00% 2.1000 $19.11 $ 83,474.56 $ 25,042.37 D - - $ 83,474.56 $ 25,042.37
Kitchens, Levengood, and Seeger. Provides non medical CM to clients to assist with information and access to services that support clients' retention in care.
Subtotal Personnel 16.95 $ 683,251.84 $ 204,975.55 $ - $ - $ 683,251.84 $ 204,975.55
Subtotal from Personnel Continuation Sheet 0.00 $ - $ - $ - $ - $ - $ -
TOTAL Personnel 16.95 $ 683,251.84 $ 204,975.55 $ - $ - $ 683,251.84 $ 204,975.55
(Admin) 0.00 FTE Percent Admin 0%
(Direct Service) 16.95 FTE Percent Direct 100%
Total 16.95 FTE 100%

SERIAL 13054-RFP
Personnel Instructions B05-PE-1 ( These instructions will not print)
Use this form to list ALL persons being paid a salary from the Ryan White Part A grant in this budget packet.
This form calculates the applied annual salary and applied annual benefits per individual position.
The Provider must determine if the position(s) listed are Administrative, Direct Service, or Both
* for Both, the Provider must indicate how much of the time spent on Ryan White Part A activities
are considered administrative.
For example - a Case Management Supervisor may continue with a case load of their own, in this
case, it must be determined how much of their time should be allocated to Administrative duties
and Direct Service support.
If at the time of submission of a service budget one or more of the personnel positions are vacant, contractors must indicat
and provide a date when the positions will be filled, and prorate/apportion personnel and other associated costs to reflect
service. Alternatively, contractors may note the vacancy, with no associated cost, and develop the contract to reflect actual
staffing at the time of budget preparations, amending the budget to reflect ongoing personnel changes as they occur.
The Cells referenced in the form requiring entry are:
Position Title Enter the position title
Last Name Enter the last name of the employee who occupies the position or enter "Vacant"
If you have more than 8 employees/positions who will be paid on this grant, use the
Personnel Continuation Tab in this budget template to list the remaining employees.
The subtotal from the Personnel Continuation will roll over to the main Personnel Page.
Annual Hours Enter Number of Budgeted Hours for this position/employee. Typically, annual hours for full time
staff are 2,080 hours. Adjust hours if position will not be filled for an entire year or if the person
works part time and explain under "Description"
% RWPA Enter the % of time this employee/position is budgeted on the Part A grant
(i.e., A person who spends 1/2 of their work hours on this grant would be 50% )
FTE FTE = Full Time Equivalent. This is a calculated field. ( Annual Hours/2080* % RWPA)
Hourly Rate Enter the employee/budgeted position's hourly rate
Job Status Determine whether an employee's primary responsibilities on this grant will be for Direct Service
activities or Administrative activities by entering A or D.
* For a staff member who has both responsibilities, enter A and D
Percent applied Enter how much of the employee's time is spent on Administrative duties.
as Admin. (i.e., a staff member can spend 90% of their time doing administrative duties and 10% performing
Direct Services.)
Description Provide the Position Number and a Description of Duties. If the employee will not be in the
position for the entire year, enter the start and end dates.
Benefit Table Enter a brief name of each benefit included for staff and the percentage of gross salary
associated with that benefit. (i.e., Social Security- (FICA), Health Insurance, Retirement, etc.)
This data will calculate the total Benefit Rate that will be applied to your budget.
( Note: to maximize space, the benefit table will not print on the printed copy of this page )

SERIAL 13054-RFP
2 Staffing Continuation Sheet ( Page 2 of 2) Provider Entry Auto Calculation Date Prepared: 09/19/2013
Staffing Continuation Sheet ( Page 2 of 2) AREA AGENCY ON AGING, REGION ONE, INC. MEDICAL CM / NON-MEDICAL CM / FAP
Annual Hourly Salary Applied Benefits Applied to Job Status % Applied as Gross Admin Gross Admin Direct Service Direct Service
Position Title Last Name Hours % RWPA FTE Rate to grant per FTE grant per FTE A, D or A/D Administrative Salary Benefits Salary Benefits
9 0.0000 $ - $ - - - $ - $ -
Description
10 0.0000 $ - $ - - - $ - $ -
Description
11 0.0000 $ - $ - - - $ - $ -
Description
12 0.0000 $ - $ - - - $ - $ -
Description
13 0.0000 $ - $ - - - $ - $ -
Description
14 0.0000 $ - $ - - - $ - $ -
Description
15 0.0000 $ - $ - - - $ - $ -
Description
16 0.0000 $ - $ - - - $ - $ -
Description
17 0.0000 $ - $ - - - $ - $ -
Description
Subtotal to Page 1 0.00 $ - $ - - - $ - $ -

SERIAL 13054-RFP
TRAVEL Provider Entry Auto Calculation Date Prepared:
Travel can be budgeted for the cost of staff mileage and other travel associated with Ryan White Part A.
1 Mileage Mileage will be budgeted utilizing the standard calculation of # of monthly miles for a full time staff person x12 months x the rate per mile
used by your organization x the number of FTE(s) budgeted who will travel to provide services under this grant.
Enter only the FTEs that will travel and provide a Narrative Justification including who will travel and why.
Mileage AREA AGENCY ON AGING, REGION ONE, INC. MEDICAL CM / NON-MEDICAL CM / FAP
Mileage Rate
$0.565
FTE Monthly Miles Annual Miles Total
Budgeted (Per 1 Admin Direct Svc Narrative Justification
FTE)* Applied to Grant Budget
1 Admin 0 $ - $ - $ -
Direct Svc Case Managers are paid $0.565/mile when driving for business reasons. The budget dollars are
2 15.79 340 64441.968 $ 36,409.71 $ 36,409.71 estimated based on history of case manager's travel reports.
TOTAL 340 64441.968 $ 36,409.71 $ - $ 36,409.71 $ 36,409.71
(Total Miles applied to this grant)
*Note - Budget monthly mileage for 1 FTE. This is a revision to prior year budget templates.
2 Other Allowable Travel ( car rental, parking, fees, etc.)
Ryan White Part A has determined that costs included in this section are Administrative Costs.
Other Allowable Travel AREA AGENCY ON AGING, REGION ONE, INC. MEDICAL CM / NON-MEDICAL CM / FAP
Dates Total Admin Direct Svc Narrative Justification
of Travel Budget
1 Cost $ - $ - 0
Line Item 0
2 Cost $ - $ - 0
Line Item 0
3 Cost $ - $ - 0
Line Item 0
$ - $ - - $ -
Admin Direct Service Total
SUMMARY (Travel) $ - $ 36,409.71 $ 36,409.71

SERIAL 13054-RFP
Travel Budget Instructions B05-TV-1 ( These instructions will not print)
Use this form to budget any travel expenses associated with the services of the Ryan White Part A Grant.
This form consists of two (2) sections - Mileage and Other Allowable Travel
The Travel budget form requires the following entries:
Mileage This section establishes a budget amount, both Administrative and Direct Service, for
mileage reimbursement in conjunction with providing services to the grant.
Maricopa County Ryan White Part A Program has adapted a standard formula to apply all
mileage reimbursements budgets.
Mileage Rate: Enter the current rate used by your organization to reimburse mileage requests
FTE: Enter the number of FTE who will travel, both Administrative and Direct Service, in the corresponding row.
Monthly Miles Enter the monthly miles that are budgeted for one (1) FTE staff person.
Narrative/ Provide a detailed justification for the travel budget requested, including who will travel and why.
Justification:
Other
Allowable
Travel In some cases, other travel may be allowed under the Ryan White Part A Grant.
Each item listed in this section must have a detailed and accurate budget justification attached.
Dates of Travel: Enter the dates that the other travel is expected.
Cost and Enter the estimated cost and name of the expense
Line Item: *this can include car rental, parking fees, etc.
Narrative/ Provide a detailed description and justification of the expense in relation to Ryan White Part A services
Justification: as awarded in this grant.

SERIAL 13054-RFP
SUPPLIES Provider Entry Auto Calculation Date Prepared: 09/19/2013
The supplies line item is used to budget funds for supplies used in the operations of the Grant.
This category can include general office supplies and program/medical supplies
1 General Office Supplies: (Apply an FTE Ratio from the Budgeted Personnel Page)
Pens, paper, toner and general supplies that are used to run an office.
General Office Supplies AREA AGENCY ON AGING, REGION ONE, INC. MEDICAL CM / NON-MEDICAL CM / FAP
Annual % Admin % Direct Total
Narrative Description/Cost Allocation Methodology
Item Budget 0% 100% 100%
Office supplies in direct support of clients of the Ryan White Part A Medical and Non-Medical Case
Management. The various supplies are: Pens, paper, files, desk supplies, ink cartridges, forms, labels,
staples, stapler, erasers, w hite-out, paper clips, butterfly clips,note pads (legal, letter, 5x8) sticky notes
(various sizes) scotch tape & holder, post-it flags, scissors, ruler, markers, glue, hole punch, note
books, binders, boxes, phones, phone accessories, calculator, hanging files.
1 Supplies $ 5,505.81 $ - $ 5,505.81 $ 5,505.81
2 $ - $ - $ -
For supplies requested by employees, an order sheet is completed with the items
3 $ - $ - $ - billed through a journal entry.
4 $ - $ - $ -
5 $ - $ - $ -
$ - $ - $ -
TOTAL $ - $ 5,505.81 TOTAL $ 5,505.81
2 Program Supplies
Program/Medical Supplies are budgeted as Direct Service.
Program Supplies AREA AGENCY ON AGING, REGION ONE, INC. MEDICAL CM / NON-MEDICAL CM / FAP
Annual
Item Admin Direct Narrative Description/Cost Allocation Methodology
Budget
1 $ - $ -
2 $ -
3 $ -
4 $ -
5 $ -
$ -
TOTAL $ - $ - TOTAL $ -
Admin Direct Total
SUMMARY ( Supplies) $ - $ 5,505.81 $ 5,505.81

SERIAL 13054-RFP
Supplies Budget Instructions B05-SP-1 (These instructions will not print)
Use this form to create the general office and program supply budgets for the Ryan White Part A grant.
Section I General Office Supplies
General office supplies include pens, paper, toner and general supplies that are used to run an office.
Maricopa County Ryan White Part A Program has initiated a standard allocation model for general office supplies
to determine the appropriate budget for Administrative and Direct Services.
(Administrative Allocation = Total Budget x Percent of administrative FTE to total FTE)
In the Narrative, describe how the supplies will be used and also the methodology used to determine the Annual Budget Amount.
Note: The cost allocation methodology should be based on your organization's cost allocation policy.
Section II Program Supplies
This chart can be used to identify and budget for program supplies used in providing services.
Program Supplies include supplies that are specifically related to performance of the direct services; i.e. medical supplies, folders for client files, etc.
Program Supplies have been determined to be Direct Service Costs, however final determination resides with Maricopa County
Ryan White Part A Program, therefore it is important to provide an adequate justification.
In the Narrative, describe how the supplies will be used and also the methodology used to determine the Annual Budget Amount.
Note: The cost allocation methodology should be based on your organization's cost allocation policy.

SERIAL 13054-RFP
EQUIPMENT Provider Entry Auto Calculation Date Prepared: 09/19/2013
The equipment line item is budgeted for equipment purchased or leased in conjunction with operations of the grant
Refer to your contract terms and conditions for requirements related to equipment purchases
Equipment less than $5,000
Equipment less than $5,000 - includes computers, fax machines, shredders, and other
equipment less than $5,000 to be used in the operations of this grant.
Equipment less than $5,000 AREA AGENCY ON AGING, REGION ONE, INC. MEDICAL CM / NON-MEDICAL CM / FAP
Item Admin Direct Total Narrative Description/Cost Allocation Methodology
Budgeted Service
1 $ -
2 $ -
3 $ -
4 $ -
5 $ -
$ -
TOTAL $ - $ - TOTAL $ -
Equipment $5,000 or greater
Equipment $5,000 or greater AREA AGENCY ON AGING, REGION ONE, INC. MEDICAL CM / NON-MEDICAL CM / FAP
Item Admin Direct Total Narrative Description/Cost Allocation Methodology
Budgeted Amount Amount
1 $ -
2 $ -
3 $ -
4 $ -
TOTAL $ - $ - TOTAL $ -
Admin Direct Total
SUMMARY (Equipment) $ - $ - $ -
Equipment Budget Instructions B05-EQ-1
Use this form to budget for equipment needed to support services under this Part A grant.
The Equipment budget form requires the following entries:
Item Budgeted: Enter the name of the equipment to be purchased or leased
Admin and Direct Amt: Enter the total budgeted amount for Admin and Direct Services.
Narrative/ In the Narrative, describe how the equipment will be used and also the methodology used
Cost Allocation to allocate the total or a portion of the cost to the Ryan White Program. Also
Methodology: describe the methodology used to allocate the cost to Admin and/or Direct Service.
Refer to your contract terms and conditions for requirements related to equipment purchases
The final determination for cost allocations between Administrative Costs and Direct Service Costs
resides with Maricopa County Ryan White Part A Program

SERIAL 13054-RFP
Contractual Provider Entry Auto Calculation Date Prepared: 09/19/2013
Use this form to budget for consulting and contract labor (Section 1) and subcontracts ( Section 2) in conjunction with operating this Part A grant.
A copy of the fully executed contract covering the dates of service is required for each subcontract listed in this section.
1. Consulting/Professional Contract Labor/Clerical Support
This budget category includes payments to outside consultants, temporary services, professional contract labor and clerical support.
Indicate the name, licenses/qualifications, hours budgeted, quoted rate, dates of service, and a detailed Narrative/Justification
of activities to be provided.
1. Consulting/Professional Contract Labor/Clerical Support AREA AGENCY ON AGING, REGION ONE, INC. MEDICAL CM / NON-MEDICAL CM / FAP
Dates of Service
Consultant Annual Quoted Total Admin Admin Direct Service
Name Budgeted Hours Rate Budget Budget % Budget Budget
1 ACA STAFF 1944 $ 25.00 $ 48,600.00 $ - $ 48,600.00 09/01/2013 - 12/31/2013
Licenses / Non-Central Eligibility Supportive Case Management Contracted Persons to complete tasks associated w ith the Affordable Care Act Project.
qualifications
Narrative/ 3 Full-Time Temporary/Contract Labor Positions to Work 4 months. Full-Time for Sept 2013 - Dec 2013; No Benefits. These Staff w ill Perform Tasks associated w ith the Affordable Care Act Project. (3 x 648
hr) = 1,944 hr x $25.00/hr = $48,600.00
Justification
SHANTELL
2 GARFIELD 31.5 $ 16.50 $ 519.75 0% $ - $ 519.75 03/01/2013 - 03/31/2013
Licenses / Temporary Staff--Administrative Assistant--hired from AllStaff Services, Inc.
qualifications
Narrative/ This temporary staff position w ill cover an unfilled Admistrative Assistant position. Total hrs w orked: 31.5 hr; Rate $16.50. Total $519.75.
Justification
3 MAGALI PEREZ 300.5 $ 16.50 $ 4,958.25 0% $ - $ 4,958.25 03/1/2013 - 04/30/2013
Licenses / Temporary Staff--Administrative Assistant--hired from AllStaff Services, Inc.
qualifications
Narrative/ This temporary staff position w ill cover an unfilled Admistrative Assistant position. Total hrs w orked: 300.5 hr; Rate $16.50. Total $4,958.25.
Justification
4 $ - $ - $ - $ -
Licenses /
qualifications
Narrative/
Justification
5 $ - $ - $ - $ -
Licenses /
qualifications
Narrative
6 $ - $ - $ - $ -
Licenses /
qualifications
Narrative/
Justification
Consulting/ Prof./ Clerical Sup. Page 1 SUBTOTAL $ - $ 54,078.00 $ 54,078.00
Consulting/ Prof./ Clerical Sup. From Contractual Continuation Page SUBTOTAL $ - $ - $ -
TOTAL $ - $ 54,078.00 $ 54,078.00

SERIAL 13054-RFP
2. Subcontracts
Include any payments through subcontracts to provide services under this grant.
Each Subcontractor listed in this section who is a sub recipient (not a vendor) must complete a Budget using the RWPA budget template.
Maricopa County RWPA will enforce the 10% administrative Cost Cap established by HRSA for first-line and second line sub recipient entities receiving Ryan White Part A Funds.
2. Subcontracts AREA AGENCY ON AGING, REGION ONE, INC. MEDICAL CM / NON-MEDICAL CM / FAP
Subcontractor Sub recipient Admin Direct Service Total Admin Dates of Service
Name or Vendor Budget Budget Budget % of Direct
1 $ - #DIV/0!
Service(s)
Provided
Narrative/
Justification
2 $ - #DIV/0!
Service(s)
Provided
Narrative/
Justification
3 $ - #DIV/0!
Service(s)
Provided
Narrative/
Justification
TOTAL - - -
Admin Direct Total
SUMMARY Contractual $ - $ 54,078.00 $ 54,078.00
Contractual B05-CT-1 ( These instructions will not print)
Consulting/Professional Contract Labor/Clerical Support
Enter the Consultant/Contractor Name, Annual Budgeted Hours, Quoted Rate, the percent of time that will be spent on Administrative Activities,
Dates of Service, Licenses, Qualifications and Description /Justification of Services to be provided.
If there are more than 9 entries, continue on the Contractual Continuation Tab of this budget template. The subtotals from the Contractual
Continuation Page will be carried over to the main Contractual budget page.
Subcontracts
Enter the Subcontractor Name and indicate if the subcontractor is a Vendor or a Subrecipient.
(b) A Subrecipient:
(1) Determines who is eligible to receive what Federal financial assistance;
(2) Has its performance measured against whether the objectives of the Federal program are met;
(3) Has responsibility for programmatic decision making;
(4) Has responsibility for adherence to applicable Federal program compliance requirements; and
(5) Uses the Federal funds to carry out a program of the organization as compared to providing goods or services for a program
of the pass-through entity.
(c) A Vendor:
(1) Provides the goods and services within normal business operations;
(2) Provides similar goods or services to many different purchasers;
(3) Operates in a competitive environment;
(4) Provides goods or services that are ancillary to the operation of the Federal program; and
(5) Is not subject to compliance requirements of the Federal program.
Enter the Admin and Direct Service Subcontract Amounts. These amounts will calculate the Total Budget.
The Administrative percentage ratio will also calculate automatically.
List the services and provide a narrative justification of the services to be provided.
Note: Subcontractors who are sub recipients must also prepare a detailed budget using the RWPA budget template.
Submit the subcontractor budget with your budget submission.

SERIAL 13054-RFP
Contractual- Continuation Page Date Prepared: 09/19/2013
The Contractual line item is used for consulting and contracting to be utilized in conjunction with operations of the grant.
Use this page to list Consultant/Contract Labor and Clerical Support if there is insufficient space on the Contractual Page.
Consulting/Professional Contract Labor/Clerical Support
Consulting/Professional Contract Labor/Clerical Support AREA AGENCY ON AGING, REGION ONE, INC. MEDICAL CM / NON-MEDICAL CM / FAP
Dates of Service
Consultant Hours Quoted Total Admin Admin Direct Service
Budgeted Rate Budget Budget % Budget
6 $ - $ - $ -
Licenses /
qualifications
Narrative
7 0 $ - $ - $ -
Licenses /
qualifications
Narrative
8 0 $ - $ - $ -
Licenses /
qualifications
Narrative
9 0 $ - $ - $ -
Licenses /
qualifications
Narrative
10 0 $ - $ - $ -
Licenses /
qualifications
Narrative
11 0 $ - $ - $ -
Licenses /
qualifications
Narrative
12 0 $ - $ - $ -
Licenses /
qualifications
Narrative
13 $ - $ - $ - $ - $ -
Licenses /
qualifications
Narrative
14 0 $ - $ - $ -
Licenses /
qualifications
Narrative
15 0 $ - $ - $ -
Licenses /
qualifications
Narrative
16 0 $ - $ - $ -
Licenses /
qualifications
Narrative
Consulting/ Prof./ Clerical Sup. Subtotal to Page 1 TOTAL - - $ -
Consulting/Professional/Clerical Support-
Enter the Consultant/Contractor Name, Annual Budgeted Hours, Quoted Rate, the percent of time that will be spent on Administrative Activities,
Dates of Service, Licenses, Qualifications and Description /Justification of Services to be provided
If there are more than 9 entries, continue on the Contractual Continuation Tab of this budget template. The subtotals from the Contractual
Continuation Page will be carried over to the main Contractual budget page.

SERIAL 13054-RFP
Other Program Support Provider Entry Auto Calculation Date Prepared: 09/19/2013
Use this form to budget for other support necessary to provide services under this grant. In the Narrative Justification
describe how the program support will be used and also the methodology used to allocate the total or a portion of the total cost
to the grant.
1 Communications/Telephone/Internet
Communications/Telephone/Internet AREA AGENCY ON AGING, REGION ONE, INC. MEDICAL CM / NON-MEDICAL CM / FAP
Item Total Narrative/Cost Allocation Methodology
Amount Admin Direct
Budgeted 0% 100%
Cell Phones used by Case Managers for direct access to
clients and service providers. Cost is $50/month for each
Cell Phones $ 8,400.00 $ - $ 8,400.00 $ 8,400.00 case manager.
$ - $ - $ -
Land Lines used as direct support to RW Part A Case
Direct Line $ 540.00 $ - $ 540.00 $ 540.00 Managers. Estimated cost is history of Century Link billings.
$ - $ - $ -
TOTAL $ - $ 8,940.00 TOTAL $ 8,940.00
2 Copy/Duplicating
Copy/Duplicating AREA AGENCY ON AGING, REGION ONE, INC. MEDICAL CM / NON-MEDICAL CM / FAP
Item Amount Admin Direct Total Narrative/Cost Allocation Methodology
Budgeted 0% 100%
1 Program Brochures
Printing costs associated w ith making the public aw are of RW
Part A programs. Cost estimate for the budget is based on
Program Brochures $ 1,500.00 $ 1,500.00 $ 1,500.00 historical expenses.
2 Other Copying/Duplicating
Costs are: business cards for Case Managers to give to
clients and service providers to facilitate contact; forms for
CE; CE update, AHCCCS; AHCCCS denial; ADAP; ADAP
Business Cards, Client renew al; SSA; health Insurance premium assistance; w ide
Forms, Duplicating $ 2,500.00 array of apps for services; forms for documentation in client
Expenses files; intake assessment, contact notes, R&R, grievance,
signature sheet, ROI's, d/c, etc. Copying necessary
documents for clients files-many of the above in both English
and Spanish. Estimated cost for budget purposes is based
$ - $ 2,500.00 $ 2,500.00 on historical costs.
$ - $ - $ -
$ - $ - $ -
TOTAL $ - $ 4,000.00 TOTAL $ 4,000.00
3 Postage
Postage AREA AGENCY ON AGING, REGION ONE, INC. MEDICAL CM / NON-MEDICAL CM / FAP
Item Amount Admin Direct Total Narrative/Cost Allocation Methodology
Budgeted 0% 100%
Cost of mailing Part A items. A log is being kept as mail is
processed. A journal entry is made monthly to record this
expense. Estimate for the budget is based on historical use
Postage $ 1,500.00 $ - $ 1,500.00 $ 1,500.00 for the past year.
$ - $ - $ -
TOTAL $ - $ 1,500.00 TOTAL $ 1,500.00
4 Utilities
Utilities are 100% administrative. (Ruling 6.6.B05)
Utilities AREA AGENCY ON AGING, REGION ONE, INC. MEDICAL CM / NON-MEDICAL CM / FAP
Item Amount Admin Direct Total Narrative/Cost Allocation Methodology
Budgeted
$ - $ - $ -
$ - $ - $ -
$ - $ - $ -
$ - $ - $ -
$ - $ - $ -
TOTAL - - TOTAL $ -
4 Other Program Support
Other Program Support AREA AGENCY ON AGING, REGION ONE, INC. MEDICAL CM / NON-MEDICAL CM / FAP
Item Admin Direct Total Narrative/Cost Allocation Methodology
FAP Health Insurance Financial Assistance to qualifying clients to help pay for
Premiums $ 500.00 $ - $ 290,206.36 $ 290,206.36 Health Insurance costs
Clients served average 49/month, units average 63/month
$ - $ - $ - $ - w ith an average monthly cost of $24,183.86.
$ - $ - $ - $ -
$ - $ - $ - $ -
$ - $ - $ - $ -
TOTAL $ - $ 290,206.36 TOTAL $ 290,206.36
Admin Direct Total
SUMMARY Program Support $ - $ 304,646.36 $ 304,646.36
Other Program Support B05-SP-1 ( These instructions will not print)
Section 1-3. These sections apply the FTE ratio for the expenditures including: telephone, postage, copying, and utilities.
Section 4 - Other Program Support allows you to use your own calculation method to allocate costs between Admin and Direct.
Enter the Admin Amount and Direct Amount to calculate the Total Budget and provide adequate justification of the methodology used
to allocate the costs; the methodology must be in line with your agency's cost allocation policy. Final determination resides with the
Maricopa County Ryan White Part A Program.

SERIAL 13054-RFP
Other Professional Service Provider Entry Auto Calculation Date Prepared:
Use this form to budget for other professional services; audit/accounting, insurance, rent/space, or other professional services.
1 Audit/Accounting/Finance
Audit/Accounting/Finance AREA AGENCY ON AGING, REGION ONE, INC. MEDICAL CM / NON-MEDICAL CM / FAP
Vendor Hours Quoted Total Dates Admin Direct Service Description of Service
Name Budgeted Price* Price of Service
a $ - $ -
Cost Method
Used
Budget
Justification
b $ - $ -
Cost Method
Used
Budget
Justification
c $ - $ -
Cost Method
Used
Budget
Justification
TOTAL - $ -
2 Insurance
Insurance AREA AGENCY ON AGING, REGION ONE, INC. MEDICAL CM / NON-MEDICAL CM / FAP
Vendor Annual Percent Total Dates Admin Direct Service Description of Service
Name Premium To grant Grant of Service
a $ - $ - $ -
Cost Method
Used
Budget
Justification
b $ - $ - $ -
Cost Method
Used
Budget
Justification
c $ - $ - $ -
Cost Method
Used
Budget
Justification
TOTAL $ - $ -
3 Rent/Space
Rent is considered 100% administrative
Rent/Space AREA AGENCY ON AGING, REGION ONE, INC. MEDICAL CM / NON-MEDICAL CM / FAP
Vendor Annual Percent Total Dates Admin Direct Service Description of Service
Name Rent to Grant Grant of Service
$ -
a $ - $ -
Cost Method
Used
Budget
Justification
TOTAL $ - $ -
4 Other Professional Service
Other Professional Service AREA AGENCY ON AGING, REGION ONE, INC. MEDICAL CM / NON-MEDICAL CM / FAP
Vendor Hours Quoted Total Admin Admin Direct Service Description of Service
Name Budgeted Price* Price Budget %
a $ - $ - $ -
Cost Method
Used
Budget
Justification
b $ - $ - $ -
Cost Method
Used
Budget
Justification
c $ - $ - $ -
Cost Method
Used
Budget
Justification
$ - TOTAL $ - $ - $ -
Admin Direct Total
SUMMARY Other Prof. Svc $ - $ - $ -
Other Professional B05-PF-1 ( These instructions will not print)
For each section, indicated the provider of service(s), the rate, a detailed description of the services provided, the method of calculating the
budget for this Part A grant and a narrative justification describing why is service is needed.
Section 1-3. Auditing, Insurance and Rent have been determined by the Maricopa County Ryan White Program to be Administrative Services.
Section 4 allows providers to indicate the percentage requested as administrative and direct service. Adequate explanation of the methodology
used to allocate costs is required; final determination resides with the Maricopa County Ryan White Part A Program.
If a vendor is not paid based on an hourly rate, enter a 1 for Hours Budgeted and the total cost of the service under Quoted Price.

SERIAL 13054-RFP
Schedule of Deliverables Provider Entry Auto Calculation Date Prepared: 09/19/2013
Organization Name: AREA AGENCY ON AGING, REGION ONE, INC. Performance Measures:
Service Category MEDICAL CM / NON-MEDICAL CM / FAP Number of New Clients 600
Number of Returning Clients 1015
Total # of Unduplicated Clients 1615
Fee for Service Only
Schedule of Deliverables ( Not Applicable to Cost Reimbursement Contracts)
Service Unit
CAREWare Fee Source (ie
Definition Number of Proposed Fee Total Payment Per
Service Unit Service Description Mar Apr May June July Aug Sep Oct Nov Dec Jan Feb AHCCCS, I H S,
1 unit = Units Per Product/ Objective/Activity
Name/Code Negotiated Rate, etc.)
(i.e. 15 minutes) Proposed Deliverable
Medical Case
Management
1 MCM Assessment Assessment 15 minutes 11,160 930 930 930 930 930 930 930 930 930 930 930 930 $ -
Medical Case
2 MCM Management Interaction 15 minutes 45,180 3765 3765 3765 3765 3765 3765 3765 3765 3765 3765 3765 3765 $ -
Non-Medical Case Non-Medical Case
3 Management Management Interaction 15 minutes 12,000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 $ -
CM interaction for HIP
4 FAP CM assistance 15 minutes 1,530 133 133 133 133 133 133 133 133 133 133 100 100 $ -
Application made to HIP
5 FAP-HIP provider 1 application 730 63 63 63 63 63 63 63 63 63 63 50 50 $ -
6 - $ -
7 - $ -
8 - $ -
9 - $ -
10 - $ -
11 - $ -
12 - $ -
13 - $ -
14 - $ -
15 - $ -
TOTAL 70,600 5,891 5,891 5,891 5,891 5,891 5,891 5,891 5,891 5,891 5,891 5,845 5,845 $ -
Total Budget $ 1,417,754.00
Over/(Under Budget) $ (1,417,754.00)
Balance should equal zero
Instructions for Schedule of Deliverables ( These instructions will not print)
Fee for Service Only
Example ( Not Applicable to Cost Reimbursement Contracts)
CAREWare Service Unit Number
Service Unit Service Description Definition 1 of Units Mar Apr May June July Aug Sep Oct Nov Dec Jan Feb Proposed Fee Per Total Payment Per Fee Source (ie AHCCCS, I H
Name/Code unit = (i.e. Proposed Product/ Objective/Activity S, Negotiated Rate, etc.)
Face to face medical 15 minutes) Deliverable
FMCM case management
Assessment assessment. 1 unit = 15 minutes 1,128 94 94 94 94 94 94 94 94 94 94 94 94 $ - $ -
Food boxes Food box 1 unit = 1 food box 3,396 283 283 283 283 283 283 283 283 283 283 283 283 $ - $ -
H0004 Ind Individual counseling
Counseling session 1 unit = 15 minutes 6,900 600 600 600 600 500 600 600 600 600 400 600 600 $ 16.76 $ 115,644.00 AHCCCS Rate
1 Enter the CAREWare Service Name and or/Code; i.e. HCPCS or CPT Codes
2 Service Name Description- Use this cell to provide the full service name or describe the service
3 Service Unit Definition- Enter the DEFINITION of 1 unit. i.e. 15 minutes
The Unit definitions for each service category can be found in the RWPA P&P Manual
4 The TOTAL NUMBER OF UNITS PROPOSED calculates automatically, based on the total number of units
entered in the Schedule of Deliverables.
5 SCHEDULE OF DELIVERABLES: Enter the # of units BY MONTH proposed in the corresponding column and row.
Complete the information in the final 3 columns for Fee for Service Contracts Only
6 Enter the proposed fee for the corresponding activity/unit.
7 The Total Payment for each Activity/Unit calculates based on proposed # of units x proposed fee.
8 The TOTAL PAYMENT for all activity/units must equal the Total Budget from the Budget Summary.
9 In the final column, enter the source of the fee, i.e. AHCCCS, I H S, Negotiated Rate

SERIAL 13054-RFP
EXHIBIT C
SCOPE OF WORK
1.0 SCOPE OF WORK:
1.1 PURPOSE OF THE PROGRAM, AUTHORITY AND BACKGROUND:
The Ryan White Comprehensive AIDS Resources Emergency (CARE) Act was first enacted in
1990 and amended in 1996, 2000, 2006 and 2009. Currently, the Act was reauthorized in 2009
and is called the Ryan White HIV/AIDS Treatment Extension Act of 2009. The authority for this
grant program is the Public Health Service Act Section 2603, 42 USC 300ff-13. The U.S.
Department of Health and Human Services (DHHS) administers the Part A program through the
Health Resources and Services Administration (HRSA), HIV/AIDS Bureau (HAB), Division of
Service System (DSS). The entire CARE Act may be accessed at
http://hab.hrsa.gov/abouthab/legislation.html.
Part A funds provide direct financial assistance to Eligible Metropolitan Area (EMAs) that have
been the most severely affected by the HIV epidemic. Formula and supplemental funding
components of the grant assist EMAs in developing or enhancing access to a comprehensive
continuum of high quality, community-based care for low-income individuals and families with
HIV disease. A comprehensive continuum of care includes primary medical care, HIV-related
medications, mental health treatment, substance abuse treatment, oral health and case management
services that assist PLWH/A (People Living with HIV/AIDS) in accessing treatment of HIV
infection that is consistent with Public Health Service (PHS) Treatment Guidelines (current
treatment guidelines are available at www.AIDS info.nih.gov). Comprehensive HIV/AIDS care
beyond these core services also includes access to other health services (e.g. home health care,
nutritional, and rehabilitation service). In addition, this continuum of care may include supportive
services that enable individuals to access and remain in primary medical care (e.g. outreach,
transportation, and food services).
Part A supplemental funds have been awarded since fiscal year (FY) 1999 under the Minority
AIDS Initiative (MAI) to improve the quality of care and health outcomes in communities of color
disproportionately impacted by the HIV epidemic. Funds are to initiate, modify, or expand
culturally and linguistically appropriate HIV care services for disproportionately impacted
communities of color. Following Congressional intent, MAI funds must be used to expand or
support new initiatives consistent with these goals.
MAI funds are subject to special conditions of award, and providers of services funded with MAI
funds must document their use separately from other Part A funds. Progress reports must be
provided in a beginning of year, Mid-Year Progress Report, and end-of-fiscal year Final Progress
Report. This information reported is used to monitor:
1. Compliance with the MAI Condition of Award and related requirements;
2. Progress in meeting planned objectives;
3. Potential grantee technical assistance needs;
4. Type and quantity of services delivered and demographics of clients served, and;
5. Improvements in access and health outcomes being achieved through these services.
In preparing all responses to this Request for Proposal (RFP), applicant should consider how
efforts at the local level are consistent with the Ryan White HIV/AIDS Treatment Extension Act
of 2009 which emphasizes the use of funds to address the service needs of “individuals who know
their HIV status and are not receiving primary medical care services and for informing individuals
of and enabling the individuals to utilize the services, giving particular attention to eliminating
disparities in access and services among affected subpopulations and historically underserved
communities” Section 2602 (b)(4)(D)(i).

SERIAL 13054-RFP
Additionally, applicants should consider the impact of the epidemic within the Phoenix EMA,
which consists of Maricopa and Pinal counties. Several studies are available for applicants to
review including:
1. 2006 Hispanic PLWH/A Needs Assessment
2. 2006 African American PLWH/A Needs Assessment
3. 2006 PLWH/A Out of Care Needs Assessment
4. 2006 Pinal County Needs Assessment
5. Phoenix EMA 2006-2009 Comprehensive Plan
All reports can be viewed at the Phoenix EMA Ryan White Planning Council's website at:
http://www.ryanwhiteparta.com
Moreover, in developing your application you should consider the HIV/AIDS Bureau (HAB)
Guiding Principles indicated below that have significant implications for HIV/AIDS care services
planning.
1. The HIV/AIDS epidemic is growing among traditionally underserved and hard-to-
reach populations;
1. The quality of emerging HIV/AIDS therapies can make a difference in the lives of
people living with HIV disease;
2. Changes in the economics of health care are affecting HIV/AIDS care network; and
3. Outcomes are a critical component of program performance.
All CARE Act funded projects in any service category must participate in the existing community-
based continuum of care. This concept requires that services in a community must be organized to
respond to the individual’s or family’s changing needs, in order to reduce fragmentation of care.
For the Phoenix EMA to achieve this intent as required by HRSA guidance funded providers will
be required to attend meetings sponsored by the Phoenix EMA Ryan White Planning Council and
other management and technical assistance meetings deemed mandatory by Maricopa County
Ryan White Part A Program.
Lastly, Part A funds must be used in a manner consistent with current and future HRSA policies as
developed by the Division of Services Systems, HIV/AIDS Bureau. These policies can be
reviewed on the HAB website at http://hab.hrsa.gov.
1.2 THE PHOENIX EMA RYAN WHITE PLANNING COUNCIL:
The Phoenix EMA Ryan White Planning Council (PC) is a planning body required under the Part
A authorization. The Maricopa County Board of Supervisors serves as the Chief Elected Official
for the Planning Council. Membership of the PC must be reflective of the epidemic within the
Phoenix EMA and includes representatives from a variety of specific groups such as providers of
housing and homeless shelters, HIV prevention services, representatives of individuals who were
formerly Federal, State or local prisoners released from the custody of the penal system and had
HIV disease on the date released, other mandated entities and interested advocates. The PC
establishes service priorities, allocates Part A funds, develops a comprehensive plan, and
addresses the efficiency of the grantee’s administrative mechanism for rapidly contracting out
funds to service providers.
The PC establishes Directives for service categories that are additional requirements that must be
incorporated into the program plan along with applicable Standards of Care. These Directives are
discussed under the service category description and should also guide prospective applicants in
the development of goals objectives and a work plan.
1.3 ADMINISTRATIVE AGENT AND QUALITY MANAGEMENT:
Part A funds are awarded to the chief elected official (CEO). The CEO retains ultimate
responsibility for submitting grant applications, ensuring that funds awarded are used
appropriately, and complying with reporting or other requirements. Most CEOs delegate day-to-

SERIAL 13054-RFP
day responsibility for administering their Part A award to a health related department within the
jurisdiction.
For the purposes of this section, the CEO of the EMA has delegated this responsibility to the Ryan
White Part A Program within Maricopa County.
Administrative activities under the authority of the Administrative Agent include:
Routine grant administration and monitoring activities, including the development of
applications for funds, the receipt, monitoring and disbursal of program funds, the
development and establishment of reimbursement and accounting systems, the
preparation of routine programmatic and financial reports, compliance with grant
conditions and audit requirements/promulgation of policies and procedures and
continuous quality improvement initiatives.
All activities associated with the grantee’s contract award procedures, including the
development of requests for proposals, contract proposal review activities, negotiation
and awarding of contracts, monitoring of contracts through telephone consultation,
written documentation or onsite visits, reporting on contracts, and funding reallocation
activities.
The administrative agent will conduct site visits with service providers to monitor
program and fiscal compliance with contracts, and to ensure adherence to the EMA’s
Standards of Care as developed by the PC.
The lead agency (Contractor) agrees to include in any subcontracts a provision to the
effect that the subcontractor agrees that Maricopa County Ryan White Part A Program
shall have access to the subcontractor’s facilities and the right to examine any books,
documents, and records of the subcontractor, involving transactions related to the
subcontract. Additionally, client charts, care/treatment plans, eligibility requirements, etc
shall be available for inspection.
The Administrative Agent will also provide technical assistance and training that
providers may be required to attend.
The CARE Act requires the establishment of quality management program and quality
service indicators for all Part A programs to ensure that persons living with HIV disease
receive those services and that the quality of those services meet certain criteria,
specifically Standards of Care and the Public Health Services treatment guidelines.
The Maricopa County Ryan White Part A Program has established a Quality Management
Program to assess all services funded under Ryan White Part A Program and to achieve the goals
set forth in the CARE Act. All funded programs are subject to quality management reviews and
technical assistance. All agencies must be able to demonstrate that health and support services
supported by Part A funds are consistent with PHS treatment guidelines and the Standards of Care
as established by the Planning Council.
All funded providers will be asked to submit quality management plans to reflect how providers
are ensuring quality services.
1.4 CONTRACTOR ELIGIBILITY:
Eligible contractor for awards include public or non-profit health and social services providers,
and other non-profit community organizations, medical care providers, community-based
organizations, HIV/AIDS service organizations, academic entities, and city, county, state, federal
governmental units. The CARE Act Amendments of 1996 provide for contracting with for-profit
entities under certain limited circumstances. Specifically, the amendments allow Part A funds to
be used to provide direct financial assistance through contracts with private for-profit entities if
such entities are the only available provider of quality HIV care in the area (Sec 2604(b) (2) (A);

SERIAL 13054-RFP
Section 2631(a) (1). Contractors are prohibited from serving as conduits to pass on their awards to
for-profit entities. To better serve Persons Living with HIV/AIDS (PLWHA) within the EMA,
the Maricopa County Ryan White Part A Program reserves the right, at its discretion, to
issue multiple contracts within a service category pursuant to this Request for Proposal.
All services must be directed to enhance the delivery of services to persons living with HIV, and,
in limited, restricted instances, their families. These funds may not be used for prevention
services.
Joint proposals from coalitions of agencies and organizations are allowable. However, if a lead
agency (prime contractor) is proposing to sub-contract with another agency to perform more than
50% of the deliverables, the proposal must provide sufficient information regarding the
qualifications of the sub-contracting agency.
In all cases, a lead agency (as prime contractor) must be identified. All proposals in response to
this RFP which include the use of subcontractors must be submitted by a lead agency, with the
approach to use the subcontractor(s) clearly outlined in their proposal.
All providers must have documented evidence to substantiate referral relationships on an ongoing
basis. All officers must submit any written agreements with other organizations/entities that serve
the community of persons living with HIV and are 1) service providers and/or 2) points of entry or
access to HIV services. All officers’ are strongly encouraged to include copies of such
agreements, detailing each agencies/organization’s roles and responsibilities, with each
application.
The use of subcontractors and/or consultants must be pre-approved by the Maricopa County Ryan
White Part A Program. If approved, the Contractor agrees to use written agreements which
conform to Federal and State laws, regulations and requirements of this proposal appropriate to the
service or activity defined by this RFP. These provisions apply with equal force to the subcontract
as if the subcontractor were the contractor referenced herein. The Contractor is responsible for the
performance of this contract regardless of whether or not a subcontract is used. The lead agency
(Contractor) will submit a copy of each executed subcontract to the RWPA within fifteen (15)
days of its effective date.
All proposals in response to this RFP which include the use of subcontractors must clearly state
and document the details of the subcontract agreement. This will include a scope/intent of work
for both the lead agency and all subcontracts proposed. The scope of the proposal must clearly
identify the services to be provided by all parties for the proposal. Additionally, all subcontract
agreements proposed must include a detailed budget and narrative, identifying all administrative
costs, as defined in the “Administrative Costs” section of this RFP. Subcontracts will be restricted
to no more than ten percent of the budget proposed.
1.5 COMPENSATION:
1.5.1 The County reserves the right to reallocate funding during the contract period so that the
services provided and corresponding contract amount may be decreased or increased, via
contract amendment or Task Order, at the discretion of the County.
1.5.2 County will pay the Contractor on a monthly basis for approved services and expenses
and in accordance with the reimbursement methodology determined by the County’s
Administrative Agent; either fee-for service or cost. The total funds paid to the
Contractor will be dependent upon the approved invoice according to the Administrative
Agent. County does not guarantee a minimum payment to the Contractor. County will
not reimburse for fee-for-service activities when an appointment is canceled either by the
client or Contractor.
1.5.3 The Contractor understands and agrees to notify the County of any deviations or changes
to any budget line of the current budget in place for this contract within 30 days of such
change.

SERIAL 13054-RFP
1.5.4 The Contractor shall be compensated for services provided only by the staff
classifications/positions included/referenced in the current approved budget.
1.5.5 Unless specifically allowed and referenced elsewhere in this contract, all services are to
be provided at approved Contractor sites and/or venues. Services provided at non-
authorized locations or venues will not be reimbursed by the County.
1.5.6 The Contractor shall provide monthly financial and corresponding programmatic reports
per the reporting schedule to the County. If the Contractor is not in compliance due to
non-performance, submission of reports after deadlines, insufficient back-up statements
or improperly completed forms, the Contractor may not be reimbursed or reimbursement
may be delayed until program compliance issues and any other related financial
consequences are resolved. Furthermore, instances of non-compliance with billing and
reporting requirements may result in the County reducing the Contractor’s reimbursement
by up to 10% of the corresponding month’s billing. Billing forms and instructions are
included in the current Ryan White Part A Program Policies and Procedures Manual refer
to http://www.ryanwhiteparta.com
1.5.7 The actual amount of consideration to be paid to the Contractor depends upon the actual
hours worked, services provided and related expenses as stated in the current approved
budget or as modified by contract amendment or appropriately executed task order. Any
un-obligated balance of funds at the end of this Agreement period will be returned to the
County in accordance with instruction provided.
1.6 INVOICES AND PAYMENTS:
1.6.1 The Contractor shall submit electronically to the Administrative Agent one (1) legible
copy of their detailed monthly invoice before payment(s) can be made.
1.6.2 Contractor shall submit the invoice packet for services performed on or before the
fifteenth (15th) calendar day following the month in which services were performed.
1.6.3 The invoice shall include the requirements as outlined in the Ryan White Part A’s current
policies and procedures manual.
1.6.4 Contractors providing medical services are required to utilize the Health Care Form
(HCF-1500) Uniform Billing (UB-92) or other standardized medical claim forms as
agreed to with the Administrative Agent, and to submit these to the Ryan White Part A
Program in addition to the other required invoice reports and forms.
1.7 METHOD OF PAYMENT:
1.7.1 Subject to the availability of funds, County will, within sixty (60) business days from the
date of receipt of the documents enumerated herein, process and remit to the Contractor a
warrant for payment up to the maximum total allowable for services provided or work
performed during the previous month. Payment may be delayed or reduced if invoices
are in non-compliance due to late submission, improperly completed or missing
documentation/information or for other contract non-compliance occurring in the related
grant year. Other non-compliance issues that may delay or reduce payments can be
related to any contractual issue, and may not necessarily be related to the bill itself.
Should County make a disallowance in the claim, the claim shall be processed for the
reduced amount. If the Contractor protests the amount or the reason for a disallowance,
the protest shall be construed as a dispute concerning a question of fact within the
meaning of the "Disputes" clause of the Special Provisions of this Contract.
1.7.1.1 The Contractor understands and agrees that County will not honor any claim for
payment submitted 60 calendar days after date of service. The Contractor
understands and agrees that County will not process any claim for payment for
services rendered prior to the end of the contract period which are submitted
sixty (60) calendar days after the end of the contract period without approval of

SERIAL 13054-RFP
County. For claims that are subject to AHCCCS Regulation R9-22703.B1,
County will not honor any claim for payment submitted nine months after date
of service. Claims submitted 45 calendar days from the last day of the grant year
will not be honored or reimbursed.
1.7.1.2 Payments made by County to the Contractor are conditioned upon the timely
receipt of applicable, accurate and complete invoice reports and forms submitted
by the Contractor. All monthly invoices must be supported by auditable
documentation, which is determined to be sufficient, competent evidential
matter defined by the County.
1.7.1.3 The Contractor understands and agrees that Ryan White Part A Program is the
payer of last resort, and shall maximize and monitor all other revenue streams
including self-pay and all sources of third party reimbursements. The
Contractor understands and agrees that all self-pay and third party payments
must be exhausted to offset program costs before Ryan White funds are used.
The Contractor must have policies and procedures documented and in place to
determine and bill these other potential payment sources. These third party
payers include but are not limited to Regional Behavioral Health Authority
(RBHA), Medicaid (Arizona Health Care Cost Containment
Services/AHCCCS), Arizona Long Term Care System (ALTCS), TRICARE,
Medicare and private/commercial or other insurance. The Contractor will
determine eligibility of clients and assist with client enrollment whenever
feasible. Payments collected by the Contractor for Ryan White services must be
recorded as Program Income in the Contractor’s financial management system
and deducted from bills issued to the County. Program income records must be
made available to the County for assurance that such revenues are used to
support related services. The Contractor shall have policies and procedures for
handling Ryan White revenue including program income.
1.7.1.4 The Contractor shall have policies and staff training on the payer of last resort
requirement and how it meets that requirement.
1.7.1.5 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).
1.7.1.6 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.
1.8 BUDGET, REVENUES AND EXPENDITURES:
1.8.1 The Contractor shall have written fiscal and general policies and procedures that include
compliance with federal and Ryan White programmatic requirements.
1.8.2 The Contractor shall prepare and submit to County a budget using the current Ryan
White Part A Program-approved formats at the beginning of each grant year in
accordance with the stated funds allocated on the most recently issued task order. If the
task order is increased or decreased at any time throughout the duration of the grant year,
a revised budget may be required. Failure to provide a required budget or schedule of
deliverables within the designated timeframe may result in termination of the contract.
1.8.2.1 The total administrative costs budgeted; including any federally approved
indirect rate (inclusive of contractor and subcontractor(s)) cannot exceed 10% of

SERIAL 13054-RFP
the amount of the current grant award. Any amount of administrative
expenditures in excess of 10% will not be reimbursed.
1.8.2.2 Contractor agrees that all expenditures are in accordance with the current
approved budget. Any expenditure deemed unallowable by the Administrative
Agent is subject to the Contractor submitting a full reimbursement to the
County.
1.8.2.3 Contractor agrees to establish and maintain a “Financial Management System”
that is in accordance with the standards required by Federal OMB Circular A-
110, Subpart C. Such system must also account for both direct and indirect cost
transactions, reports on the results of those transactions, are in compliance with
the requirements of OMB Circular A-21 and generally accepted accounting
principles.
1.8.2.4 All expenditures and encumbered funds shall be final and reconciled no later
than 45 days after the close of the grant year.
1.8.2.5 Funds collected by the Contractor in the form of fees, charges, and/or donations
for the delivery of the services provided for herein shall be accounted for
separately. Such fees, charges and/or donations must be used for providing
additional services or to defray the costs of providing these services consistent
with the Schedule of Deliverables of this Contract. As applicable, the
Contractor agrees to include, in the underlying budget, the amount of projected
revenue from client fees. The amount of funds collected from client fees shall
be reported by Contractor in the Monthly invoice by discrete service. For audit
purposes, the Contractor is responsible for maintaining necessary documentation
to support provision of services.
1.9 AMENDMENTS:
All amendments to this Contract must be in writing and signed by both parties. All amendments
shall clearly state the effective date of the action.
1.10 TASK ORDERS:
Contractor shall not perform a task other than those found/defined in the contract award document.
Task Orders may be issued by the Administrator of this contract. Task Orders will be
communicated via written document and shall include, but is not limited to: budget amount,
reference to special conditions of award, and any special service and reporting requirements.
Amended Task Orders can be issued at any time during the grant year. Both parties shall sign a
new or amended Task Order.
1.11 CHANGES:
1.11.1 The Maricopa County Ryan White Part A Program, with cause, by written order, may
make changes within the general scope of this Contract in any one or more of the
following areas (Also see AMENDMENTS & TASK ORDER SECTIONS):
1.11.1.1 Schedule of deliverables activities reflecting changes in the scope of services,
funding source or County regulations,
1.11.1.2 Administrative requirements such as changes in reporting periods, frequency of
reports, or report formats required by funding source or County regulations,
policies or requirements, and/or,
1.11.1.3 Contractor fee schedules, reimbursement methodologies and/or schedules and/or
program budgets.

SERIAL 13054-RFP
Examples of cause would include, but are not limited to: non-compliance, under
performance, service definition changes, reallocations or other directives
approved by the Planning Council, or any other reason deemed necessary by the
Administrative Agent.
1.11.2 Such order will not serve to increase or decrease the maximum reimbursable amount to
be paid to the Contractor. Additionally, such order will not direct substantive changes in
services to be rendered by the Contractor.
1.11.3 Any dispute or disagreement caused by such written order shall constitute a "Dispute"
within the meaning of the Disputes Clause found within this Contract and shall be
administered accordingly.
1.12 AUDIT REQUIREMENTS:
1.12.1 If the Contractor expends $500,000 or more from all contracts administered and/or
funded via County, and/or receives $500,000 or more per year from any federal funding
sources, the Contractor will be subject to Federal audit requirements per P.L. 98-502
"The Single Audit Act." The Contractor shall comply with OMB Circulars A-128, A-
110, and A-133 as applicable. The audit report shall be submitted to the Maricopa
County Internal Audit 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 or by a date defined by the Internal Audit Department.
Maricopa County may consider sanctions as described in OMB Circular A-128 for
contractors not in compliance with the audit requirements. All books and records shall be
maintained in accordance with Generally Accepted Accounting Principles (GAAP).
1.12.2 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.
1.12.3 The Contractor shall have and make available to County financial policies and procedures
that guide selection of an auditor, based on an Audit Committee for Board of Directors (if
Contractor is a non-profit entity).
1.12.4 The Contractor shall also comply with the following OMB Circulars as applicable to its
organizations business status:
1.12.4.1 A-102 Uniform Administrative Requirements for Grants to State and Local
Government.
1.12.4.2 A-110 Uniform Administrative Requirements for Grants and Agreement with
Institutions of Higher Education, Hospitals and other non-profit organizations.
1.12.4.3 A-122 Cost Principles for Non-Profit Organizations.
1.12.4.4 A-87 Cost Principles for State and Local Governments.
1.12.4.5 A-21 Cost principles for Education Institutions.
1.13 SPECIAL REQUIREMENTS:
1.13.1 The Contractor shall adhere to all applicable requirements of the Ryan White HIV/AIDS
Treatment Extension Act of 2009 and/or current authorized or reauthorized Ryan White
HIV/AIDS Act.
1.13.2 The Contractor shall participate in provider technical assistance meetings and/or
teleconference calls that will be scheduled by the Administrative Agent throughout the
year.

SERIAL 13054-RFP
1.13.3 The Contractor shall retain the necessary administrative, professional and technical
personnel for operation of the program.
1.13.4 The Contractor agrees to maintain adequate programmatic and fiscal records and files
including source documentation to support program activities and all expenditures made
under terms of this agreement as required.
1.13.5 Contractor agrees to install and utilize the CAREWare client level reporting software
system as described in the current Ryan White Part A Program Policies and Procedures
Manual. There are no licensing costs associated with the use of CAREWare, however,
the provider is required to pay for the cost related to installing and configuring internal
firewall devices to gain access to the CAREWare database. These expenses can be
reimbursed by Ryan White if included in the current approved budget.
1.14 RELEASE OF INFORMATION:
1.14.1 The Contractor agrees to secure from all clients provided services under this contract any
and all releases of information or other authorization requested by County. Each client
file documenting the provision of Part A services must contain a current Administrative
Agent authorized release form signed and dated by the client or client’s legal
representative. Failure to secure such releases from clients may result in disallowance of
all claims to County for covered services provided to eligible individuals. If service to
anonymous clients is specifically allowed and approved by the County according to the
current Ryan White Part A policies and procedures manual or otherwise stated in writing
by the Administrative Agent, this provision does not apply.
1.14.2 The Contractor agrees to comply with ARS §36-662, access to records. In conducting an
investigation of a reportable communicable disease the department of health services and
local health departments may inspect and copy medical or laboratory records in the
possession of or maintained by a health care provider or health care facility which are
related to the diagnosis, treatment and control of the specific communicable disease case
reported. Requests for records shall be made in writing by the appropriate officer of the
department of health services or local health department and shall specify the
communicable disease case and the patient under investigation.
1.15 CERTIFICATION OF CLIENT ELIGIBILITY:
1.15.1 The Contractor agrees to determine and certify eligibility all clients seeking services
supported by Ryan White funds, according to the requirements detailed in of the
Eligibility section of the current Ryan White Part A Program Policies and Procedures
Manual.
1.15.2 The Contractor agrees to have billing, collection, co-pay and sliding fee policies and
procedures that do not deny clients services for non-payment, inability to produce income
documentation, or require full payment prior to service, or include any other barriers to
service based on ability to pay.
1.15.3 If the Contractor charges clients for services, the Contractor agrees to charge and
document client fees collected in accordance with their sliding fee schedule. This fee
schedule shall be consistent with current federal guidelines. This fee schedule must be
published and made available to the public. If charging fees, the Contractor must have a
fee discount policy, sliding fee schedule, and sliding fee eligibility applications. The
Contractor must track fees charged and paid by clients. The Contractor must have a fee
discount policy that includes client fee caps, including:
1.15.3.1 Clear responsibility for annually evaluating clients to establish individual fees
and caps.
1.15.3.2 Tracking of Part A charges or medical expenses inclusive of enrollment fees,
deductibles, and co-payments.

SERIAL 13054-RFP
1.15.3.3 A process for alerting the billing system that client has reached cap and no
further charges will be charged for the remainder of the year.
1.15.3.4 Documentation of policies, fees, and implementation, including evidence that
staff understand those policies and procedures.
1.15.3.5 Contractor must have a process for charging, obtaining, and documenting client
charges through a medical practice information system, manual or
electronically.
The chart below must be followed when developing the fee schedule.
Fees For Service
Client Income
Less than or equal to 100% of the No fees or charges to be imposed
official poverty line
Greater than 100%, but not exceeding Fees and charges for any calendar year may not
200%, of the official poverty line exceed 5% of the client’s annual gross income
Greater than 200%, but not exceeding Fees and charges for any calendar year may not
300%, of the official poverty line exceed 7% of client’s annual gross income
Greater than 300% of the official Fees and charges for any calendar year may not
poverty line exceed 10% of client’s annual gross income
1.16 QUALITY MANAGEMENT:
1.16.1 The Contractor will participate in the Quality Management program as detailed in the
current Ryan White Part A Program Policies and Procedures Manual.
(http://www.maricopa.gov/publichealth/Services/RyanWhite/publications.aspx) (See
Ryan White Part A Program Policies and Procedures).
1.16.2 The Contractor will utilize and adhere to the most current Standards of Care as developed
by the Phoenix Eligible Metropolitan Area Planning Council.
1.16.3 The Contractor will develop and implement an agency-specific quality management plan
for Ryan White Part A-funded services. The Contractor will conduct Quality
Improvement projects at the agency level utilizing the Plan-Do-Check-Act (PDCA)
model.
1.16.4 The Contractor will participate in cross-cutting Quality Improvement projects and report
data per the timeline established with the County. Additionally, the Contractor will
report quality outcome measures established by the County per the reporting schedule.
1.16.5 The Contractor will participate in the Quality Management activities of the Clinical
Quality Management Committee as requested by the County.
1.16.6 The Contractor will conduct and provide documentation of quality assurance and
improvement activities, including maintenance of client satisfaction surveys and other
mechanisms as designated by the County.
1.16.7 The Contractor will maintain a comprehensive unduplicated client level database of all
eligible clients served as well as demographic and service measures required and submit
this information in the format and frequency as requested by the County. The County
will make available to the Contractor software for the collection of this information
(CAREWare).
1.16.8 The Contractor will maintain consent to serve forms signed by the clients to gain
permission to report their data to County, State and Federal authorized entities and to
view their records as a part of site visits and quality management review activities.

SERIAL 13054-RFP
1.16.9 The Contractor will participate in Quality Management trainings sponsored by the
County which are deemed mandatory. The Contractor understands that non-participation
in these types of activities may result in non-compliance with the Standards of Care as
mandated by the Ryan White Act. Further, such non-participation in Quality
Management trainings could result in prompting a performance monitoring site visit.
1.17 REPORTING REQUIRMENTS:
1.17.1 The Contractor agrees to submit monthly invoices as defined in the Invoice and Payments
section.
1.17.2 The Contractor agrees to submit any administrative, programmatic, quality and/or fiscal
reports requested and at the due date defined by the Administrative Agent.
1.17.3 The Contractor agrees to comply with and submit annual and semi-annual client-level
and provider-level data as required by HRSA by the due date(s) defined by the
Administrative Agent.
1.17.4 The Contractor agrees to comply with ARS § 36-621, reporting contagious diseases. Any
employee, subcontractor or representative of the Contractor providing services under this
contract shall follow the requirements of this law. Specifically, a person who learns that a
contagious, epidemic or infectious disease exists shall immediately make a written report
of the particulars to the appropriate board of health or health department. The report shall
include names and residences of persons afflicted with the disease. If the person reporting
is the attending physician he shall report on the condition of the person afflicted and the
status of the disease at least twice each week.
1.18 PROGRAM MARKETING INITIATIVES:
1.18.1 When issuing statements, press releases and/or Internet-based or printed documents
describing projects, programs and/or services funded in whole or in part with Ryan White
Part A funds, the Contractor shall clearly reference the funding source as the federal
Department of Health and Human Services, Health Resources and Services
Administration, the Ryan White HIV/AIDS Treatment Extension Act of 2009 (or current
authorized or reauthorized name of Act), and Maricopa County Ryan White Part A
Program. Such references to funding source must be of sufficient size to be clear and
legible.
1.18.2 Contractor is responsible for advertising Ryan White Part A-funded services. Such
advertisement is to promote/incorporate the following components: Services available,
venues/locations, and hours of operation. The content of any and all advertising for these
services must be in a format allowed by Local, State and Federal regulations and shall
contain the funding language referenced in this contract section.
1.18.3 Contractor is responsible to ensure that all appropriate program descriptions, including
hours and locations, and any changes related to these services are disseminated to the
community and other Ryan White providers to ensure that clients have access to care.
The Contractor shall be able to document and explain this communication process to the
Administrative Agent upon request.
1.19 OTHER REQUIREMENTS:
1.19.1 Contractor shall comply with all policies and procedures as defined in the current Ryan
White Part A Policies and Procedures Manual.
1.19.2 Contractor will maintain discrete client files for all individuals served and will secure the
necessary releases of information to allow for review of all pertinent client information
by employees of County and/or their designated representatives.

SERIAL 13054-RFP
1.19.3 Contractor shall respond to all requests for information and documentation solicited by
County when they are submitted in writing no later than 72 hours of receipt of request.
1.19.4 Contractor shall participate with a standardized anonymous Consumer Satisfaction
Survey issued to all program participants, at least once during the contract year. The
survey and procedure is included in the Ryan White Part A Program Policies and
Procedures Manual. Refer to
http://www.maricopa.gov/publichealth/Services/RyanWhite/providers.aspx
1.19.5 Contractor’s service locations shall be accessible by public transportation. If service
locations are not accessible by public transportation, the Contractor shall have policies
and procedures in place that describe how it will provide transportation assistance to
clients.
1.19.6 Contractors providing Medicaid eligible services shall be certified to receive Medicaid
payments, or receive a waiver from the U.S. Secretary of Health and Human Services.
The Contractor shall document efforts to receive certification or waiver, and when
certified, maintain proof of certification and file of contracts with Medicaid insurance
companies.
1.20 SAFEGUARDING OF CLIENT INFORMATION:
The use or disclosure by any party of any information concerning an eligible individual served
under this Contract is directly limited to the performance of this Contract.
1.21 NON-DISCRIMINATION:
The Contractor, in connection with any service or other activity under this Contract, shall not in
any way discriminate against any patient on the grounds of race, color, religion, sex, national
origin, age, or handicap. The Contractor shall include a clause to this effect in all Subcontracts
inuring to the benefit of the Contractor or County.
1.22 EQUAL EMPLOYMENT OPPORTUNITY:
1.22.1 The Contractor will not discriminate against any employee or applicant for employment
because of race, age, handicap, color, religion, sex, or national origin. The Contractor
will take affirmative action to insure that applicants are employed and that employees are
treated during employment without regard to their race, age, handicap, color, religion,
sex, or national origin. Such action shall include, but not be limited to the following:
employment, upgrading, demotion or transfer, recruitment or recruitment advertising,
lay-off or termination, rates of pay or other forms of compensation, and selection for
training, including apprenticeship. The Contractor shall to the extent such provisions
apply, comply with Title VI and VII of the Federal Civil Rights Act; the Federal
Rehabilitation Act; the Age Discrimination in Employment Act; the Immigration Reform
and Control Act of 1986 (IRCA) and Arizona Executive Order 99.-4 which mandates that
all persons shall have equal access to employment opportunities. The Contractor shall
also comply with all applicable provisions of the Americans with Disabilities Act of
1990.
1.22.2 The Contractor will operate under this agreement so that no person otherwise qualified is
denied employment or other benefits on the grounds of race, color, sex, religion, national
origin, ancestry, age physical or mental disability or sexual orientation except where a
particular occupation or position reasonably requires consideration of these attributes as
an essential qualification for the position.

SERIAL 13054-RFP
1.23 CULTURAL COMPETENCY:
1.23.1 The Contractor shall meet and comply with applicable standards of the federal Culturally
and Linguistically Appropriate Services (CLAS) standards The Contractor shall develop
and implement organizational policies that comply with these standards.
1.23.2 The Contractor shall recognize linguistic subgroups and provide assistance in overcoming
language barriers by the appropriate inclusion of American Sign Language and languages
of clients accessing care.
1.24 RYAN WHITE CAREWARE DATA BASE:
1.24.1 RWPA requires the installation and utilization of HRSA-supplied Ryan White
CAREWare software. CAREWare is used for client level data reporting and monthly
billing reports, demographic reports, and various custom reporting. The Contractor
agrees to install, collect, and report all data requested by the RWPA via RYAN WHITE
CAREWare within 60 days of request by the RWPA. The Contractor agrees to
participate in technical assistance training and/or informational presentations for
CAREWare at various times scheduled during the contract year.
1.24.2 The Contractor is responsible for coordinating the installation of the CAREWare
software with their internal information technology staff. CAREWare software is
developed by HRSA and requires no licensing fees. The Contractor will be responsible
for the cost of Virtual Provider Network (VPN) cards for each user within their
organization.
1.24.3 The Ryan White Part A office will provide technical assistance to eligible applicants for
the implementation, configuration and end user support for the CAREWare database. In
addition, technical assistance is made available to eligible applicants to integrate
CAREWare with proprietary in-house billing systems on an as needed basis to minimize
data entry efforts needed to report client level demographic and service related data.
1.25 IMPROPRIETIES AND FRAUD:
1.25.1 The contractor shall notify the Ryan White Part A Program in writing of any actual or
suspected incidences of improprieties involving the expenditure of CARE Act funds or
delivery of services. This will include when potential or current clients receive services,
or attempt to receive services, for which they are ineligible. Notification is also required
whenever acts of indiscretion are committed by employees that may be unlawful or in
violation of this contract. Notification to the Ryan White Part A Program shall occur in
writing within 24 hours of detection.
1.25.2 The Federal Department of HHS Inspector General maintains a toll-free hotline for
receiving information concerning fraud, waste, or abuse under grants and cooperative
agreements. Such reports are kept confidential and callers may decline to give their
names if they choose to remain anonymous.
Office of Inspector General
TIPS HOTLINE
P. O. Box 23489
Washington, D. C. 20026
Telephone: 1-800-447-8477 (1-880-HHS-TIPS)
1.25.3 The Contractor shall be responsible for any loss of funds due to mismanagement, misuse,
and/or theft of such funds by agents, servants and/or employees of the Contractor.

SERIAL 13054-RFP
1.26 ADHERENCE TO RYAN WHITE PART A POLICIES:
1.26.1 Contractor shall adhere to all Ryan White Part A Program Policies. Such policies are
referenced in the Ryan White Part A Program Policies and Procedures Manual (See
http://www.maricopa.gov/publichealth/Services/RyanWhite/providers.aspx
1.27 REFERRAL RELATIONSHIPS:
1.27.1 Contractors must have documented evidence to substantiate referral relationships on an
ongoing basis consistent with HRSA guidance regarding “Maintaining Appropriate
Referral Relationships” available from the RWPA upon request.
1.27.2 The Contractor shall have letters of agreement and Memorandums of Understanding
(MOUs) to document referral relationships with key points of entry. Key points of entry
include:
• Emergency rooms
• Substance abuse and mental health treatment programs
• Detox(ification) centers
• Detention facilities
• Sexually Transmitted Disease (STD) Clinics
• Homeless shelters
• HIV counseling and testing sites
Additional points of entry:
• Public health departments
• Health care points of entry specified by eligible areas
• Federally Qualified Healthcare Centers (FQHCs)
• Entities such as Ryan White Part C and D grantees
1.28 POLICY ON CONFIDENTIALITY:
1.28.1 The Contractor understands and agrees that this Contract is subject to all State and
Federal laws protecting client confidentiality of medical, behavioral health and drug
treatment information.
1.28.2 The Contractor shall establish and maintain written procedures and controls that ensure
the confidentiality of client medical information and records.
1.28.3 The Contractor shall maintain and document employee and direct service provider
training on their organization’s policies and procedures related to client confidentiality.
1.28.4 In accordance with Section 318 (e)(5) of the Public Health Service Act [42 U.S.C.
247c(e)(5)], no information obtained in connection with the examination, care or services
provided to any individual under any program which is being carried out with Federal
monies shall, without such individual’s consent, be disclosed except as may be necessary
to provide services to such individual or as may be required by laws of the State of
Arizona or its political subdivisions. Information derived from any such program may be
disclosed (a) in summary, statistical, or other form, or (b) for clinical research purposes,
but only if the identity of the individuals diagnosed or provided care under such program
is not disclosed. The Contractor shall comply with the provisions of A.R.S. § 36-663
concerning HIV-related testing; restrictions; exceptions and A.R.S. § 36-664 concerning
confidentiality; exceptions, in providing services under this Contract.
1.28.5 Confidential communicable disease related information may only be disclosed as
permitted by law, and only consistent with the current Ryan White Part A Program
Policies and Procedures Manual (See http://www.ryanwhiteparta.com

SERIAL 13054-RFP
1.29 EQUIPMENT:
1.29.1 All equipment and products purchased with grant funds should be American-made.
1.29.2 The title to any and all equipment acquired through the expenditure of funds received
from County shall remain that of the Department of Health and Human Services, Health
Resources and Services Administration. County must specifically authorize the
acquisition of any such equipment in advance. Upon termination of this Contract,
County may determine the disposition of all such equipment.
1.29.3 The Contractor agrees to exercise reasonable control over all equipment purchased with
capital outlay expense Contract funds. All equipment lost, stolen, rendered un-usable, or
no longer required for program operation must be reported immediately to County for
disposition instructions. The Contractor shall report the physical inventory of all
equipment purchased with contract funds within sixty (60) days of receipt of such
equipment.

SERIAL 13054-RFP
NARRATIVE
Through Ryan White Part A (RWPA) funding, the HIV Care Directions® (HIVCD) program will continue to
provide quality, professional case management services for HIV positive adults 18 years of age and older of all
races and ethnicities, residing in Maricopa and Pinal Counties, with the goal of engaging those out of care and
assisting them with accessing medical care and medications and retaining them in care through application to and
utilization of appropriate resources and mainstream benefits such as Medicaid (AHCCCS), Medicare, Affordable
Care Act, Veterans Administration (VA) or private insurance. When no other payer source is available, the case
managers will assist eligible clients with application and entry to Ryan White funded primary medical care and the
state RW Part B AIDS Drug Assistance Program. HIV Care Directions has excelled over the past 20 years in
connecting and helping people remain in care.
AGENCY HISTORY AND EXPERTISE:
The Area Agency on Aging, Region One is a 501(c)3 nonprofit organization (established in 1974), governed by a
Board of Directors, that plans, coordinates, develops, funds, administers, and delivers services and programs for four
client populations:
ₒ persons of all ages who have a diagnosis of HIV/AIDS ₒ older adults, 60 years of age and
over;
ₒ adults, 18-59, with disabilities and long term care needs; ₒ family caregivers of older adults.
The agency’s mission statement further reflects the focus on serving the HIV community:
“The Area Agency on Aging, Region One is a non-profit organization that advocates, develops and delivers
essential services to enhance the quality of life for older adults, persons with disabilities, people with HIV/AIDS,
and caregivers.”
To exemplify the Agency’s ability to deliver services to the Phoenix EMA’s special populations, there is a focused
effort in serving ethnic minorities in each of the described populations, including services to refugee clients
resettling in the Phoenix area from sub-Saharan Africa, Cuba, Afghanistan, Viet Nam and Eastern Europe. Agency
staff are prepared to provide culturally and linguistically appropriate services. The agency follows federal CLAS
Standards, including them in the CQI reports and as part of the re-accreditation packet. Each service department in
the agency has fluent bi-lingual capabilities (Spanish/ English) with access to 9 other spoken languages within the
agency; and there is access to interpreting services through A-Z Translation Services. In addition, HIVCD’s original
and continued program design includes staff who are HIV positive (peer), which provides an enhanced empathetic
approach to the people being served. Staff make every effort to understand an individual’s cultural beliefs and
practices and how they differ from or reflect the cultural group with which the person identifies. To facilitate this
effort, cultural competency training is a mandatory requirement of the agency. Care is taken to protect patient
privacy and meet their needs while being respectful of cultural and social beliefs. Every attempt is made to work
within appropriate boundaries, to sensitively discuss health topics with the patient, and perhaps most importantly, to
instill and establish a relationship of trust.
Annually, almost 35,000 individuals are served in Maricopa County through the Area Agency’s nearly 50 programs.
While some services are provided directly by the Agency, many are offered through the Area Agency’s network of
70 subcontracted agencies. The Area Agency has provided services to HIV positive individuals since 1986 through
their extensive home and community based program. In 1992, the HIV Care Directions® program was created and
began serving HIV positive clients of all ages on September 1st of that year. Over the past 20 years, the agency and
HIVCD have gained extensive experience serving people with infectious disease. Over 9,000 HIV positive men,
women and children, residing throughout Maricopa and Pinal Counties, have been served since the HIVCD case
management program began. The following is a chart showing the demographics of clients served in all HIVCD
programs in 2012:

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Total number of unduplicated clients: 2873 Total number of new clients: 536
GENDER RACE/ETHNICITY AGE
Number of clients: Number of clients: Hispanic Non-Hispanic Number of clients:
Male 2322 American Indian or 4 Under 2 years 0
Alaskan Native
Female 522 Asian 4 50 2-12 years 8
Transgender 29 Black or African American 17 453 13-24 years 124
Unknown/ 0 Native Hawaiian or 0 6 25-44 years 1258
Unreported Other Pacific Islander
TOTAL 2873 White 754 1289 45-64 years 1400
More than one race 59 156 65 years or older 83
Unknown/unreported 11 16 Total 2873
Total 849 2024
The Area Agency’s contract history with Ryan White program is as follows:
RW Title II RW Title I/ Part A RW Title IV/ Part D
General Case Management Case Management - Medical Case Management
9-92 through 2/96 Medical and Non-Medical 4/98 through present
3/96 through present
Pinal County 3/2010 – present
Minority Specific Case Management
4/95 through 3/99
(Blended into RW Part A)
Transportation Medical Transportation Transportation
4/95 through 2/96 3/96 through present 4/98 through July 2012
Home Delivered Meals Home Delivered Meals
4/95 through 2/96 3/96 through 2/2000
Funding for category
discontinued
Home Health Care Home Health Care
4/95 through 2/96 3/96 through 2/2004
Funding for category
discontinued
In 1997 the HIV housing provider community chose HIVCD as the site for the HIV Housing Coordinator position
funded by HUD’s Housing Opportunities for Person with AIDS (HOPWA) through the City of Phoenix. This
program has continued for the past 16 years, assisting over 250 people per year with their housing issues; 527 in
2012.
Partnering with Native American Connections, Inc. in 1998, HIVCD helped develop Stepping Stone Place, a
housing complex that provides housing to 20 HIV positive, formerly homeless, single, adult individuals. HIVCD
was selected through the competitive HUD Homeless Continuum process to receive HUD McKinney grants for the

SERIAL 13054-RFP
past 15 years to provide intensive case management services on-site there. Contract monitoring and quality
assurance reviews have continued to be excellent each of the years, with no findings or action items.
In 2000 HIV Care Directions® was selected by the City of Phoenix Human Services Department to provide focused
HIV case management services for homeless individuals and families through out the county. That contract has been
renewed annually through HUD’s annual competitive grant process. Contract monitoring and quality assurance
reviews for these two contracts have also been continuously excellent with no findings or action items.
Since 1998 the Area Agency has contracted with Maricopa Integrated Health System (MIHS) / Ryan White Part D,
to provide medical case management services targeted to women, children, teens, youth and their families infected
with and affected by HIV disease. In July 2012, MIHS asked HIVCD to help develop a model for the HIVCD Part
D case managers to provide services on-site at the McDowell Healthcare Center, the primary care clinic funded by
RW Parts A, C and D. In September of that year the RW Part D medical case managers began work on-site.
Community Linkages:
HIVCD has developed strong collaborative connections that include Business Associates Agreements and Memos of
Understanding with a number of the agencies, offices and medical providers listed below. Additionally, HIVCD has
developed relationships with outreach providers and ethnic minority service providers to facilitate clients’ use of
RW Part A services. The following is a list of HIVCD's primary referral network. In parenthesis is the year in which
the relationship began:
Medical Financial Housing
AHCCCS (1992) Arizona Public Service (1992) CASS (1992)
ALTCS (1992) City of Phoenix Human Service Southwest Behavioral Health (1994)
Hospice of the Valley (1992) Centers (1992) HUD
Maricopa Medical Center (1992) AZ Department of Economic Mercy Housing (1995)
VA Medical Center (1992) Security (1992) Phoenix Shanti Group (1995)
Ken Fisher, M.D. (1992) Maricopa County Community Action City of Phoenix Housing (1997)
McDowell Healthcare Center (1993) Programs (1992) Native American Connections
Dean Martin, M.D. (1993) Social Security Administration (1998)
MD Home Care (1993) (1992) City of Phoenix Human Services
MCDPH Counseling and Testing Southwest Behavioral Health (1994) (1999)
(1993) CASS Day Resource Center (2005)
Attentive Home Health (1994)
Phoenix Children’s Hospital (1994) Nutrition/ Food
Griffin Cippola, D.O. (1995) St. Mary’s/ Westside Food Bank
Foundation for Senior Living (1999) (1992)
Spectrum Medical (1999) Southwest Center for
Pueblo Family Physicians (1999) HIV/AIDS/Body Positive (1992) Minority Specific Services
Southwest Center for HIV/AIDS McDowell Healthcare Center (1993) Chicanos Por La Causa (1992)
EIS (2012) Joshua Tree (1993– to their Phoenix Indian Medical Center
completion) (1992)
Agape (1998 – to their completion) Concilio Latino de Salud (1994)
Ebony House (1998)
Behavioral Health Native American Connections
Chicanos Por La Causa (1992) (1998)
Magellan (Value Options, ComCare) Native American Health (1998)
(1992) Urban League (1998)
Jewish Family & Children’s Services OIC (2000)
(1992)
Phoenix Shanti Group (1992)
TERROS (1992)
Valle del Sol (1992)
HIVCD will apply its 20 years of expertise and knowledge of the Ryan White Program’s services and the
community continuum of care to provide access and coordinated care to eligible clients.

SERIAL 13054-RFP
HIVCD CASE MANAGEMENT PROGRAM DESIGN:
Historically, HIV Care Directions has provided case management services utilizing a community-based model;
offering clients the option of meeting in their homes, or another setting of their choice in the community, including
the office. With the introduction in 2010 of two new RWPA medical providers, Sun Life Family Health Center in
Casa Grande and Advanced Cardiac Specialists in the East Valley, HIVCD began stationing (2 days per week) the
two case managers who serve Pinal County in these medical offices. In 2012, HIVCD added a clinic based
component for the RWPD program, stationing 2.5 FTE case managers full-time at the McDowell Healthcare Center
(MHCC) to provide medical case management services in the clinic setting.
With this proposal, HIV Care Directions intends to expand our existing model and will provide Ryan White Part A
medical case management services in a community setting as well as in a clinic setting at the McDowell Healthcare
Center in sub-contract with Maricopa Integrated Health System (MIHS). Additionally, HIVCD proposes to
continue to provide Non-Medical Case Management services through the community based component.
Regardless of the setting in which the service is received, HIV Care Directions intends to apply 20 years of case
management experience to serve HIV positive individuals living throughout Maricopa and Pinal counties, especially
underserved special populations, while reducing unmet need by engaging out of care clients with the ultimate goal
of engaging, or re-introducing, and maintaining individuals in care and thereby reducing the community viral load.
Services provided in either setting speak directly to the goals of the National HIV/AIDS Strategy, which include
reducing the number of people who become infected with HIV, increasing access to care and improving health
outcomes for PLWHA, and reducing HIV-related health disparities.
The following describes HIVCD's proposed provision of Medical Case Management, in community and clinic based
settings; and Non-Medical Case Management:
Medical Case Management
HRSA/ HAB defines Medical Case Management as a range of client-centered services that link clients with health
care, psychosocial, and other services. Coordination and follow-up of medical treatments are components of
medical case management. Services ensure timely, coordinated access to medically appropriate levels of health and
support services and continuity of care through ongoing assessment of clients’ and key family members’ needs and
personal support systems. Medical case management includes treatment adherence counseling to ensure readiness
for and adherence to complex HIV/AIDS regimens. Key activities include:
(1) initial assessment of service needs;
(2) development of a comprehensive, individualized service plan;
(3) coordination of services required to implement the plan;
(4) client monitoring to assess the efficacy of the plan; and
(5) periodic reevaluation and adaptation of the plan as necessary over the life of the client. It includes all types of
case management, including face-to-face meetings, phone contact, and any other forms of communication.
Case management, by definition, is the service that connects clients with available services and resources to meet
their individual, identified needs. The main goal for medical case management is linkage to services to assist HIV
positive individuals, especially those who are out of primary medical care, with entry into and retention in care so
they may have access to a clinician and develop an appreciation for regularly scheduled appointments to address
their medical condition; develop their own health related goals; and participate in their prescribed medical regimen
to achieve the highest level of health possible for them.
For many individuals, case management is the entry point to the continuum of care. As a professional discipline,
case management engages the client in a process that includes: intake, assessment, care planning, resource
identification and mobilization (referral), follow-up (outcome), advocacy, supportive counseling, education, and
reassessment. All of these steps follow national and accreditation standards for case management practice and the
Ryan White Part A Planning Council’s Standards of Care. HIV Care Directions® received re-accreditation by the
national Council On Accreditation (COA) in March 2010.
Case management is a movie not a snap shot. The service is a process that engages the client in a professional
relationship to maximize his or her strengths and address unmet needs thru application of resources and services.

SERIAL 13054-RFP
Case management requires a deliberate systematic approach, in order for the case management professional to
determine the efficacy of the care plan by regularly tracking the client’s status across all agencies and services.
Flexibility is also required in order to successfully address the changing effects of the virus and human situations.
Access to and retention in care is paramount when working with clients in medical case management. A section of
the assessment tool is devoted to retention, adherence and barriers to care with primary care and medications. The
MCM works with clients experiencing issues with retention to develop a plan to reduce the barriers and increase
participation in their medical regimen. MCMs also monitor the clients’ Central Eligibility (CE) and AZ DHS AIDS
Drug Assistance Program (ADAP) renewal dates and assist clients as needed with remaining current so services may
continue without disruption. Additionally, HIVCD staff work closely with ADAP not only with referrals and
resolution of eligibility questions, but also by contacting clients on the monthly lists issued by ADAP of clients who
are due for their eligibility renewals and have not responded to the ADAP notices. CMs remind clients of their
renewal date and assist as needed to facilitate renewal for continuation of their prescriptions. The primary goal of
all these activities is for clients to be fully engaged in their care, thereby contributing to the reduction of the
community viral load.
Outcomes are a critical component in working with each client. Medical case managers document referral
outcomes, retention in care and CD4 and viral loads. Additionally, case managers document Acuity/Risk
Assessment scores at initial assessment and re-assessment(s). In 2013, HIVCD began to enter these scores in CW so
that client improvement can be tracked over time. Having the scores in CW will also allow for more efficient access
to the data and the ability to run reports by client and for the program overall.
Within the RWPA CM program, HIVCD provides services at three levels of acuity: High, Moderate and Self-
Management (which will be discussed later in the proposal in Non-Medical Case Management). Based on
information obtained from the HIVCD Initial Assessment, which incorporates the RWPA Medical Case
Management Acuity/Risk Assessment (ARA) a case management acuity level is established for the client. The
following criteria are used to determine acuity level:
Medical Case Management – High Acuity (HI-MCM):
• Diagnosed HIV positive within the last 6 months (required HI-MCM)
• Out of medical care for 6 months or more
• Psycho-Social or Medical Risk Score of 16 or higher on the ARA (expedited referral requiring HI-
MCM)
• Scores of 3 or 4 on multiple Psycho-Social and Medical risk questions on the ARA
• Pregnant
• Score of 3 or 4 on Substance Abuse or Behavioral Health questions on the ARA
Medical Case Management – Moderate Acuity (MOD-MCM):
• Diagnosed HIV positive greater than 6 months
• Psycho-Social or Medical Risk Scores of 7 to 15 on the ARA
• A score of 3 or 4 on any Psycho-Social or Medical Risk question on the ARA
• Needs regular monitoring and follow-up to maintain medical care.
• Has healthcare coverage but needs assistance finding a provider
• Stable overall; however have co-occurring disorders and/or co-morbidities that limit the client’s
ability to manage and remain in medical care (e.g. cognitive impairment, chronic mental health or
substance abuse issues, developmental disability, language/literacy barriers, etc.)
Referrals for Medical Case Management (MCM) services come to HIV Care Directions primarily from the Central
Eligibility (CE) Office and via contacts directly from clients and medical and service providers in the community.
Upon receiving a referral for medical case management services from the CE Office, the HIVCD Program Director
assigns the client to the appropriate program using a variety of criteria. Clients who aren't members of the special
populations served in the RWPD or HUD case management programs will be referred to the RWPA case
management program. Clients who contact the HIVCD case management office directly requesting CM services are
checked for eligibility in CAREWare (CW). If they are “not eligible” for RWPA services they are referred to the
CE Office to establish eligibility before proceeding with any case management services. If the client is “current” in
the CW system (which means that they have updated their eligibility within the last six months), the call is
forwarded to the Director for screening and assignment.

SERIAL 13054-RFP
Clients assigned to the RWPA CM program will be contacted within three (3) working days by the RWPA Case
Management Supervisor to schedule an initial assessment visit with the client in their home or a site designated by
the client. This visit will take place within ten (10) working days of contact with the client unless delayed by the
client, which will be documented in the client’s chart. Newly diagnosed clients and expedited referrals will be
assigned by the Director directly to a High Acuity MCM who will complete the initial assessment and care plan in
order to accelerate their entry into the HIV service system. Expedited referrals will be contacted and seen within
two (2) working days of referral.
Expedited referrals will help to reduce unmet need in the community by quickly responding to an HIV positive
person who is not in care, engaging them, offering encouragement and education about the importance of care and
getting them connected to primary care and medications in the system for which they are eligible. The HIVCD
medical case manager can reduce frustration and increase connection by sending them to the “correct door” for
services.
The comprehensive bio-psychosocial assessment includes the client’s medical care status; medications/ adherence;
clinical care team members; formal and informal supports; finances; housing; psycho-social strengths and deficits;
and functional level. Upon completion of the assessment an individualized care plan is developed with the client to
serve as a “road map” to achieve their goals to meet the identified needs. This individualized care plan is signed by
the client and, with written permission, may be shared with the client’s physician.
Based on information obtained during the initial assessment, the Case Management Supervisor will determine the
client’s case management acuity level and the client will be assigned to an ongoing case manager. If the client is
already in care at the McDowell Clinic, the client will be assigned to a case manager stationed at the clinic (see
Medical Case Management-Clinic Component below). When HIV primary care is provided by a community based
practitioner, clients will be assigned to a case manager based on level of acuity and geographic location of the
client’s residence. Monolingual Spanish speaking clients are assigned to English/Spanish bilingual case managers;
other languages for monolingual clients will be accommodated through interpreters, utilizing the agency’s
translation service, A-Z Translation.
Upon receipt of the client’s chart from the Case Management Supervisor, medical case managers will contact clients
within two business days to begin the work of implementing the service needs identified in the assessment and care
plan. Appropriate resources and services are identified to meet the client’s needs. The client is then referred to the
appropriate resources, utilizing CW for RWPA services and other referral methods for services in other systems.
Case managers will make appropriate referrals to community, private and government agencies expeditiously to
ensure start of service/s as soon as possible. Referrals will be made within 5 working days of receiving all of the
information necessary to the application or referral. Continuing activities include follow-up to monitor the
effectiveness of services, advocacy, supportive counseling, and reassessment of the client status and care plan every
six months. In addition, prevention education is done, as appropriate, over time to reduce the possibility of
secondary infection and improve medication adherence. Referrals to prevention programs in the EMA are made
whenever the situation warrants.
Contact frequency with the client is individualized and is commonly much more than the program’s minimum
requirements, depending on the particular client being served. Case managers will return phone messages left by
clients by the end of the following business day. All contacts with clients are documented on contact notes in client
charts. Minimum contact standards for MCM services are as follows:
Medical Case Management - High Acuity (HI-MCM):
• Clients will, at minimum, be contacted by their case manager, usually via phone, on a monthly
basis;
• Clients will receive, at minimum, a face-to-face visit with a case manager at initial assessment and
6 months later at re-assessment; and every 6 months thereafter for re-assessment;
• Clients will receive face-to-face visits as needed in between assessments usually in the clients’
home or place of their choosing;
Medical Case Management – Moderate Acuity (MOD-MCM):
• Clients will, at minimum, be contacted by their case manager, usually via phone, on a quarterly
basis;
• Clients will receive a face-to-face visit at initial assessment; and annually thereafter;

SERIAL 13054-RFP
• Client will receive a re-assessment 6 months after the initial assessment; this RA can be completed
in person or over the phone.
• Clients may receive additional face-to-face visits as indicated;
• Clients receiving MOD-MCM will stay on active MOD-MCM status for at least 6 months through
re-assessment;
Additionally, for MOD or HI MCM clients, case managers will make a reasonable effort to visit a client at home
within a week of discharge from the hospital, ECF/SNF, or hospice facility, or visit the client during his/her hospital
stay.
Reassessments are completed every 6 months (per national case management standards, COA Case Management
Accreditation standards and RW Planning Council standards) to determine: appointments planned and kept with
their physician; adherence to their medical regimen; on-going needs; identification of new issues; status of goals. If
there are continuing or new issues the client’s care plan is updated and signed by the client with the client
continuing on active status with the service delivery as described above.
Clients utilizing Care Directions’ case management may be on active status for as long as there are issues to be
addressed and resolved on a care plan. The program is individualized and designed to go at the client’s pace, always
with the goal of self-management. The level of assistance required from the case manager varies based on the
individual’s level of need, acuity rating, capabilities and availability of other support systems
When the care plan is completed and the client and case manager feel confident that issues are resolved (access/
adherence to primary medical care and medications established, services in place, benefits obtained, education about
working with the system completed, and emotional issues associated with the diagnosis), all needs have been
addressed, and the care plan completed, the client would transition to self-management. The responsibility for
contact with the case manager then shifts to the client. The client and case manager discuss the change in status
prior to the transition. The client is assured that if their needs change and they need increased assistance they can go
back to active status, provided they have a “current” eligibility status. This provides ease of entry into services
again and streamlines the process for the client.
The staffing pattern for the newly proposed RWPA community and clinic based Medical Case Management
program will be as provided in the approved budget (FTE %s apply to direct service personnel in the budget):
1 Director
2 Supervisors with direct practice responsibilities
0.95 Community based
0.40 Clinic based
13 Medical Case Managers
9.0 Community based (1 Spanish/English bilingual & 2 Pinal County)
3.5 Clinic based (1 Spanish/English bilingual)
2 Bilingual case management assistants
Total staff = as provided in the approved budget
Medical Case Managers are required to be Bachelor’s or Master’s degreed professionals. Supervisory staff is to be
qualified by an advanced degree in social work or a bachelor’s degree in the human service field and four years’
experience in direct services or case management. In HIVCD, the Director has a Master’s of Social Work (MSW)
and has worked in the field of HIV services since 1993. The Supervisor of the community based component is a
licensed MSW and has worked in the field of HIV services for six years. The Supervisor of the clinic based
component has a Bachelor's degree in Sociology and has worked in the field of HIV services for 23 years. Of the 13
Medical Case Managers, 8 have an MSW or graduate degree and 69 years of combined experience working in HIV
services.
Supervision of case managers is conducted on a formal and informal basis. Formally, supervision will be provided
by the case manager’s supervisor monthly at scheduled 1:1 supervision meetings. These meetings provide an

SERIAL 13054-RFP
opportunity to review the case manager’s caseload; discuss approaches to service and client issues; answer
questions; review performance; acknowledge accomplishments; discuss workplace related issues; and process
emotions that may be associated with difficult client related issues (e.g. severe illness, deaths). Informally, there is
open access to a supervisor throughout work hours to discuss any of the aforementioned issues. If a case manager’s
direct supervisor is not available, other program supervisors will assist as needed.
Maintaining a high level of knowledge about HIV, medical and financial benefits, and community services is vital to
providing high quality medical case management services. In June 2012, all HIVCD medical case managers and
supervisors obtained a Medical Case Management Certificate upon completion of in-person and online medical case
management trainings provided by Diverse Management Solutions. Throughout the year all program staff attend a
minimum of 8 medical in-services per year to improve their working knowledge of HIV disease and co-morbidities,
as well as practical sessions regarding understanding lab reports and medical adherence issues. Since we are keenly
aware that the quality of emerging therapies can make a difference in the clients’ health status, training is provided
on updates in treatments and modalities.
Medical Case Management – Community Component
Historically, 50-60% of the HIVCD medical case management clients have utilized medical practitioners
with offices throughout the service area (EMA). For 20 years, HIVCD has utilized a community based
model to provide medical case management services in response to that level and pattern of utilization.
Due to the size of the EMA and numbers of HIV treating physicians outside of an HIV specific clinic
setting, the model is necessary to ensure that those in need of medical case management services have it
available to them. The community based medical case managers have worked with 41 HIV specialists who
have provided medical care to their mutual clients in the community.
As written in the HRSA CARE ACTION Newsletter from November 2008, “The medical case manager
need not be located in the primary care facility, but he or she must work closely and directly with the
primary care provider.” This has been the experience of the HIVCD medical case management staff over
the years. Clinical care teams without walls are established, comprised of the client, HIV treating provider
and assigned case manager; in addition to other medical or essential service providers.
HIVCD case management policies and procedures requires the HI-MCM to attend the client’s first medical
care visit, which establishes the addition of the MCM as part of the clinical care team. Similarly, all
moderate acuity MCM clients are offered the same level of participation with their medical providers.
The community based model will serve clients at high and moderate acuity levels which is described in the
“Medical Case Management” section above. The option of home visits is an integral part of HIV Care
Directions’ case management services, which follows the national and accreditations standards for case
management services, especially related to assessment. A home visit at the initial assessment phase allows
the case manager to obtain a clear and comprehensive picture of the client’s environment, resources,
supports (or lack of) and needs. Follow-up home visits may be used to assess the appropriateness and
efficacy of services, allow the case manager to effectively respond to a client’s changing needs, and
increase the probability of a client’s follow-through with identified interventions as agreed upon in the care
plan. Since adherence happens in-between medical appointments, follow-up contacts help determine the
status of the client’s ability to manage their own care. In order to increase efficiencies, moderate acuity
CM clients only require annual home visits which will still serve each client effectively to meet their goals
on the care plan.
Home visits are necessary at times and clients’ survey results over the years have indicated that clients,
especially those from ethnic minorities, have appreciated not having to go into a HIV identified agency,
offering them the comfort of receiving case management services in a self determined environment. Over
the past 20 years, a high percentage of clients served by HIVCD have been from ethnic minority
communities (40%), which may be in part attributed to the openness and flexibility of the delivery model,
in addition to fluent Spanish and other language capacity. Additionally, HIVCD regularly receives requests
from medical providers to complete a home visit with a client in order to obtain a clearer picture of the
client’s psycho-social well-being than can be obtained in the medical office.
Impending changes in the economics of health care reflected in medical care coverage by Medicaid and the
Affordable Care Act (ACA) will be well served by the community based MCMs. The HIVCD community

SERIAL 13054-RFP
model offers the most flexibility to meet the needs of clients through changes in systems and practitioners
(e.g. AHCCCS, Medicare, ACA, private insurance, Ryan White funded care) thereby reducing
fragmentation of care. The community model also offers the facility of moving from medical case
management to self-management and utilizing a non-medical case manager to respond to questions and
offer episodic assistance as needed to maintain care.
The community based medical case management component will be ready to start services immediately
upon notification of the grant award and contract start date, with no time needed for start-up. As described
earlier and in the budget the staffing pattern specific to the MCM community component will consist of
(FTE %s apply to direct service personnel in the budget):
1 Supervisor with direct practice responsibilities
9 Community based Medical Case Managers
3 High Acuity
3 Moderate Acuity
2 Pinal County
1 English/Spanish bilingual (HI and MOD)
Medical Case Management - Clinic Component
With this proposal, HIV Care Directions intends to expand on our existing community-based model and
will station medical case managers full-time in the clinic setting at the McDowell Healthcare Center
(MHCC) in sub-contract with Maricopa Integrated Health System (MIHS). Given the number of shared
clients and the fruitful and invaluable clinical care partnership which has been established over the past 20
years, it seems a natural next step in the evolution of service collaboration.
Across the country there is an emphasis on having Ryan White programs create model medical homes. A
key to a successful medical home is having co-located case management at a clinic. Co-locating services in
the new MIHS facility creating clinical care teams (medical provider, medical case manager, nurse, medical
assistant), will provide the opportunity to work closer together to strengthen the safety net of the Ryan
White HIV/AIDS Program. A true clinic-based team will be formed with each medical provider having an
assigned medical case manager.
To show its strong commitment to serving PLWHA, in 1990, Maricopa Integrated Health System (MIHS)
dedicated one of its 11 outpatient clinics to address the medical, behavioral health and dental needs of
Persons Living with HIV/AIDS (PLWHA). As a comprehensive HIV primary care clinic within MIHS,
MHCC offers outpatient/ambulatory HIV medical care, oral health care, outpatient mental health and
substance abuse treatment, and laboratory testing services. MIHS provides the only comprehensive
seamless continuum of care for adult PLWHA including outpatient ambulatory care, a Women’s HIV
Clinic, oral health and behavioral health in one location with the ability to refer to specialties and sub-
specialties and provide support services. MIHS has an excellent reputation in the medical community as a
provider of quality HIV/AIDS treatment and services, from dedicated and knowledgeable clinicians. The
addition of medical case management on-site will strengthen the level of services provided within MHCC.
Being located at the new building that also houses Southwest Center for HIV, may also facilitate
communication for clients who have referrals to that agency for Medical Nutrition and/or behavioral health
as part of their Medical Case Management care plan.
With the full-time placement of medical case managers at the clinic, medical providers and clients will be
able to access case management services during the clinic visit as needed. Case managers in the clinic
setting will follow the same case management policies and procedures with regards to documentation and
contact standards as case managers in the community setting. It is anticipated that many clients will require
the acuity level of moderate MCM since they would already be connected to medical care as clients of the
clinic, however clients will be served at the appropriate level based on results of ongoing assessments and
acuity/risk assessment scores. Home visits will be available as needed to clients to facilitate the
completion of an application or assessment of their ability to follow through with their medical regimen
and thereby help eliminate barriers to care. Medical providers value, and request, home visits of case
managers in order to facilitate assessing and meeting client service needs.
Medical case managers will be able to meet with clients at the first clinic appointment and build a
relationship that further supports the PLWHA to stay in care.

SERIAL 13054-RFP
Case Managers will have access to MIHS’ electronic medical record (EMR) system, which will allow on-
site case managers to access patients’ medical records. Additionally, case note documentation will be
entered in the EMR, which will allow for viewing by all clinic staff. Medical Case Managers would be
able to follow-up on activities such as: specialty care; lab values; medication adherence; and individuals
that may have dropped out of care.
Medical case managers will be tasked with following up on clients who had a recent visit to the Maricopa
Medical Center (MMC) Emergency Department visit or a hospitalization at MMC. A high priority will be
given for visiting or coordinating care for hospital discharges and emergency room visits in orders to
ensure continued engagement or, in some cases, re-engagement in care.
The clinic based medical case management component will be ready to start services within two to four
weeks upon notification of the grant award and contract start date contingent upon MHCC having moved
into their new facility. Although staff will be in place, this time is needed to make client transfers within
the existing HIVCD caseload and for the assigned case managers to complete the MIHS training so that
they can access the EMR, EPIC. Clients who receive medical services at MHCC and were being case
managed by an HIVCD community case manager would be transferred internally to a clinic-based MCM
based on their PCP assignment. There would not be duplication of case management service to clients
within the HIVCD program. Clients would have one designated MCM in the HIVCD CW database. This
is a very important aspect of service provision from an administrative and case management practice
perspective. If MHCC does not move into their new facility prior to the contract start date, HIVCD would
continue with the existing community based medical case management model utilizing all medical case
managers to serve all clients regardless of where medical care services were received because of space
logistics.
By adding RWPA clinic based case managers to the existing RWPD medical case managers, each medical
provider at MHCC would be assigned a Medical Case Manager, which will establish a true team concept to
respond to the clients’ care needs. A Case Management Supervisor will provide direct service back-up for the
clients and their corresponding clinicians. As described earlier and in the budget, the staffing pattern specific to
the MCM community component will consist of (FTE %s apply to direct service personnel in the budget):
1 Supervisor with direct practice responsibilities
4 Clinic based Medical Case Managers
Non-Medical Case Management
HRSA defines Non-Medical Case Management as a service that includes advice and assistance in obtaining
medical, social, community, legal, financial, and other needed services. NMCM does not involve coordination and
follow-up of medical treatments, as medical case management does.
Clients not requiring ongoing monitoring and assistance from a medical case manager can receive non-medical case
management services on an as needed basis from a Support Case Manager. The HIVCD NMCM services are
designed to assist clients to return to/or remain in care by reducing the barriers to care that may be encountered. The
NMCMs provide information and referral as appropriate, assist clients with access to medical care through RWPA
Primary Medical Care, ADAP, Medicare, AHCCCS (Medicaid). In addition, in their work with self-managing
clients the NMCMs ask each person in the course of responding to them what their situation is currently with
connection to their doctor and medications. The NMCMs offer the opportunity for many HIV positive individuals
to reconnect with care – a direct impact on unmet need.
Case notes are written to document the work done with each client. If a client’s situation indicates more follow-up
and a care plan is needed, the NMCM will refer the client to the Program Director for assignment to an appropriate
acuity level MCM. During the 2012-2013 RWPA fiscal year, Non-Medical Case Managers served 920 clients.
Requests for Non-Medical Case Management (NMCM) services come to HIVCD primarily from self-managing
clients who previously received Medical Case Management services from HIVCD. Clients are transferred to self-
management when the care plan is completed and the client and case manager feel confident that issues are resolved
(access/ adherence to primary medical care and medications established, services in place, benefits obtained,

SERIAL 13054-RFP
education about working with the system completed, and emotional issues associated with the diagnosis) and all
needs have been addressed. Clients who contact the HIVCD case management office directly requesting CM
services are checked for eligibility in CAREWare (CW). If they are “not eligible” for RWPA services they are
referred to the CE Office to establish eligibility before proceeding with any case management services. If the client
is “current” in the CW system (which means that they have updated their eligibility within the last six months), the
call is forwarded to the Director for screening and assignment.
The following criteria would indicate a referral for Non-Medical (Support) Case Management (NMCM)
intervention:
• Diagnosed HIV+ greater than1 year
• Scores of 6 for both the Psycho-Social and Medical risk score on the RWPA Acuity/Risk
Assessment
• Is adherent to healthcare and prescription regimen.
• Only needs short-term intervention for psychosocial issues or referrals for ancillary medical
services (dental, medical nutrition) Clients in need of non-medical case management are referred
to a Support Case Manager for intervention.
The Non-Medical Case Management program will be ready to start services immediately upon notification of the
grant award and contract start date, with no time needed for start-up. The staffing pattern for Non-Medical Case
Management will be as follows (FTE %s apply to direct service personnel in the budget):
1 Program Director with direct practice responsibilities
1 Bilingual Case Management Supervisor
3 Non-Medical Case Managers
1 English-Spanish Bi-lingual case management assistant
Non Medical CMs are required to have a social service related degree or 4 years of HIV case management
experience. The three Non-Medical Case Managers have 12 years of combined experience.
Supervision of case managers is conducted on a formal and informal basis. Formally, supervision will be provided
by the case manager’s supervisor monthly at scheduled 1:1 supervision meetings. These meetings provide an
opportunity to discuss approaches to service and client issues; answer questions; review performance; acknowledge
accomplishments; discuss workplace related issues; and process emotions that may be associated with difficult client
related issues (e.g. severe illness, deaths). Informally, there is open access to a supervisor throughout work hours to
discuss any of the aforementioned issues. If a case manager’s direct supervisor is not available, other program
supervisors will assist as needed.
Maintaining a high level of knowledge about HIV, medical and financial benefits, and community services is vital to
providing high quality medical case management services. Throughout the year all program staff attend a minimum
of 8 medical in-services per year to improve their working knowledge of HIV disease and co-morbidities, as well as
practical sessions regarding understanding lab reports and medical adherence issues. Special attention is given to
providing updates in treatments and modalities given the difference that the quality of emerging therapies can make
the clients’ health status.
SUMMARY
With this proposal, HIV Care Directions intends to provide Ryan White Part A medical case management services
in a community setting, as well as in a clinic setting at the McDowell Healthcare Center in sub-contract with
Maricopa Integrated Health System (MIHS), and intends to provide Non-Medical Case Management services
through the community based component. HIVCD will continue to provide quality, professional case management
services for HIV positive adults of all races and ethnicities, residing in Maricopa and Pinal Counties, with the goals
of engaging those out of care and retaining those in care working towards improving health outcomes for those
living with HIV and reducing the community viral load.
The strengths and benefits of the proposed HIV Care Directions Case Management model are as follows:
• Ability to provide all levels of case management services from high acuity medical case management to
self-management;
• Reduction in fragmentation of care as clients move through systems and medical provider changes;

SERIAL 13054-RFP
• Ability to meet the needs of clients in multiple settings;
• Provision of efficient service delivery in frequency and intensity to match each client’s level of service
need and abilities;
• A professionally trained and experienced staff that reflects the cultural and linguistic diversity of the
population in the EMA.
• Co-location with the primary providers of Ryan White Part A medical care in Maricopa and Pinal counties;
• Ability to participate as a member of the clinical care team with all HIV medical providers in the EMA;
The HIV Care Directions’ model offers the most variety in service; flexibility in working with all systems;
efficiencies without disruption to the clients; and over 20 years of medical case management experience by a
nationally accredited case management program.

SERIAL 13054-RFP