13123-FINAL CONTRACT_GT 2 19 14.PDF

CONTRACT PURSUANT TO RFP
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This Contract is entered into this 26th day of February, 2014 by and between Maricopa County (“County”), a political
subdivision of the State of Arizona, and Grant Thornton, a Virginia corporation (“Contractor” or "Consultant”) for the
purchase of a Treasurer Information System (TIS) Consultant.
1.0 CONTRACT TERM:
1.1 This Contract is for a term of three (3) years, beginning on the 26th day of February, 2014 and ending
the 28th day of February, 2017.
1.2 The County may, at its option and with the agreement of the Contractor, renew the term of this
Contract for additional terms up to a maximum of five (5) years, or other specified length options
not exceeding a total of eight (8) years (or at the County’s sole discretion, extend the contract on a
month-to-month basis for a maximum of six (6) months after expiration). The County shall notify
the Contractor in writing of its intent to extend the Contract term at least thirty (30) calendar days
prior to the expiration of the original contract term, or any additional term thereafter.
2.0 FEE ADJUSTMENTS:
Any request for a fee adjustment must be submitted sixty (60) days prior to the current Contract expiration
date. Requests for adjustment in cost of labor and/or materials must be supported by appropriate
documentation. If County agrees to the adjusted fee, County shall issue written approval of the change. The
reasonableness of the request will be determined by comparing the request with the (Consumer Price Index)
or by performing a market survey.
3.0 PAYMENTS:
3.1 As consideration for performance of the duties described herein, County shall pay Contractor the
sum(s) stated in Exhibit “A.”
3.1.1 Payment shall be based upon agreed upon deliverables and successful completion in
accordance with the written specifications and terms of this Contract or modifications.
3.1.2 The Respondent shall submit one (1) legible copy of their detailed invoice before
payment(s) can be made. At a minimum, the invoice must provide the following
information:
 Company name, address and contact
 County bill-to name and contact information
 Contract Serial Number
 County purchase order number
 Invoice number and date
 Payment terms
 Date of services
 Description of Purchase (services)

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 Pricing per deliverable
 Total Amount Due
3.1.3 Problems regarding billing or invoicing shall be directed to the County as listed on the
Purchase Order.
3.1.4 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 Award the Contractor shall fill out an EFT Enrollment form located on the
County Department of Finance Website as a fillable PDF document
(http://www.maricopa.gov/Finance/Vendors.aspx)
3.1.5 EFT payments to the routing and account numbers designated by the Contractor will
include the details on the specific invoices that the payment covers. The Contractor is
required to discuss remittance delivery capabilities with their designated financial
institution for access to those details.
4.0 AVAILABILITY OF FUNDS:
4.1 The provisions of this Contract relating to payment for services shall become effective when funds
assigned for the purpose of compensating the Contractor as herein provided are actually available
to County for disbursement. The County shall be the sole judge and authority in determining the
availability of funds under this Contract. County shall keep the Contractor fully informed as to the
availability of funds.
4.2 If any action is taken by any state agency, Federal department or any other agency or instrumentality
to suspend, decrease, or terminate its fiscal obligations under, or in connection with, this Contract,
County may amend, suspend, decrease, or terminate its obligations under, or in connection with,
this Contract. In the event of termination, County shall be liable for payment only for services
rendered prior to the effective date of the termination, provided that such services are performed in
accordance with the provisions of this Contract. County shall give written notice of the effective
date of any suspension, amendment, or termination under this Section, at least ten (10) days in
advance.
5.0 DUTIES:
5.1 The Contractor shall perform all duties stated in Exhibit “B”, or as otherwise directed in writing by
the Procurement Officer.
5.2 During the Contract term, County may provide Contractor’s personnel with adequate workspace for
consultants and such other related facilities as may be required by Contractor to carry out its
contractual obligations.
6.0 TERMS and CONDITIONS:
6.1 INDEMNIFICATION/LIMITATION OF LIABILITY:
6.1.1 To the fullest extent permitted by law, Contractor shall defend, indemnify, and hold
harmless County, its agents, representatives, officers, directors, officials, and employees
from and against all claims, damages, losses and expenses, including, but not limited to,
reasonable 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 that
results in bodily injury, property damage or infringement of a third party’s intellectual
property rights. Contractor’s duty to defend, indemnify and hold harmless County, its
agents, representatives, officers, directors, officials, and employees 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

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Contractor may be legally liable that results in bodily injury, property damage or
infringement of a third party’s intellectual property rights.
6.1.2 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.
6.1.3 The scope of this indemnification does not extend to the negligence of County.
6.2 INSURANCE REQUIREMENTS:
6.2.1 Contractor, at Contactor’s own expense, shall purchase and maintain the herein stipulated
minimum insurance from a company or companies duly licensed by the State of Arizona
and possessing a current A.M. Best, Inc. rating of B++. In lieu of State of Arizona
licensing, the stipulated insurance may be purchased from a company or companies, which
are authorized to do business in the State of Arizona, provided that said insurance
companies meet the approval of County. The form of any insurance policies and forms
must be acceptable to County.
6.2.2 All insurance required herein shall be maintained in full force and effect until all work or
service required to be performed under the terms of the Contract is satisfactorily completed
and formally accepted. Failure to do so may, at the sole discretion of County, constitute a
material breach of this Contract.
6.2.3 Contractor’s insurance, except workers compensation shall be primary insurance as
respects County, and any insurance or self-insurance maintained by County shall not
contribute to it.
6.2.4 The insurance policies may provide coverage that contains deductibles or self-insured
retentions. Such deductible and/or self-insured retentions shall not be applicable with
respect to the coverage provided to County under such policies. Contactor shall be solely
responsible for the deductible and/or self-insured retention and County, at its option, may
require Contractor to secure payment of such deductibles or self-insured retentions by a
surety bond or an irrevocable and unconditional letter of credit.
6.2.5 County reserves the right to request and to receive, within 10 working days, certified copies
of any or all of the herein required insurance certificates.
6.2.6 The insurance policies required by this Contract, except Workers’ Compensation, shall
name County, its agents, representatives, officers, directors, officials and employees as
Additional Insured or provide for blanket additional insured coverage.
6.2.7 The policies required hereunder, except Workers’ Compensation, shall contain a blanket
waiver of transfer of rights of recovery (subrogation) against County, its agents,
representatives, officers, directors, officials and employees for any claims arising out of
Contractor’s work or service.
6.2.8 Commercial General Liability.
Commercial General Liability insurance and, if necessary, Commercial Umbrella
insurance with a limit of not less than $1,000,000 for each occurrence (with an additional
$1,000,000 provided in an umbrella policy), $2,000,000 Products/Completed Operations
Aggregate, and $2,000,000 General Aggregate Limit (with an additional $2,000,000
provided in an umbrella policy).. The policy shall include coverage for bodily injury, broad
form property damage, personal injury, products and completed operations and blanket
contractual coverage, and shall not contain any provision which would serve to limit third
party action over claims. There shall be no endorsement or modification of the CGL
limiting the scope of coverage for liability arising from explosion, collapse, or underground
property damage.

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6.2.9 Automobile Liability.
Commercial/Business Automobile Liability insurance and, if necessary, Commercial
Umbrella insurance with a combined single limit for bodily injury and property damage of
not less than $1,000,000 each occurrence (with an additional $1,000,000 provided in an
umbrella coverage) with respect to any of the Contractor’s owned, hired, and non-owned
vehicles assigned to or used in performance of the Contractor’s work or services under this
Contract.
6.2.10 Workers’ Compensation.
6.2.10.1 Workers’ Compensation insurance to cover obligations imposed by federal and
state statutes having jurisdiction of Contractor’s employees engaged in the
performance of the work or services under this Contract; and Employer’s Liability
insurance of not less than $1,000,000 for each accident, $1,000,000 disease for
each employee, and $1,000,000 disease policy limit.
6.2.10.2 Contractor waives all rights against County and its agents, officers, directors and
employees for recovery of damages to the extent these damages are covered by
the Workers’ Compensation and Employer’s Liability or commercial umbrella
liability insurance obtained by Contractor pursuant to this Contract.
6.2.11 Certificates of Insurance.
6.2.11.1 Prior to commencing work or services under this Contract, Contractor shall
furnish the County with certificates of insurance, or formal endorsements 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 identify this contract number and title. Such certificates shall be
made available to the County upon request within 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.
6.2.11.1.1 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.
6.2.11.1.2 If a policy does expire during the life of the Contract, Contractor will
endeavor to send a renewal certificate to County fifteen (15) days prior
to the expiration date or as soon as possible upon renewal.
6.2.12 Cancellation and Expiration Notice.
Contractor shall endeavor to provide that insurance required herein shall not be permitted
to expire, be canceled changed without thirty (30) days prior written notice to the County.
6.3 WARRANTY OF SERVICES:
6.3.1 The Contractor warrants that all services provided hereunder will conform to the
requirements of the Contract, including all descriptions, specifications and attachments
made a part of this Contract. County’s acceptance of services or goods provided by the
Contractor shall not relieve the Contractor from its obligations under this warranty.
6.3.2 In addition to its other remedies, County may, at the Contractor's expense, require prompt
correction of any services failing to meet the Contractor's warranty herein. Services
corrected by the Contractor shall be subject to all the provisions of this Contract in the

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manner and to the same extent as services originally furnished hereunder. This warranty
is in lieu of, and we expressly disclaim, all other warranties, express, implied or otherwise,
including without limitation any implied warranties of merchantability or fitness for a
particular purpose. Contractor does not warrant computer hardware, software or services
provided by other parties.
6.4 INSPECTION OF SERVICES:
6.4.1 The Contractor shall provide and maintain an inspection system acceptable to County
covering the fee and expenses for services under this Contract. Complete records of all
inspection work performed by the Contractor shall be maintained and made available to
County during contract performance and for as long afterwards as the Contract requires.
6.4.2 County has the right to inspect and test all services called for by the Contract, to the extent
practicable at all times and places during the term of the Contract. County shall perform
inspections and tests in a manner that will not unduly delay the work.
6.4.3 If any of the services do not conform with Contract requirements, County may require the
Contractor to perform the services again in conformity with Contract requirements, at no
increase in Contract amount. When the defects in services cannot be corrected by re-
performance, County may:
6.4.3.1 Require the Contractor to take necessary action to ensure that future performance
conforms to Contract requirements; and
6.4.3.2 Reduce the Contract price to reflect the reduced value of the services performed
and as fair to both parties.
6.4.4 If the Contractor fails to promptly perform the services again or to take the necessary action
to ensure future performance in conformity with Contract requirements, County may:
6.4.4.1 By Contract or otherwise, perform the services and charge to the Contractor any
cost incurred by County that is directly related to the performance of such service;
or
6.4.4.2 Terminate the Contract for default.
6.5 NOTICES:
All notices given pursuant to the terms of this Contract shall be addressed to:
For County:
Maricopa County
Office of Procurement Services
Attn: Chief Procurement Officer
320 West Lincoln Street
Phoenix, Arizona 85003-2494
For Contractor:
Grant Thornton LLP
333 John Carlyle Street, Suite 500
Attn: Contracts Dept
Alexandria, VA 22314
6.6 LANGUAGE FOR REQUIREMENTS CONTRACTS:

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Contractors signify their understanding and agreement by signing a bid submittal, that the Contract
resulting from the bid will be a requirements contract. However, the Contract does not guarantee
any purchases will be made. It only indicates that if purchases are made for the materials contained
in the Contract, they will be purchased from the Contractor awarded that item. Orders will only be
placed when the County identifies a need and proper authorization and documentation have been
approved.
County reserves the right to cancel Purchase Orders within a reasonable period of time after
issuance. Should a Purchase Order be canceled, the County agrees to reimburse the Contractor but
only for actual and documentable costs incurred by the Contractor due to and after issuance of the
Purchase Order. The County will not reimburse the Contractor for any costs incurred after receipt
of County notice of cancellation, or for lost profits, shipment of product prior to issuance of Purchase
Order, etc.
Contractors agree to accept verbal notification of cancellation from the County Procurement Officer
with written notification to follow. By submitting a bid in response to this Invitation for Bids, the
Contractor specifically acknowledges to be bound by this cancellation policy.
6.7 UNCONDITIONAL TERMINATION FOR CONVENIENCE:
Maricopa County may terminate the resultant Contract for convenience by providing sixty (60)
calendar days advance notice to the Contractor.
6.8 TERMINATION FOR DEFAULT:
If the Contractor fails to meet deadlines, or fails to provide the agreed upon service/material
altogether, a termination for default will be issued. The termination for default will be issued only
after the County deems that the Contractor has failed to remedy the problem after being forewarned.
6.9 TERMINATION BY THE COUNTY:
If the Contractor should be adjudged bankrupt or should make a general assignment for the benefit
of its creditors, or if a receiver should be appointed on account of its insolvency, the County may
terminate the Contract. If the Contractor should persistently or repeatedly refuse or should fail,
except in cases for which extension of time is provided, to provide enough properly skilled workers
or proper materials, or persistently disregard laws and ordinances, or not proceed with work or
otherwise be guilty of a substantial violation of any provision of this Contract, then the County may
terminate the Contract. Prior to termination of the Contract, the County shall give the Contractor
fifteen- (15) calendar day’s written notice. Upon receipt of such termination notice, the Contractor
shall be allowed fifteen (15) calendar days to cure such deficiencies.
6.10 STATUTORY RIGHT OF CANCELLATION FOR CONFLICT OF INTEREST:
Notice is given that pursuant to A.R.S. §38-511 the County may cancel this Contract without penalty
or further obligation within three years after execution of the contract, if any person significantly
involved in initiating, negotiating, securing, drafting or creating the contract on behalf of the County
is at any time while the Contract or any extension of the Contract is in effect, an employee or agent
of any other party to the Contract in any capacity or consultant to any other party of the Contract
with respect to the subject matter of the Contract. Additionally, pursuant to A.R.S §38-511 the
County may recoup any fee or commission paid or due to any person significantly involved in
initiating, negotiating, securing, drafting or creating the contract on behalf of the County from any
other party to the contract arising as the result of the Contract.

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6.11 OFFSET FOR DAMAGES:
In addition to all other remedies at law or equity, the County may offset from any money due to the
Contractor any amounts Contractor owes to the County for damages resulting from breach or
deficiencies in performance under this contract.
6.12 ADDITIONS/DELETIONS OF SERVICE:
The County reserves the right to add and/or delete services to a Contract. If a service requirement is
deleted, payment to the Contractor will be reduced proportionately to the amount of service reduced
in accordance with the proposal price. If additional services are required from this Contract, prices
for such additions will be negotiated between the Contractor and the County.
6.13 RELATIONSHIPS:
In the performance of the services described herein, the Contractor shall act solely as an independent
contractor, and nothing here in or implied herein shall at any time be construed as to create the
relationship of employer and employee, partnership, principal and agent, or joint venture between
the District and the Contractor.
6.14 SUBCONTRACTING:
The Contractor may not assign this Contract or subcontract to another party for performance of the
terms and conditions hereof without the written consent of the County, which shall not be
unreasonably withheld. All correspondence authorizing subcontracting must reference the Proposal
Serial Number and identify the job project.
6.15 AMENDMENTS:
All amendments to this Contract shall be in writing and approved/signed by both parties. Maricopa
County Materials Management shall be responsible for approving all amendments for Maricopa
County.
6.16 ACCESS TO AND RETENTION OF RECORDS FOR THE PURPOSE OF AUDIT AND/OR
OTHER REVIEW:
6.16.1 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’s fees and expenses for six
(6) years after final payment or until after the resolution of any audit questions which could
be more than six (6) years, whichever is latest. The County, Federal or State auditors and
any other persons duly authorized by the Department shall have full access to, and the right
to examine, copy and make use of, any and all said materials.
6.16.2 If the Contractor’s books, records , accounts, statements, reports, files, and other records
and back-up documentation relevant to this Contract are not sufficient to support and
document that requested services were provided, the Contractor shall reimburse Maricopa
County for the services not so adequately supported and documented.
6.16.3 If at any time it is determined by the County that a cost for which payment has been made
is a disallowed cost, the County shall notify the Contractor in writing of the
disallowance. The course of action to address the disallowance shall be at sole discretion
of the County, and may include either an adjustment to future claim submitted by the
Contractor by the amount of the disallowance, or to require reimbursement forthwith of the
disallowed amount by the Contractor by issuing a check payable to Maricopa County.

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6.17 PUBLIC RECORDS:
All Offers submitted and opened are public records and must be retained by the Records Manager
at the Office of Procurement Services. Offers shall be open to public inspection after Contract award
and execution, except for such Offers deemed to be confidential by the Office of Procurement
Services. If an Offeror believes that information in its Offer should remain confidential, it shall
indicate as confidential, the specific information and submit a statement with its offer detailing the
reasons that the information should not be disclosed. Such reasons shall include the specific harm
or prejudice which may arise. The Records Manager of the Office of Procurement Services shall
determine whether the identified information is confidential pursuant to the Maricopa County
Procurement Code.
6.18 AUDIT DISALLOWANCES:
If at any time, County determines that a cost for which payment has been made is a disallowed cost,
such as overpayment, County shall notify the Contractor in writing of the disallowance. County
shall also state the means of correction, which may be but shall not be limited to adjustment of any
future claim submitted by the Contractor by the amount of the disallowance, or to require repayment
of the disallowed amount by the Contractor.
6.19 SEVERABILITY:
The invalidity, in whole or in part, of any provision of this Contract shall not void or affect the
validity of any other provision of this Contract.
6.20 RIGHTS IN DATA:
The County shall own have the use of all data and reports resulting from this Contract without
additional cost or other restriction except as provided by law. Each party shall supply to the other
party, upon request, any available information that is relevant to this Contract and to the performance
hereunder.
As part of this Agreement, Contractor will be providing County with licensed use of Contractor’s
commercial software. No rights to the software or related materials provided are transferred to the
County. All rights to the software remain the domain of the Contractor. Further, all products,
drawings, materials, recordings, software and other materials licensed and/or provided by
Contractor under this Agreement are part of the commercial offering of the Contractor and remain
the property of the Contractor. No rights or ownership is transferred to the County.
6.21 INTEGRATION:
This Contract represents the entire and integrated agreement between the parties and supersedes all
prior negotiations, proposals, communications, understandings, representations, or agreements,
whether oral or written, express or implied.
6.22 VERIFICATION REGARDING COMPLIANCE WITH ARIZONA REVISED STATUTES §41-
4401 AND FEDERAL IMMIGRATION LAWS AND REGULATIONS:
6.22.1 By entering into the Contract, the Contractor warrants compliance with the Immigration and
Nationality Act (INA using e-verify) and all other federal immigration laws and regulations
related to the immigration status of its employees and A.R.S. §23-214(A). The contractor
shall obtain statements from its subcontractors certifying compliance and shall furnish the
statements to the Procurement Officer upon request. These warranties shall remain in effect
through the term of the Contract. The Contractor and its subcontractors shall also maintain
Employment Eligibility Verification forms (I-9) as required by the Immigration Reform and
Control Act of 1986, as amended from time to time, for all employees performing work under
the Contract and verify employee compliance using the E-verify system and shall keep a

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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.
6.22.2 The County retains the legal right to inspect contractor and subcontractor employee
documents performing work under this Contract to verify compliance with paragraph 6.22.1
of this Section. Contractor and subcontractor shall be given reasonable notice of the County’s
intent to inspect and shall make the documents available at the time and date specified. Should
the County suspect or find that the Contractor or any of its subcontractors are not in
compliance, the County will consider this a material breach of the contract and may pursue
any and all remedies allowed by law, including, but not limited to: suspension of work,
termination of the Contract for default, and suspension and/or debarment of the Contractor.
All costs necessary to verify compliance are the responsibility of the Contractor.
6.23 CONTRACTOR LICENSE REQUIREMENT:
6.23.1 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 Materials Management and the using
agency of any and all changes concerning permits, insurance or licenses.
6.23.2 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.
6.24 CERTIFICATION REGARDING DEBARMENT AND SUSPENSION
6.24.1 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:
6.24.1.1 are not presently debarred, suspended, proposed for debarment, declared
ineligible, or voluntarily excluded from covered transactions by any Federal
Department or agency;
6.24.1.2 have not within 3-year period preceding this Contract been convicted of or had
a civil judgment rendered against them for commission of fraud or a criminal
offense in connection with obtaining, attempting to obtain, or performing a
public (Federal, State or local) transaction or contract under a public
transaction; violation of Federal or State antitrust statues or commission of
embezzlement, theft, forgery, bribery, falsification or destruction of records,
making false statements, or receiving stolen property;
6.24.1.3 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
6.24.1.4 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.

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6.24.2 Should the Contractor not be able to provide this certification, an explanation as to why
should be attached to the Contact.
6.24.3 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.
6.25 PRICES:
Contractor warrants that prices extended to County under this Contract are no higher than those paid
by any other government customer in Arizona for these or similar services.
6.26 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.
6.27 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:
6.27.1 A Person offering or providing a gratuity, gift, tip, present, donation, money,
entertainment or educational passes or tickets, or any type valuable contribution or
subsidy,
6.27.2 That is offered or given with the intent to influence a decision, obtain a contract, garner
favorable treatment, or gain favorable consideration of any kind.
If a Person attempts to influence any employee or agent of Maricopa County, the Chief Procurement
Officer, or his designee, reserves the right to seek any remedy provided by the Maricopa County
Procurement Code, any remedy in equity or in the law, or any remedy provided by this contract.
6.28 ORDER OF PRECEDENCE:
In the event of a conflict in the provisions of this Contract and Contractor’s license agreement, if
applicable, the terms of this Contract shall prevail.
6.29 INCORPORATION OF DOCUMENTS:
The following are to be attached to and made part of this Contract:
6.29.1 Exhibit A, Pricing;
6.29.2 Exhibit B, Scope of Work;
6.29.3 Exhibit C, Office of Procurement Services Contractor Travel and Per Diem Policy; and
6.29.4 Exhibit D, Proposed Work Breakdown Schedule

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IN WITNESS WHEREOF, this Contract is executed on the date set forth above.
CONTRACTOR:
AUTHORIZED SIGNATURE
Scott King, Principal
PRINTED NAME AND TITLE
333 John Carlyle St. Suite 500 Alexandria VA 22314
ADDRESS
2/19/2014
DATE
MARICOPA COUNTY:
CHAIRMAN, BOARD OF SUPERVISORS DATE
ATTESTED:
CLERK OF THE BOARD DATE
OFFICE OF TREASURER:
TREASURER DATE
APPROVED AS TO FORM:
LEGAL COUNSEL DATE

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EXHIBIT A
PRICING
SERIAL: 13123 -RFP
NIGP CODE: 91829
COMPANY NAME: Grant Thornton LLP
DOING BUSINESS AS (DBA) NAME: N/A
MAILING ADDRESS: 333 John Carlyle St,
Alexandria VA 22314
REMIT TO ADDRESS: Grant Thornton LLP
PO Box 71352, Chicago IL 60694-1352
TELEPHONE NUMBER: 703-837-4468
FACSIMILE NUMBER: 703-837-4455
WEB SITE: www.grantthornton.com
REPRESENTATIVE NAME: Scott King
REPRESENTATIVE PHONE NUMBER: 210-881-1802
REPRESENTATIVE E-MAIL: Scott.King2@us.gt.com or Karin.Whitwood@us.gt.com
YES NO REBATE
WILL ACCEPT PROCUREMENT CARD FOR PAYMENT: [X] [ ]
PAYMENT TERMS:
NET 30 DAYS
PRICING:
Firm fixed pricing for each phase to include all work delineated herein.
PHASE 2: Solution Options and Verification $218,743.44
PHASE 3: Solution Funding, Procurement, and Selection $212,897.45
NTE PROPOSAL TOTAL: $431,640.88
PHASE 2 and 3 Travel: $64,746.13
PHASE 4: Data Analysis and Preparation $488,573.19
PHASE 4 Travel $42,840.00
This pricing proposal assumes that actual travel expenses would be invoiced as incurred per County travel
policy (Exhibit C).
Cost Breakout
Phase II Hours and Cost
Name Role Rate Hours Total
Graeme Finley Engagement Director $183.71 120 $22,044.66
Fred Blanton Project Manager $183.71 380 $69,808.09
Jan Rogers Deputy Project Manager $170.00 120 $20,400.00
John McDermott Business Lead $149.09 380 $56,653.63
Steve Koehler Technical Lead $150.00 320 $48,000.00

SERIAL 13123-RFP
Anthony Hernandez Subject Matter Expert $183.71 10 $1,837.06
$218,743.44
Phase III Hours and Cost
Name Role Rate Hours Total
Graeme Finley Engagement Director $183.71 96 $17,635.73
Fred Blanton Project Manager $183.71 380 $69,808.09
Jan Rogers Deputy Project Manager $170.00 140 $23,800.00
John McDermott Business Lead $149.09 380 $56,653.63
Steve Koehler Technical Lead $150.00 300 $45,000.00
$212,897.45
Phase IV Data Analysis
Hours and Cost
Name Role Rate Hours Total
Graeme Finley Engagement Director $183.71 232 $42,693.16
Ravindra Gupta Quality Assurance $183.71 80 $14,696.44
Greg Haberer Project Manager $183.71 872 $160,099.34
Jordan Adams Junior Data Analyst $95.00 930 $88,312.00
John McDermott Business Lead $149.09 349 $51,972.25
Scott Junker Technical Data Analyst $150.00 872 $130,800.00
$488,573.19
Phase IV Hourly Rate
Name Role Rate
Graeme Finley Engagement Director $183.71
Fred Blanton Project Manager $183.71
Jan Rogers Deputy Project Manager $170.00
John McDermott Business Lead $149.09
Steve Koehler Technical Lead $150.00
Scott Junker Technical Data Analyst $150.00
Greg Haberer Business Analyst $144.59
Jordan Adams Junior Data Analyst $95.00
Price per Deliverable by Phase
Phase Deliverable Price
II Project Plan $10,937.17
II Preliminary Acquisition Recommendations Report $87,497.37
II Final Acquisition Recommendations Report $43,748.69
II Revised RFP $76,560.20
Subtotal $218,743.44
III Source Selection Plan $21,289.74
III Pre Proposal Conference Meeting Response Recommendations $6,386.92
III Q&A Response Reviews and Recommendations $14,902.82
Proposal Reviews and Non-Bidding Recommendations on Short List Solution
III Providers $42,579.49
III Short List Solution Providers Demonstration Recommendations $21,289.74

SERIAL 13123-RFP
Review and Non-Binding Recommendations on Short List Solution Providers’ Fit-
III Gap Documentation $21,289.74
III Final Strategic Plan $10,644.87
III Final Resource and Organization Plan $10,644.87
III Final Data and Integration Plans $10,644.87
III Final Technology Roadmap $10,644.87
III Contract Review, Negotiation Assistance, and Non-Binding Recommendations $21,289.74
III Audit and Protest Support Documentation $6,386.92
III Final Award Package, Budget Request Proposals, and Presentations $14,902.82
Subtotal $212,897.45
IV List of data sources $24,428.66
IV List of in-scope data attributes $48,857.32
IV Business rules associated with in-scope attributes $48,857.32
IV Preliminary Data Analysis Report $146,571.96
IV Final Data Analysis Report $146,571.96
IV Data Quality Improvement Recommendations Report $73,285.98
Subtotal $488,573.19

SERIAL 13123-RFP
EXHIBIT B
SCOPE OF WORK
1.0 INTENT:
The Maricopa County Treasurer’s Office (“Treasurer’s”) seeks professional services from an experienced consultant
or consulting firm (“Consultant”) to ensure the success of the Treasurer’s Information System (“TIS”) replacement
initiative. In general, the consultant shall provide third-party verification and written recommendations to the current
TIS replacement RFP, offer potential alternatives, recommend a conversion strategy, and provide guidance through
the procurement process. Consulting services shall be performed expeditiously and efficiently to successfully
complete the requirements and responsibilities described in this scope of work. Consulting services shall be provided
on a firm, fixed priced basis, and are required for set phases of the TIS replacement initiative.
2.0 SCOPE OF WORK:
2.1 Consultant Service Delivery:
The scope of the TIS replacement Contract is to target and provide a unified solution to address the
Treasurer’s need for an updated system. The new TES shall encompass all activities provided by
the current system and fulfill future business and technology requirements. The new TES shall
integrate the functions described in the TIS replacement RFP’s Requirements and Appendices
sections.
To ensure the success of the TIS replacement RFP the Treasurer’s IS Division shall be augmented
through the procurement of consulting services as described in this Contract. The Consultant shall
possess expertise in Treasury Property Tax Collection, Accounting, Banking, Investment, and
project planning and implementation of enterprise systems. The Contractor shall address each
requirement listed in this Contract. The Contractor shall include the appropriate Response Code as
described in this Contract. Where the requirement is not part of the Contractor’s core services, clear
documentation is required to support how the requirement will be met.
Response Codes:
Code Description
Standard (“S”): Requirement is part of the core services provided at no additional cost.
Limited (“L”): Requirement is not fully supported. Additional staff is required to meet this requirement.
Identify personnel, level of expertise, years of experience, and associated costs in proposal.
Third-party (“T”): Requirement is not supported. Partnership with a consulting firm is required to meet this
requirement; indicate if partnership requires a separate contract. Disclose all necessary
information and include associated costs in proposal.
Not Offered (“N”): Requirement cannot be met and the Consultant is not aware of a consulting firm able to meet
this requirement.
Requirement Requirement Response Years Additional
ID Description Code providing Requirement
Requirement Information
2.1.2.1 The Consultant shall submit a proposal that S 25
adheres to the MC Procurement solicitation
process as defined by Arizona Revised Statutes
(“A.R.S”), § 41 State Government, Chapter 23
Arizona Procurement Code; including necessary
Bid Sync system registration information, contract
requirements, appropriate Response Codes
outlined in this RFP, and additional level of detail
that clearly describes services provided and
associated costs.

SERIAL 13123-RFP
Requirement Requirement Response Years Additional
ID Description Code providing Requirement
Requirement Information
2.1.2.2 The Consultant shall submit a proposal with at S 25
least three client references; including but not
limited to: client name, services provided, client
contact, phone number and email, number of
years as a client, and other useful verification
information; This should indicate if client services
were completed or remain under contract. If no
longer a client, indicate when and why the
relationship was terminated. The Treasurer’s
Office reserves the right to contact or visit the
Consultant’s current and/or past clients to
evaluate the level of performance and client
satisfaction.
2.1.2.3 The Consultant shall submit a proposal describing S 25
the organization’s profile, including, but not
limited to: type of ownership, website,
location(s), current staffing (organizational chart),
service offering, years in business, financial
information, parent companies,
subcontractor/third-party contractors, business
and/or strategic plans.
2.1.2.4 The Consultant shall submit a proposal that S 25
includes statements of personnel’s qualifications,
experience, resume, PMP or related certifications,
and references. It shall include projects
completed that are equivalent to the TIS
replacement RFP or demonstrate sufficient
similarity to illustrate personnel’s experience.
Personnel statements shall include number of
years providing Treasury, Accounting, Financial,
Investment, and planning and implementing
large-scale enterprise systems. Personnel
statements shall include personnel’s physical
location. They shall further describe personnel’s
primary role and responsibilities when assigned to
complete this RFP’s scope of work, e.g.,
Consultant will serve in the capacity of systems
analyst, architect, database architect, project
manager, developer, quality assurance, trainer, or
support and maintenance.
2.1.2.5 The Consultant shall have no affiliation with any S 25 Grant Thornton and
potential TIS replacement RFP bidders providing MSS maintain
software, hardware, related equipment or relationships with
services within the twenty-four (24) month period many of the Tier 1 ERP
preceding the solicitation submission due date. software vendors and
system integrators,
including Oracle, SAP,
CGI, IBM and
Accenture. We
maintain these
relationships to stay
abreast of current
industry thinking and

SERIAL 13123-RFP
Requirement Requirement Response Years Additional
ID Description Code providing Requirement
Requirement Information
to gain access to
information on vendor
capabilities and
limitations. These
relationships involve
no preferential
treatment or access,
and we maintain
absolute objectivity
and independence in
all our dealings with
third party software
and implementation
vendors.
2.1.2.6 The Consultant shall complete administrative S 25
tasks at the Consultant’s own office. For
convenience, and at the sole discretion of the IS
Division’s Project Manager, an office or location
for the Consultant’s use may be designated.
2.1.2.7 The Consultant shall report to the IS Division’s S 25
Project Manager and unless otherwise instructed,
shall use PMI standards as documented in the
PMBOK® Guide to provide written
recommendations and deliverables for each
phase.
2.1.2.8 The Consultant shall report to the IS Division’s S 25
Project Manager and unless otherwise instructed,
shall use the IS Division’s Microsoft ALM tool-
suite to create and store the deliverables
completed during each phase.
2.1.2.9 The Consultant shall, unless otherwise instructed, S 25
complete project plans for each phase that
adhere to the PMI standards as documented in
the PMBOK®
2.1.2.10 The Consultant shall, unless otherwise instructed, S 25
complete weekly status reports for each phase
that adhere to the PMI standards as documented
in the PMBOK®
2.1.2.11 The Consultant shall, unless otherwise instructed, S 25
complete monthly issues reports for each phase
that adhere to the PMI standards as documented
in the PMBOK®
2.1.2.12 The Consultant shall, unless otherwise instructed, S 25
create a communication plan for each phase that
adheres to the PMI standards as documented in
the PMBOK®
2.1.2.13 The Consultant shall, unless otherwise instructed, S 25
enter their time on a weekly basis using the IS
Division’s designate time and requirements
tracking tool. The time billed for the consulting
services shall match the contract prices and
invoices submitted for payment.

SERIAL 13123-RFP
Requirement Requirement Response Years Additional
ID Description Code providing Requirement
Requirement Information
2.1.2.14 The Consultant shall complete the scope of work S 25
as described in this RFP at the Treasurer’s Office
in downtown Phoenix, AZ. When approved by the
IS Division’s Project Manager, the Consultant shall
perform the scope of work using web and video
enabled communication software compatible
with software in use by the IS Division. The
Consultant shall provide its personnel with
computers, phones, web and video, and all
related equipment required to complete the
scope of work described in this RFP while off-site
and at no additional cost to Maricopa County or
the Treasurer’s Office.
2.1.2.15 The contract will contain language stating that the S 25
Treasurer’s Office reserves the right to request
the removal of any Consultant personnel
(including subcontract and third party personnel)
from the initiative and/or project and the
Consultant agrees in good faith to comply, to the
maximum extent possible, with such a request.
The parties agree that the individuals designated
in the Scope of Work are essential to the services
offered pursuant to signed Agreements.
2.1.2.16 The parties agree that the Consultant (including S 25
subcontractor and third party personnel) shall not
transfer or reassign such individual or individuals
without the express written consent of the
Treasurer’s Office. Should the Consultant no
longer employ such individual or individuals
during the term of a signed Agreement, the
Consultant shall present to the Treasurer’s Office
an individual or individuals with greater or equal
qualifications as a replacement subject to the IS
Division’s Project Manager’s approval. The
Treasurer’s Office approval or disapproval shall
not be construed to release the Consultant from
its obligations under a signed Agreement.
2.1.2.17 The Consultant shall provide an exit strategy for a S 25
smooth transition of the scope of work
completed, in process, or remaining, to the IS
Division’s Project Manager in the event the
contract is terminated prematurely or expires
naturally.
2.2 Phase I – Needs Assessment:
The requirements for this phase were completed by the Treasurer’s IS Division. The output for
this phase is a draft Treasurer’s Information System, (“TIS”), replacement Request for Proposal,
(“RFP”).
Overview of Required Tasks and Outcomes

SERIAL 13123-RFP
The Contractor has a proven approach, designed to support the acquisition lifecycle phases beginning with
requirements development through source selection and solution implementation support. Our approach emphasizes
proactive communication, and efficient and effective information sharing. It is also grounded in the concept that sound
acquisition planning is necessary for a successful project. If the acquisition is not properly planned, the offerors’
technical approaches will miss the mark—at the expense of the client—via diminished product quality, unsatisfied
requirements, delayed schedule and/or cost overruns. However, a well thought out acquisition approach, that considers
the Treasurer’s Office needs, results in a more comprehensive RFP that incentivizes performance and promotes
innovative solutions. This approach eliminates non-valued added work and leads to stronger proposals that help foster
the right kind of competition; the kind that is not driven solely by price, but by the appropriateness and
comprehensiveness of the overall proposed solution. Stronger proposals lead to a firm project foundation and a
heightened likelihood of success.
The Contractor recognizes the importance of planning in the enterprise solutions project lifecycle. Each of our major
deliverables will support one or more elements of the comprehensive RFP identified in Figure 4 and will keep in
mind the ultimate objective of obtaining the Right Vendor, implementing the Right Solution, at a Reasonable Price
Figure 1: The relationship between a comprehensive RFP and successful award
The following sections of the Contractor’s proposal clearly articulate the phases, tasks, and deliverables to meet the
requirements outline in the Statement of Work.
Approach to Accomplish Requirements
Leveraging the work completed by the Treasurer’s IS Division in the Phase I: Needs Assessment, the Contractor TIS
replacement organizes the tasks necessary to address the requirements outlined in Phase II, Phase III, and Phase IV.
This approach starts with finalizing requirements and moves through source selection and implementation support,
as shown in Figure 2 below.

SERIAL 13123-RFP
PHASE II: SOLUTION OPTIONS AND VERIFICATION
DURATION: 3 – 5 MONTHS
1 PRELIMINARY 2 FINAL
ACQUISITION ACQUISITION
RECOMMENDATIONS RECOMMENDATIONS
REPORT REPORT
OUTCOME: OUTCOME:
Validated set of Solicitation package
requirements and completion and release
recommendations to vendors
PHASE III: SOLUTION FUNDING, PROCUREMENT, AND SELECTION
DURATION: 5 - 7 MONTHS
5 EVALUATION 6 SCREENING & 7 SOURCE SELECTION
PLANNING EVALUATION & CONTRACT AWARD
OUTCOME: OUTCOME: OUTCOME:
Clear evaluation Identification & Government & vendor
approach with a justification of which partnership with
scorecard-ranking vendor(s) provides the mutually beneficial
instrument and detailed best value terms and conditions
evaluation criteria
PHASE IV (OPTIONAL): SOLUTION IMPLEMENTATION
DURATION: TBD OPTIONAL PHASE
8 DATA ANALYSIS 9 GOVERNANCE AND 10 PROJECT 11 MANAGE AND 12 CLOSE PROJECT
AND SCOPING PROJECT CHARTER PLANNING MONITOR THE WORK
OUTCOME: OUTCOME: OUTCOME: OUTCOME: OUTCOME:
Cleansed data and Clear Governance Comprehensive Project Execution of the Project Implementation and
corrected records before Operating Model and Management Plan (PMP) Management Plan and close-out of the
migrating to a new Project Charter to define and supporting supporting documents. Treasurer’s Office TES in
system roles, responsibilities, documentation accordance with the
and agreements PMP
Figure 2: TIS replacement approach
A key success factor of the Contractor’s approach is its people and collaboration efforts. The Contractor provides a
breadth and depth of enterprise acquisition and financial system modernization specialists in support of the Treasurer’s
Office TIS Replacement Initiative. The Contractor will also collaborate with the Treasurer’s Office subject matter
experts in an informal and open manner to validate our observations, obtain input, and transfer knowledge where
appropriate.
The TIS Consultant Draft project schedule, embedded below, guides our approach by identifying the major tasks to
accomplish, the estimated timeline for those tasks, and the dates for each of our deliverables. To support the TIS
Consultant Draft Work Breakdown Structure, the Grant Thornton will develop several administrative supporting
documents to effectively support the program, to include:
 Communications Plan
 Project Plan
 Risk Management Plan
 Meeting Agendas, Minutes, and Presentations
 Deliverable Review and Approval Meetings
 Weekly Time-tracking Reports
 Weekly Status Reports
 Monthly Issues Reports

SERIAL 13123-RFP
2.3 Phase II – Solution Options and Verification:
The Consultant shall report to the IS Division’s Project Manager. For Phase II the scope of work
shall include the Consultant providing third-party verification and written recommendations to the
current TIS replacement RFP. All recommendations shall be clearly defined and documented in a
final TIS replacement RFP submitted to MC OPS.
Phase II contains two sections. Phase II, Section 1, requirements shall be completed without delay
on/before fiscal year end deadlines. Phase II, Section 2, shall be completed without delay
on/before the TIS replacement RFP pre-proposal conference.
2.3.1 Phase II, Section I - Mandatory Requirements:
The requirements outlined for Phase II, Section 1 below are mandatory. They must be completed
and delivered to MC OPS on/or before two months from the Consultant’s Agreement’s start date.
2.3.2 Phase II, Section 2- Information Requirements:
The requirements outlined for Phase II, Section 2 below will be used as reference and inputs to
Phase III. These must be completed and delivered to the IS Division on/before the TIS
replacement RFP pre-proposal conference.
Develop Preliminary Acquisitions Recommendations Report
To determine if changes should be made to the current draft replacement RFP, the Contractor will complete a full RFP
package review including project business objectives, acquisition strategy, current business and technical
requirements, and planned process and timeline for the procurement.
Based on this review and the supporting documents, the Contractor will recommend changes to the current
replacement RFP, including where appropriate alternatives to the business and technical requirements defined in the
current TIS replacement RFP. As described in Requirement ID 2.3.1.1, the Contractor will assess the extent to which
these changes align with supply chain management industry standards for enterprise solutions and adhere to the
Treasurer’s Office policies, procedures, and the Arizona Revised Statutes (ARS) § 11-493, § 42-18001. The following
steps outline our process for producing a Preliminary Acquisition Recommendations Report and any associated TIS
Consultant Work Breakdown Structure (WBS) activity:
Read the draft RFP ‘blind’: Putting ourselves in the role of a potential bidder, we will read the current draft RFP
and assess whether we have all the information necessary to put together a complete response. We will also
determine if there is enough information to accurately gauge the size and complexity of the work. We will identify
any immediate gaps or areas of ambiguity or concern.
Meet with business and technology stakeholders for the new solution. To increase our understanding of the current
business objectives of the project, the Contractor will meet with business and technology stakeholders to answer the
following questions:
 Problem Definition – What are the current and future problems and issues facing the Treasurer’s Office
with respect to the TIS and what are the key drivers for moving to an enterprise system?
 Overall Solution - What is the vision of the new business at a high level and how is this vision enabled by
the implementation of an enterprise system?
 Benefits – What are the expected benefits of the TIS project and what are the fundamental issues that it will
address? For quantifiable benefits, what is the expected return on investment? What are the intangible
benefits?
 Functionality of the new system – What are the major business functions that are included in the new
system and in the planned business transformation?

SERIAL 13123-RFP
 Target User Community – Which departments, agencies and other state organizations are included? What
are the volumes of users by type of user (e.g., frequent, regular, casual, self-service)?
The Contractor will work with the Treasurer’s Office to verify that we understand the project objectives, determine if
there have been changes in the assumptions, organization, business needs or government priorities that would affect
these objectives. The Contractor will also collect information from the Treasurer’s Office on expectations for the
benefits, outcomes or impact of the project and identify any new objectives or missed opportunities that are material,
but that have not yet been documented.
WBS Activity | Review of the vision, mission, business, technology and customer goals.
Review any existing market research. We will review any existing market research conducted by the Treasurer’s
Office, and any conclusions formed relating to vendor and solution landscape and to viable operational models for the
new solution (e.g., maintained at County data center, hosted by a third party, or Software As a Service).
WBS Activity | Review market research documentation.
Review the current Business and Technical Requirements (Requirements ID 2.3.1.3): We will determine whether
the existing requirements capture the full scope of the solution, and whether areas that are particularly complex or are
unique to the Treasurer’s Office are highlighted. We have conducted an initial review of the draft requirements
provided by the Treasurer’s Office and understand that they are generally high-level, outcome-oriented requirements.
.
Requirements development is typically an iterative process, as initial requirements are revised based on a progressively
better understanding of available technology, an organization’s enterprise architecture plans, and project business
objectives. During our review, the Contractor will:
 Review initial business and technical requirements with subject matter experts and key stakeholders – In
alignment with PMI standards, the Contractor will solicit expert judgment from several subject matter experts
and key project stakeholders. The Contractor will facilitate interviews and working sessions with the
Treasurer’s Office team and other relevant stakeholders to review the requirements in the current TIS
replacement RFP. We have conducted an initial review of the draft requirements provided by the Treasurer’s
Office and understand that they are generally high-level, outcome-oriented requirements. Given this, our
requirements assessment will determine the extent to which the Treasurer’s Office intends to fully document
detailed functional requirements in the RFP, or instead intends to focus only on those requirements unique
to the County and to rely on out-of-the-box software functionality for other common functions. The answer
to this question will significantly impact the level of effort required to complete the requirements for inclusion
in the final RFP.
 Develop data management plan (Requirements ID 2.3.2.1) – Based on draft documents provided to us, the
Contractor will provide documented strategy and preparedness for data dictionary standards inputs/outputs,
data cleansing, data migration, and application integration as it pertains to TIS. The plan will align with SCM
industry standards regarding data management.
 Complete enterprise architecture products (Requirements ID 2.3.2.3) – Based on draft documents provided
to us, the Contractor will complete TIS architecture designs, diagrams, and plans.
 Draft migration and integration plan proposals (Requirements ID 2.3.2.4) – Based on draft documents
provided to us, the Contractor will develop migration and integration plans to include test planning
capabilities and personnel transitioning strategies. The Contractor will work with the IS Division and use
known solution providers to create “What if scenarios” from TIS (current state) to TES (future state). The
plan will align with SCM industry standards regarding IT system strategy and system integration.
Our requirements assessment will determine the extent to which the Treasurer’s Office intends to fully document
detailed functional requirements in the RFP, or instead intends to focus only on those requirements unique to the
County and to rely on out-of-the-box software functionality for other common functions. Based on the actions listed
above and as described in Requirement ID 2.3.1.3, if applicable, the Contractor will recommend alternatives to the
initial business and technical requirements present in the current TIS replacement RFP. As described in Requirement

SERIAL 13123-RFP
ID 2.3.1.1, these recommendations will adhere to the Treasurer’s Office policies, procedures, the Arizona Revised
Statutes (ARS) § 11-493, § 42-18001, and SCM industry standards for enterprise solutions. The Contractor will use
these recommendations as input to completing the final TIS replacement RFP.
WBS Activity | Review of technical documentation, and review of business documentation.
Review the roles and responsibilities defined in RFP. Are there any gaps, overlaps or areas of ambiguity in the
roles and responsibilities of the implementation vendor or of the Treasurer’s Office?
WBS Activity |Review organization structure and resources
Review the procurement plan. We will review the current procurement plan, including both the procurement
process and the schedule to understand how information will be communicated to vendors, how vendors will
respond to the Treasurer’s Office, and how decisions will be made. The acquisition plan is an important means of
linking the Treasurer’s Office business objectives to the objectives of the acquisition and a tool for laying out a logical
and consistent approach to the acquisition. The Contractor’s review of the Treasurer’s Office’s current acquisition
plan will begin by gaining an understanding of the Treasurer’s Office procurement framework and of the key IT
acquisition standards and policies.
The Contractor will review the acquisition scope, the technical solution, the allocation of requirements between the
Treasurer’s Office and the contractor, acquisition method, selection approach, and contract type. We will use our
experience and lessons learned from past public sector enterprise system selections to develop recommendations that
would be consistent with the existing State procurement framework and policies.
A particular focus of our review will be the quality and quantity of information made available to customers and to
vendors during the procurement process. For example, as we review the procurement plan we will assess:
 Whether the procurement process provides enough interaction with - and information from - bidders so
that the Treasurer’s Office can feel confident that the vendor’s solution, approach and team will be
sufficient to successfully implements the TIS replacement system; and
 Whether the RFP and procurement process provides bidders enough information so that they can accurately
assess the size and complexity of the project and can therefore craft responsive and realistic proposals.
We will also review the evaluation strategy proposed in the RFP, and will discuss with the Treasurer’s Office the
extent that:
 The strategy is consistent with industry best practices for best value competitions;
 The strategy aligns with the Treasurer’s Office’s priorities and business objectives; and
 The strategy enables effective differentiation of Offeror proposals.
Identify the major risks to project success. We will conduct a facilitated session with Treasurer’s Office
stakeholders to discuss the most significant potential risks to project success. Does the RFP and procurement
approach adequately address these risks? How is risk being shared with the vendor, and is the allocation reasonable?
We will identify any areas where risks have either not been addressed or where further mitigation is required, and
determine how the RFP could be modified to help mitigate those risks.
Assess how vendor performance will be overseen. We will review how acceptance criteria for deliverables are
defined, and how deliverables be reviewed. We will also assess the potential sanctions that are in place to ensure
vendor delivery against their contractual commitments?
Develop Preliminary Acquisition Recommendations Report. Based on the results of the activities presented above,
Grant Thornton will develop a Preliminary Acquisition Recommendations Report that will summarize our review of
the draft TIS replacement RFP and of the associated procurement processes and documentation. This report will
identify specific recommendations to improve the comprehensiveness and quality of the RFP.
Deliverable:
1. Preliminary Acquisition Recommendations Report

SERIAL 13123-RFP
Requirement Requirement Response Years Additional
ID Description Code providing Requirement
Requirement Information
2.3.1.1 The Consultant shall provide written S 25
recommendations for changes to the current TIS
replacement RFP that adhere to the Treasurer’s Office
policies, procedures, the Arizona Revised Statutes
(ARS) § 11-493, § 42-18001, and supply chain
management (SCM) industry standards for enterprise
solutions.
2.3.1.3 If changes are recommended, the Consultant shall S 25 We will also
demonstrate their technical and business acumen by analyze
articulating in written form, business and technical project
requirement alternatives to those contained in the business
current TIS replacement RFP. objectives
and how they
align to
requirements
.
2.3.2.1 The Consultant shall demonstrate their technical and S 25
business acumen by articulating in written form, plans
with strategies and preparedness for data dictionary
standards inputs/outputs, data cleansing, data
migration, and application integration as it pertains to
TIS. This shall adhere to the PMI standards as
documented in the PMBOK® and supply chain
management (SCM) industry standards for enterprise
solutions.
2.3.2.2 The Consultant shall demonstrate their technical and S 25
business acumen by articulating in written form, future
technology trends, systems consolidation
opportunities, and effective strategies for moving to
hosted and/or on-demand technologies available in the
market as it pertains to TIS. This shall adhere to the
PMI standards as documented in the PMBOK® and
supply chain management (SCM) industry standards
for enterprise solutions.
2.3.2.3 The Consultant shall, unless otherwise instructed, S 25
demonstrate their technical and business acumen by
completing TIS architecture designs, diagrams and
plans that adhere to the PMI standards as documented
in the PMBOK® and supply chain management (SCM)
industry standards for enterprise solutions.
2.3.2.4 The Consultant shall, unless otherwise instructed, S 25
demonstrate their technical and business acumen by
drafting migration and integration plan proposals that
adhere to the PMI standards as documented in the
PMBOK® and supply chain management (SCM)
industry standards for enterprise solutions. The
Consultant shall work with the IS Division and use
known (RFI) solution providers to create “What if
scenarios” from TIS (current state) to TES (future
state).

SERIAL 13123-RFP
Develop Final Acquisition Recommendations Report
The Contractor will make recommendations for the final TIS replacement RFP, based on the findings developed in
the previous section and recommendations on existing draft documentation, to include:
 Draft Strategic Plan
 Draft Resource Organization Plan
 Draft replacement Technology Roadmap
 Draft Data and Integration Plans
 Draft replacement TIS RFP
 Draft Consolidation, Storage, and Cost-benefit Plans
 Draft Steering Committee Plan
 Draft Budget Request Proposals and Presentations
We will summarize our findings and recommendations by categorizing any concerns or weaknesses as follows:
1. Critical to the success of the RFP. Must be addressed prior to RFP release.
2. Important to the success of the RFP, but can be addressed through an amendment after RFP release.
3. Important to the success of the RFP, but can be addressed through changes to the procurement process (e.g.
steps during the procurement process that might involve Q&A or dialogue with bidders) and therefore do
not require a modification to the RFP itself.
4. Inconsequential or ‘nice to have’ features that can be addressed as time and resources permit.
The Contractor will work with the Treasurer’s Office to review and finalize the above list and review all
recommendations to create a solicitation package that addresses the Treasurer’s Office needs and aligns with
business objectives. As described in Requirement ID 2.3.1.2, the Contractor will create a final TIS replacement RFP
ready to submit to Maricopa County (MC) Office of Procurement Services (OPS) as described by Arizona Revised
Statutes (“A.R.S”), § 41 State Government, Chapter 23 Arizona Procurement Code. As described in Requirement ID
2.3.1.4, the final TIS replacement RFP will contain the right level of detail for bidders to develop a detailed
proposal, carry out a product demonstration, and detail associated costs when bidding on the TIS replacement RFP
and the requirements described therein.
Additionally, we will facilitate the definition of responsibilities and deadlines for all changes required to the RFP,
and will work with the Procurement Office to revise the RFP. Any impact to the RFP release date will depend on
the scope of the category ‘1’ items identified above and on the time and resources necessary to address these.
Deliverables:
1. Final Acquisition Recommendations Report
2. Revised RFP
Requirement Requirement Response Years Additional
ID Description Code providing Requirement
Requirement Information
2.3.1.2 The Consultant, unless otherwise instructed, shall S 25
document all recommendations, on/before the time
set forth in the contract, and create a final TIS
replacement RFP ready to submit to MC OPS as
described by Arizona Revised Statutes (“A.R.S”), § 41
State Government, Chapter 23 Arizona Procurement
Code.

SERIAL 13123-RFP
Requirement Requirement Response Years Additional
ID Description Code providing Requirement
Requirement Information
2.3.1.4 The Consultant shall ensure the final TIS replacement S 25
RFP contains the right level of detail for bidders to
develop a detailed proposal, carry out a product
demonstration, and detail associated costs when
bidding on the TIS replacement RFP and the
requirements described therein.

SERIAL 13123-RFP
2.4 Phase III - Solution Funding, Procurement, and Selection:
The Consultant shall report to the IS Division’s Project Manager. For Phase III the Consultant shall provide written
recommendations to the Treasurer’s with vendor evaluations that compare the target solution’s functionality against
the requirements, identify gaps, facilitate bidder demonstrations and negotiations, solution selection, contract
preparation and documentation, and the process leading up to and including contract award.
The Contractor possesses extensive experience in facilitating successful evaluation and source selection for high-
profile acquisitions that resulting in successful contract awards without protest. For Phase III, the team will provide
written recommendations to the Treasurer’s Office for vendor evaluations that compare the target solution’s
functionality against the requirements, identify gaps, facilitate bidder demonstrations and negotiations, solution
selection, contract preparation and documentation, and the process leading up to and including contract award. The
Contractor will take on the role as a non-voting member of the TIS replacement evaluation team under the direction
of the IT Division’s Project Manager. In this role, the Contractor will facilitate and participate in evaluation planning,
screening and evaluation, source selection, and contract award activities, estimated to last four to six months. As stated
in Section 2.3: Approach, the Contractor will begin the work by reviewing existing administrative documentation to
ensure it is current and, if necessary, make any changes to existing processes. The overarching requirement for these
activities is Requirement ID 2.4.1.1.
Additional
Years Requireme
Requiremen Respons Providing nt
t Requirement e Requiremen Informatio
ID Description Code t n
The Consultant shall participate, as a non-voting S 25
member and under the direction of the IS Project
Manager, in the TIS replacement RFP solution
proposals review, scorecard ranking, selection,
2.4.1.1
funding, and contract award as defined by the MC
OPS procurement process and the Arizona Revised
Statutes (“A.R.S”), § 41 State Government, Chapter
23 Arizona Procurement Code.
Evaluation Planning
Prepare for Evaluation and Source Selection: Prior the evaluation and source selection process, the Contractor will
provide training, guidance, and support to the TIS replacement evaluation team. The Contractor will develop a Source
Selection Plan (SSP) that will describe the evaluation team members, roles and responsibilities, weighted criteria,
schedule, evaluation approach, scorecard-ranking instrument, and presentation format for solution proposals and/or
service vendor demonstrations referenced in Requirements ID 2.4.1.2 and 2.4.1.3. To expedite the source selection
process, our team will use an Excel-based scorecard-ranking instrument that we have successfully used with other
clients, and that will be tailored to Treasurer’s Office, to document the evaluation findings. This tool will promote
standardization, thoroughness, and traceability to solicitation requirements.
Following SCM standards, the detailed criteria must align with the enterprise IT strategy, business objectives, and key
business processes. The Contractor will work with subject matter experts from the Treasurer’s Office to detail the TIS
replacement proposal evaluation criteria for inclusion in the SSP. The TIS replacement SSP criteria are intended to
help guide evaluator analysis and will be facilitated by tools and techniques such as:
 Weighted criteria
 Critical success path
 Factor logic tree
 Issue resolution log
 Evaluation report templates
 Access to program-specific SMEs

SERIAL 13123-RFP
In addition to the tools and techniques shown above, the Contractor is familiar with other industry leading acquisition
support tools, such as AcqCenter DecisionPoint, to assist in the acquisition management process.
Following the SSP approval, the Contractor will also provide training to the source selection evaluation team
depending on the complexity of the procurement and the experience of staff. The Contractor will analyze current
customer skill levels and identify required strategic sourcing techniques and implementation knowledge. Based on our
assessment, the Contractor will plan and deliver necessary training to the evaluation team members that may include
responsibilities, evaluation processes and criteria, procurement integrity guidelines, and timelines. The training gives
the evaluation team the opportunity to ask questions, understand the critical factors for conducting a successful
evaluation, and the procurement and ethics rules that apply.
Deliverable:
1. Source Selection Plan
Years Additional
Requirement Requirement Response Providing Requirement
ID Description Code Requirement Information
The Consultant shall develop a proposal evaluation S 25
approach that includes a scorecard-ranking
instrument with criteria matching the TIS
replacement RFP and adheres to supply chain
management (SCM) industry standards for
2.4.1.2 enterprise solution selection. The instrument is
subject to approval by the IS Project Manager and
unless otherwise instructed, shall use the IS
Division’s Microsoft ALM tool-suite to create and
store the criteria, proposal change requests,
ranking, and results.
The Consultant shall develop a presentation format S 25
for solution proposals and/or service vendor
demonstrations that addresses the Treasurer’s
Office policies, procedures, the Arizona Revised
Statutes (ARS) § 11-493, § 42-18001, the
requirements described in the TIS replacement
2.4.1.3
RFP, adheres to supply chain management (SCM)
industry standards for enterprise solution
demonstrations. The format is subject to approval
by the IS Project Manager and unless otherwise
instructed, shall use the IS Division’s Microsoft
ALM tool-suite.
The Consultant shall prepare draft response S 25
documents for review by the IS Project Manager
used to respond to bidder questions/inquiries as
2.4.1.4 defined by the MC OPS procurement process and
the Arizona Revised Statutes (“A.R.S”), § 41 State
Government, Chapter 23 Arizona Procurement
Code.
Screening and Evaluation
Respond to Bidder Questions and Inquiries: Following the release of the RFP package, the Contractor will assist
in developing responses for questions received from Offerors to clarify the Treasurer’s Office’s intentions and
requirements in the RFP package. Using the guidelines depicted in PMBOK, the Question and Answer (Q&A)
Response will be efficient, providing only the information necessary, but effective, providing accurate, clear,
consistent, and timely information as defined by the MC OPS procurement process and the ARS, § 41 State
Government, Chapter 23 Arizona Procurement Code according Requirement ID 2.4.1.4. Upon approval, the
Contractor will push the formal, written Q&A to Offerors and ensure the information is received as promptly as

SERIAL 13123-RFP
possible. Based on previous experience, we recommend that the Treasurer’s Office release a formal, written Q&A
response to bidders within 30 days of the RFP release and post the document on the OPS website to ensure equal
access.
Conduct Compliance Check: Vendor proposals must demonstrate a clear understanding of the Treasurer’s Office
policies, procedures, the ARS § 11-493, § 42-18001, and the solution’s ability to meet the TIS replacement RFP
requirements. Prior to initiating the cost and technical evaluation, the Contractor will review each submission to ensure
that all instructions were followed and that each proposal is complete, meeting Requirements ID 2.4.1.5 and 2.4.1.6.
The acquisition approach will likely require vendor demonstrations and presentations following the first round of
proposal reviews to help the evaluation team clarify the vendor’s response and validate the vendor’s ability to provide
the proposed solution. Providing vendors with a standard presentation format and demonstration guidelines, in
alignment with Requirement ID 2.4.1.3, allows the evaluation team to compare proposals fairly and consistently,
which will further assist the office in the event of a bid protest.
Evaluate Proposals: The Contractor brings industry best practices and leverages source selection tools to facilitate
group consensus, assign ratings, and determine best value. We will facilitate sessions to review individual team
members’ findings, support written requests to Offerors for clarification, and consolidate inputs to reach consensus.
Throughout the evaluation process, we will coordinate inputs with the appropriate legal and contracting offices to
confirm all parties are apprised of evaluation status. Additionally, the Contractor will continuously validate that the
evaluation team assesses the risk of the vendor’s proposal in accordance with PMI best practices. Following the
requirements stated in the RFP, we will help the TIS replacement evaluation team document and recommend changes
and scorecard rankings for proposals in the following factors:
 Pricing Model (Requirements ID 2.4.1.7): The Contractor will evaluate the degree to which the Offeror’s
proposed price demonstrates reasonableness, realism, balance, and completeness, consistency, and
traceability. A price is reasonable if it does not exceed that which would be incurred by a prudent person in
performing the required effort. Realism evaluates the level of confidence and reliability placed in the
Offeror’s proposed price. An unbalanced proposal is based on prices that vary significantly for work of a
similar nature. Lastly, pricing must include all required information, align with summary pricing tables,
provide adequate bases of estimate, and trace to supporting details.
 Ownership (Requirements ID 2.4.1.8): Given today’s emerging technologies, such as cloud computing and
shared services, ownership is a key evaluation criterion for many of our clients. The evaluation team must
pay close attention to possible cost drivers involving ownership, such as licensing agreements and
maintenance clauses. Successful proposals will provide clear ownership clauses and invoicing procedures
that provide optimum governance and reduce risk to the government.
 Decommissioning Plans (Requirements ID 2.4.1.9): The evaluation criteria will reflect rankings for the
vendor’s decommissioning plan and its ability to seamlessly enhance or displace services, software, or
systems without interruption to the Treasurer’s Office ability to operate and to meet ARS § 11-493 and §
42-18001.
 Personnel Security Controls (Requirements ID 2.4.1.10): Following SCM standards, the Offeror must show
a clear acceptance of the security requirements for the personnel working on the project. The evaluation
team must determine whether the Offeror meets the conditions of employment and eliminate those who do
not.
 Information Security (Requirements ID 2.4.1.11): The evaluation team must assess whether the Offeror
demonstrates the ability to implement information security, data protection, and audit controls in
accordance with industry standards for enterprise solutions. Criteria in this area will evaluate the degree to
which the vendor demonstrates sufficient data and security protection, including system access control and
transaction security, as well as privacy controls with physical, technical, and procedural safeguards.
 Security, Backup, and Data Recovery (Requirements ID 2.4.1.12): Depending on the proposed solution,
Offerors will provide varying plans for security, backup, and data recovery for of data centers, networks,
servers, and applications; therefore, the evaluation team will need compare the proposal against industry-

SERIAL 13123-RFP
recognized security certifications, such as the International Organization for Standardization (ISO) with the
International Electro technical Commission (IEC) standards, including 27001:2005 Information Security
Management System Requirements, 15408 Evaluation Criteria for IT Security, or 13335 IT Security
Management.
 Disaster Recovery and Business Continuity Plans (Requirements ID 2.4.1.13): Following SCM standards,
successful IT management involve managing business resiliency and risk. Qualified Offerors will
demonstrate a proven, effective crisis reaction approach and tested plans for alternative situations. The
solution proposal must also show experience in implementation methodologies for backing up data files
and securing offsite storage.
 Operational Support (Requirements ID 2.4.1.14): Strong operational support results in infrequent outages
and few end user complaints, which the Offeror can demonstrate through past performance on similar
projects. Support centers should provide well-trained personnel who provide support both during and
outside business hours following a clear issue tracking processes, systems, and technology.
 Exit Strategy (Requirements ID 2.4.1.15): To mitigate risk in the event the contract is terminated
prematurely or expires naturally, the Offeror must provide an effective, efficient plan for migrating data out
of the system. The evaluation team will assess the degree to which the Offeror’s plan meets all
requirements in the RFP and provides a cost-effective approach by minimizing fees, charges, and terms and
conditions while optimizing transparency and assistance services.
Complete Gap Analysis: Following completion of each evaluation, the Contractor will work with the TIS
replacement evaluation team to prepare an Evaluation Report and make a selection recommendation. As part of this
process, we will facilitate comprehensive internal reviews to adjudicate conflicting feedback and to formulate a
consensus on the best value solution to the County. As part of this process, we will conduct a gap analysis of the top
ranked solution proposals, based on the final evaluation reports, unless otherwise instructed by the Treasurer’s IS
Division Project Manager. This analysis will compare the solution’s proposed functionality against the TIS
replacement RFP’s requirements to identify gaps that will need to be addressed during the solution’s implementation,
as stated in Requirement ID 2.4.1.16. The team will also highlight instances of gold plating, where the vendor exceeded
the RFP requirements, to assist in reducing costs during negotiations. Where applicable, our team will recommend
changes to the contract and pricing for negotiation prior to contract award that will address the gaps identified. These
recommendations and other proposed resolutions and workarounds in a comprehensive Gap Analysis Report. Any
decision affecting the system requirements requires a change request and may also require updates to the requirements
traceability matrix and the risk register, following the PMBOK best practices.
Deliverables:
1. Final TIS RFP
2. Pre Proposal Conference Meeting Response Recommendations
3. Q&A Response Reviews and Recommendations
4. Proposal Reviews and Non-Bidding Recommendations on Short List Solution Providers
5. Short List Solution Providers Demonstration Recommendations
6. Review and Non-Binding Recommendations on Short List Solution Providers’ Fit-Gap Documentation

SERIAL 13123-RFP
Requiremen Years Additional
t Requirement Response Providing Requirement
ID Description Code Requirement Information
The Consultant shall review the solution proposals S 25
and/or service vendor’s adherence to the Treasurer’s
Office policies, procedures, the Arizona Revised
Statutes (ARS) § 11-493, § 42-18001, and the
2.4.1.5
requirements described in the TIS replacement RFP.
Recommendations for changes shall be documented in
the governance model, contract, and a scorecard
ranking shall be assigned to solution proposals.
The Consultant shall review the solution proposals S 25
and/or service vendor’s privacy and confidentiality
compliance defined by the Treasurer’s Office policies,
procedures, the Arizona Revised Statutes (ARS) § 11-
2.4.1.6 493, § 42-18001,and the requirements described in the
TIS replacement RFP. Recommendations for changes
shall be documented in the governance model,
contract, and a scorecard ranking shall be assigned to
solution proposals.
The Consultant shall review the solution proposals S 25
and/or service vendor’s pricing model for costs or
charges related to any initial setup, installation, or
implementation fees, monthly recurring subscription
2.4.1.7 or usage fees, and one-time charges, such as, but not
limited to, customizations or data migrations.
Recommendations for changes shall be documented
and a scorecard ranking shall be assigned to solution
proposals.
The Consultant shall review the solution proposals S 25
and/or service vendor’s ownership around software,
hardware, and other services, including costs and
2.4.1.8 invoicing review, reconciliation, authorization and
payments. Recommendations for changes shall be
documented and a scorecard ranking shall be assigned
to solution proposals.
The Consultant shall review the solution proposals S 25
and/or service vendor’s decommissioning plans,
documentation, and procedures for enhancing or
2.4.1.9 displacing services, software, or systems.
Recommendations for changes shall be documented
and a scorecard ranking shall be assigned to solution
proposals.
The Consultant shall review the solution proposals S 25
and/or service vendor’s personnel and/or
subcontractors with access to the Treasurer’s Office
data are required to sign a non-disclosure agreement,
2.4.1.10 set limits to access sensitive data, and/or other
acceptable security controls as a condition of
employment. Recommendations for changes shall be
documented and a scorecard ranking shall be assigned
to solution proposals.

SERIAL 13123-RFP
Requiremen Years Additional
t Requirement Response Providing Requirement
ID Description Code Requirement Information
The Consultant shall review the solution proposals S 25
and/or service vendor’s information security, data-
security, and records retention policies, to ensure
2.4.1.11 sufficient security measures, data protections, and
audits controls are in place. Recommendations for
changes shall be documented and a scorecard ranking
shall be assigned to solution proposals.
The Consultant shall review the solution proposals S 25
and/or service vendor’s data center, network, servers,
application security, backup, and data recovery
2.4.1.12 capabilities against industry-recognized security
certifications. Recommendations for changes shall be
documented and a scorecard ranking shall be assigned
to solution proposals.
The Consultant shall review the solution proposals S 25
and/or service vendor’s disaster recovery, business
continuity plans, plan testing and implementation
2.4.1.13
methodology. Recommendations for changes shall be
documented and a scorecard ranking shall be assigned
to solution proposals.
The Consultant shall review the solution proposals S 25
and/or service vendor’s operational support,
including, but not limited to, location of support
office, hours of support, descriptions of support
2.4.1.14 centers, technology, issue tracking systems, upgrade
options, and any additional support services offered.
Recommendations for changes shall be documented
and a scorecard ranking shall be assigned to solution
proposals.
The Consultant shall review the solution proposals S 25
and/or service vendor’s exit strategy for migrating
data out of the system in the event the contract is
terminated prematurely or expires naturally. This
includes reviewing that the contract language
specifically addresses: terms and conditions in effect
upon termination or expiration of the agreement,
termination assistance services, fees, charges, or other
2.4.1.15 compensation, control and ownership of data
throughout the life of the contract, source code
disposition, including original code created during the
contract term, specifications, documentation,
information, services, and other assistance necessary
to enable the Treasurer’s Office to receive services
from another solution provider. Recommendations for
changes shall be documented and a scorecard ranking
shall be assigned to solution proposals.

SERIAL 13123-RFP
Requiremen Years Additional
t Requirement Response Providing Requirement
ID Description Code Requirement Information
The Consultant shall create a fit/gap analysis of the S 25
top ranked solution proposals, that unless otherwise
instructed, adheres to the PMI standards as
documented in the PMBOK® and supply chain
management (SCM) industry standards for enterprise
solutions, and compares the solution’s functionality
2.4.1.16
against the TIS replacement RFP’s requirements to
identify gaps that will need to be addressed during the
solution’s implementation. The Consultant shall
prepare a comprehensive written report describing
gaps and proposed resolutions, workarounds, and
contract and pricing negotiations as appropriate.
Source Selection and Contract Award
Provide Funding Requisition Support: The Contractor will document the consensus findings, results, and
supporting rationale for the Offeror that provide the best value to achieve the Treasurer’s Office objectives in the
Evaluation Report and Selection Recommendation to assist the Treasurer’s Office in making the final selection
decision. Once the decision is made, our team will leverage the findings of the gap analysis to create a draft Statement
of Work (SOW), budget justification documents, and necessary presentations to help the Treasurer’s IS Division
Project Manager secure funding and complete the contract negotiation and award, following Requirement ID 2.4.1.17.
To conduct supplier negotiations and mitigate any potential risks prior to contract award, we will also coordinate with
the Treasurer’s Office to use the evaluation reports and gap analysis findings as a baseline. To support successful
negotiations, our team will structure an agreement template and negotiation approach, assist in establishing business
terms and draft an agreement, and communicate changes with key internal stakeholders. In alignment with the
PMBOK’s procurement management guidelines, we strongly recommend that the Treasurer’s IS Division Project
Manager be directly involved in the negotiation process to ensure the final agreement meets the RFP requirements
and mitigates risks identified during the procurement processes.
Deliver Protest Support: Following formal announcement of the contract award, the Contractor will assist the
Treasurer’s IS Division Project Manager and appropriate contracting and legal personnel to debrief Offerors, as
requested, by providing appropriate evaluation documentation and feedback and developing any necessary
documentation and presentations. The Contractor has a proven record of supporting successful acquisition without
protest; however, in the event of a bid protest, we will work with the Treasurer's IS Division and MC OPS to prepare
appropriate documentation and participate in meetings to solidify the MC OPS source selection process and decision.
In accordance with Requirement ID 2.4.1.18, our support will include attending and testifying at hearings to help
resolve a protest or appeal.
Close the Acquisition Process: Following the PMBOK, our team recommends that the Treasurer’s IS Division
Project Manager encourage project participants to document lessons learned throughout the acquisition process. Upon
contract award, our team will facilitate a working session with the key stakeholders of the TIS replacement acquisition
to compile lessons learned that will assist the organization to grow based on this process as well as to improve future
acquisition efforts.
Deliverables:
1. Final Strategic Plan
2. Final Resource and Organization Plan
3. Final Data and Integration Plans
4. Final Technology Roadmap
5. Contract Review, Negotiation Assistance, and Non-Binding Recommendations
6. Audit and Protest Support Documentation

SERIAL 13123-RFP
7. Final Award Package, Budget Request Proposals, and Presentations
Years
Requiremen Respo Providing Additional
t Requirement nse Requiremen Requirement
ID Description Code t Information
The Consultant shall, upon a new TES solution S 25
selection, create draft Statement of Work (“SOW”)
documents, budget justification documents, and
presentations as requested for review by the IS
Division’s Project Manager for use to secure funding,
complete contract negotiations and award, that unless
2.4.1.17
otherwise instructed, adheres to the PMI standards as
documented in the PMBOK®, supply chain
management (SCM) industry standards for enterprise
solutions, and the Arizona Revised Statutes (“A.R.S”),
§ 41 State Government, Chapter 23 Arizona
Procurement Code.
The Consultant shall, in the event of a bid protest, S 25
prepare documents in response to a bidder’s protest or
appeals and participate in meetings. This includes
2.4.1.18 attending and testifying at hearings to help resolve a
protest or appeal. The Consultant shall work in
conjunction with Treasurer's Office and Maricopa
County’s OPS on these issues.
2.5 Phase IV - Solution Implementation:
The Consultant shall report to the IS Division’s Project Manager. For Phase IV the Consultant
shall provide recommendations and documentation for the successful project initiation, planning,
and implementation of a new TES solution.
During this phase, the Contractor will leverage the knowledge and skills of our key personnel to provide staff
augmentation support for the successful project initiation, planning, and implementation of the new TES solution in
accordance to PMBOK and SCM standards.
The Contractor will execute tasks within this phase to develop project management plans that include:
 Final Analysis Document and  Meeting Agenda, Minutes, and Presentations
Recommendation to Cleanse Data  Deliverables Review and Approval Meetings
 Communication Plan  Weekly Time-Tracking Reports
 Project Plans  Weekly Status Reports
 Risk Management Plan  Monthly Issue Reports
The following subsections describe in more detail our approach to meeting the requirements as outline in the SOW
for Phase IV: Solution Implementation support.
Data Analysis and Preparation
We understand that Treasurer’s Information System (“TIS”) is a 25-year old system written primarily in OpenVMS
COBOL with an Oracle RDB database management system. There are three primary databases supporting TIS:
1. Property
2. Nextis
3. Accounting
There are also numerous shadow systems in MS-Access and MS-Excel spreadsheets supporting the business.
Maricopa County is preparing for the replacement of TIS system and it is highly desirable to cleanse the data and fix
erroneous records before migrating to the new system.
The scope of the Data Analysis and Preparation task is to analyze the existing data from the three core databases as
well as data the residing in MS Access and MS-Excel spreadsheets. The purpose of the analysis is to identify gaps or

SERIAL 13123-RFP
quality issues in the current data and to develop a plan to address them as the County prepares for new system
implementation. This effort will identify potential data issues and help reduce possible risks that could occur during
the migration from the legacy system to the new system. Data quality challenges may occur due to issues such as the
following:
 Non-Conforming Data Standards: Data Standards not being enforced while capturing the information
 Fields left blank: Data not being captured for the required fields
 Referential integrity gaps: Referential integrity rules not being enforced
 Invalid values: Values not being checked against a list of valid values
 Duplication and redundancy: The same information occurring multiple times in the database, potentially
with inconsistent values.
The figure below presents a summary of our approach, activities, and estimates timeline for this task.
Time Line
Month 1 Month 2 Month 3 Month 4 Month 5 Month 6
Identify Data Sources Data Preparation Enhanced Data Analysis
 Identify Data Sources (RDB,  Prioritize attributes list based  Analyze data for uncommon issues
Access and Spreadsheets) on business usage like
 Obtain Data Dictionary for each  Identify Attribute Business  Orphan child
source rules  Duplicate records
Identify Tables and Attributes for Data  Extract and Load selected  Duplicate key values
Analysis data (subset of main data) for  Foreign key inconsistency
 Identify key transactional and upload into the data Quality  Resolve conflicts with business
dimensional tables tool or to SQL Server owners
 Identify system owner for dimensional  Analyze incoming interfaces
tables  Prepare other data subset(s) and run
 Identify spreadsheets with data NOT  Assess Data Data with Analysis Data Quality Tool  same Prepare exercise final data on this profiling/analysis dataset
from the database or with custom SQL report
 Analyze identify new MS-Access tables and Databases attributes to if  Analyze data Quality report result  Prepare data quality improvement and
any generated by the tool or by custom recommendation report
 Identify list of Attributes for data  SQL Do further analysis on data
analysis attributes based on the business
Prepare Environment for Data  rules Prepare preliminary data analysis/
 Prepare Environment Analysis to host profiling report
data for analysis
 Create userids for accessing
the data
Tool (Optional)
Install and configure
Data Quality Tool
Deliverables Final
 List of all data sources Check point  Additional list of tables and Check point  Final Data analysis/ Approval
 List of data attributes in attributes not in the profiling Report
scope for data cleansing database  Data Quality
 Business rules Improvement and
associated with the  Preliminary Data analysis/ Recommendation
identified attributes profiling report report
Figure 3: Data analysis approach
The Team will use a proven six step iterative approach that is customized to suite Maricopa County’s data quality and
data profiling project needs. In Step 1 we will identify the data sources, in Step 2 we will identify tables and associated
attributes (data elements/columns), in Step 3 we will prepare the technical environment needed to analyze and profile
data, in Step 4 we will analyze the data using the data quality tool, and in Step 5 we will conduct deeper analysis of
the data and submit recommendations. Each of these steps is described in more detail below.
Step 1: Data Source Identification – The first and foremost activity is to identify all data sources that are candidates
for data profiling. This includes transactional databases, spreadsheets, MS-Access databases, and reporting databases.
The Team will work with the County to inventory all relevant data sources which might be candidate for data analysis.
Based on our prior experience working on data quality projects, we often find that there are many spreadsheets and
access databases which have duplicative information or are just one-off variance of the main source data. These will
be identified and marked accordingly during our initial analysis of all the identified data sources.

SERIAL 13123-RFP
Step 2: Tables and attribute identification – The Team will then identify, with the help of the County team, dimensional
(reference data) and transactional tables. We will identify owners for the dimensional tables so that further contacts
can be made with them as we go down the path of analyzing and profiling data. For all the data sources identified
above, the team will obtain system data model, data dictionary, or other meta-data information. Based on the
information collected, we will create a master list of all the attributes (data elements) as well as identifying their
sources. This will also include attributes which are maintained in spreadsheets and other shadow systems.
From the attribute list, working with County subject matter experts, we will determine whether each attribute is in or
out of the data profiling project scope. For each attribute, we will determine whether the attribute should be included
in the scope of the data quality analysis. Attributes that contain business information are always included in the scope
of the project regardless of how often the data is used. Some attributes may be excluded from data profiling scope if
there is no value in profiling these. Attributes that may fall under this category include audit trail attributes (e.g., Date
Last Updated, Record Created By) and primary key attributes.
Included within the above analysis will be an assessment of records retention requirements. For each attribute the
Contractor will work with the County to review the state statutes for records management and retention and to
determine how much of the data will likely be converted, and therefore how much should be included in the data
analysis activity.
Step 3: Environment Preparation – The Team will work with the County’s technical team to prepare the technical
environment for data analysis. This includes preparation of the machine on which the software is loaded, establishing
connectivity to the database, preparing the database for the subset data file, creating valid user IDs, and implementing
security measures. We anticipate using existing tools that are already owned by the County, to include SQL Server
Integration Services (SSIS), SQL Server Data Quality Services (DQS), and Microsoft Office Tools. We will configure
the business rules for each of the attributes using the tool and/or use custom SQLs to validate the data and identify
anomalies.
Step 4: Data Preparation – For each identified attribute, the Team will assign a priority level, such as high, medium,
or low. This priority is based on data usage, inputs from business users and stakeholders, key reports, and data entry
screens. We will work with stakeholders to understand the relative importance of various types of data, and to avoid
a situation where all data is considered highly critical (this is a tendency based our prior experience). The factors
below will be considered in preparing the data:
 Can the County get its work done and report confidently on its activities if values for the attribute are
corrupted?
 How often is the attribute used?
 How is data for the attribute entered and stored?
The table below suggests priority ratings based on the three suggested factors.
Priority Business Impact Frequency of Use Data Entry/Storage
High Cannot conduct business Frequently Free text or numeric attributes
Medium Can conduct business, perhaps Sometimes Drop down list box or checkbox
with hardship attributes
Low Not necessary to conduct Rarely Calculated attributes, restricted
business attributes, or comment attributes
Based on the attribute priority, we will determine what should be in the first data set for data analysis. We will also
take into account record retention mandates when looking into years of data to be included in the first data set. Starting
with a smaller data asset is not resource-intensive and provides quick results from the analysis which can further be
analyzed and consumed. Our suggested approach will be to include high/critical attributes with 3-5 years of data.
Once we have attribute list for the first dataset, we will obtain business rules for these attributes. Business rules can
come from multiple sources like COBOL source code, design documents, data dictionaries, and user manuals. These
business rules will be extracted from different sources into a document and that will be used as basis for configuring
the data quality tool and/or creating custom SQLs. We will focus on business rules that are related to data quality. The
below table provides some of these business rules.
Identity Rules. Identity rules govern primary key and foreign key integrity. For example,
Employee ID primary key values must be unique within the Employee table.

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Reference Rules. Reference rules govern relationships between entities. For example, an
Employee must be related to an instance of a Position.
Cardinality Rules. Cardinality rules govern the minimum and maximum number of allowable
relationships between entities. For example, an Employee must be related to at least one and
only one instance of a Position.
Inheritance Rules. Inheritance rules govern specialized structures, such as subtypes and super-
types of entities. For example, a Position must be seasonal or permanent, but cannot be both.
Value Set Rules. Value set rules governs the list of allowable values, range of allowable values,
allowable character set, or pattern mask. For example, Employee First Name values cannot
contain numeric characters.
Relationship Dependent Rules. There are three types of relationship dependent rules.
 State Dependent Rules. State dependent rules ensure that values reflect the actual
nature of the relationship between entities. For example, Position Status values must be
equal to “Filled” when a Position is related to an instance of Employee.
 Mutually Dependent Rules. Mutually dependent rules ensure that certain relationships
between entities exist. For example, if an Employee is related to an Account, then that
Employee should be related to a Position that is related to the same Account.
 Mutually Exclusive Rules. Mutually exclusive rules ensure that certain relationships
between entities do not exist. For example, if a Position is filled by an Employee, then
that Employee cannot administer the same Position.
Attribute Dependent Rules. There are three types of attribute dependent rules.
 State Dependent Rules. State dependent rules ensure that attribute values are
consistent. For example, age should be the difference between current data and date of
birth
 Mutually Dependent Rules. There are two types of mutually dependent rules.
o Derived Rules. Derived rules ensure that attribute values correctly calculate their
values. For example, age should be the difference between current data and date of
birth.
o Constrained Rules. Constrained rules ensure that attribute values are dependent on
other attribute values. For example, an hourly Employee can only have hourly pay
rates and must have a seasonal Position.
 Mutually Exclusive Rules. Mutually exclusive rules ensure that, within a group of
attribute values, only one value is allowable. For example, an Employee can have an
Hourly Pay Rate value or a Monthly Pay Rate value, but not both.
We will work with the County’s technical team to extract data from production to be used as input to the data analysis
tool. This data subset will be available in the test environment and can be used multiple times if needed. All the
analysis will be done on a production snapshot and not on actual production data.
Step 5: Data Analysis – The data quality tool will be configured to read the data set created in the above step. The tool
will analyze the data based on the business rules and will create multiple reports that will be used for further analysis.
Based on the initial results, changes to the configured business rules may be warranted if the business rules are not
applied correctly or some of the obvious data inconsistencies are not captured. This is an iterative process and is
continued until satisfactory results are obtained. Tool output is also spot checked against data by using custom SQL
statements. At this point, the Team would have analyzed data for common errors such as:
 Missing Values (Null values)
 Default values (Not having actual values)
 List of Values(LOV)
 Identification of Alpha Characters in Numeric only fields(ALPHA)
 Invalid Dates
 Data format inconsistencies

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Step 6: Enhanced Data Analysis – The Team will write custom SQL code to further analyze data for scenarios which
are not very well captured by the tool. This may include orphan records, duplicate records; incorrect formulas etc.
Custom SQL output will be analyzed and the results will be discussed with business owners for resolution. This is
also an iterative process and we will enhance SQL statements along with the process as we learn more about data and
business rules. Once we have satisfactory output from the tool and custom SQL, we will document the preliminary
results showing various statistics and corrections to be made to cleanse data.
We will then prepare other data sets (additional number of years of data, or medium/low priority attributes) and follow
the same exercises as done for the first data set.
After running through all data sets as agreed upon, we will prepare a final analysis document and recommendation to
cleanse data. In addition to documenting recommendations for the cleansing of County data, this document will also
present a logical design for the systems and technologies necessary to complete the cleansing and extraction of data.
Throughout this process, we will work closely with the County to facilitate knowledge transfer regarding tools and
processes, so that County staff will possess the knowledge and experience necessary to continue the work once the
Contractor’s activities are complete.
Deliverable:
Final Analysis Document and Recommendation to Cleanse Data
Governance and Project Charter
The first step in providing solution implementation support is to conduct project initiation tasks – review existing
processes for IT integration management, recommend a governance structure, and establish a formal charter to clearly
define resource involved, expectations, and organizational plans, structures, and service level agreements.
Prior to defining the governance structure and project charter, the Contractor will meet with Treasurer’s IS Division
and review documentation in order to understand the processes currently used to monitor IT projects and to measure
their performance in accordance with the organization’s business objectives. If applicable to collect further
information, we will conduct detailed interviews with project/program managers, system customers, and other key
staff. The assessment areas may include the following:
 Strategic Alignment to Business Goals and Objectives
Business Case  Alignment to the Arizona law § 11-493, Revised Statutes, (“Statutes”), § 42-
18001
 Resources and Staff Assignments
 Risks Identification and Mitigation
Project Management  Issues Management
 Supporting Systems and Program Documentation
 Performance Measurement
 Support Processes
 Business Processes
Processes
 Implementation Processes
 Change Management Processes
 Data Migration
Implementation  System Architecture
 Deployment
 Infrastructure Operations
 Business Functions
Operations
 System Effectiveness
 Outcomes Management
The information gathered from the assessment area review will help the Contractor establish and recommend a
governance structure, project charter, and information to be used when developing the Project Management Plan.

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Collaboration and Governance: Successful integration requires collaboration between project executive sponsor(s),
subject matter experts, project managers, vendors, and internal and external end-users. This collaboration is critical to
success, and is accomplished by integrating the business case with ongoing project management. Collaboration is not
just part of initial project management, but is part of the ongoing integration governance process. The Contractor will
provide TES solution governance and supplier oversight and management by creating a governance operating model
that adheres to the SCM industry standards for enterprise solutions and outlines decision making rights, reviews,
performance evaluations, a service provider account manager, and authorizes change to project or service delivery, as
defined in Requirement ID 2.5.1.3.
Project Charter: The Contractor will work with the Treasurer’s IS Division to establish a charter based on key inputs
such as the TES requirements, business case, environmental factors, existing organizational processes, and
agreements. The project charter will be in accordance with PMBOK standards to formally authorize the existence of
the project, provide the IS Division Project Manager with the authority to apply organizational resources to project
activities, and establish agreements and partnerships between the Treasurer’s IS Division and supplier.
The charter will define recommendations that document clear roles and establish responsibilities across the Treasurer’s
IS Division, the Contractor, and the TES supplier, and provide written recommendations that document the service
level management and relationship standards between the Treasurer’s Office and the supplier, as defined in
Requirements ID 2.5.1.1, 2.5.1.2, 2.5.1.4, and 2.5.1.5. This includes, but is not limited to, clarifying expectations and
documenting these in a Service Level Agreement (SLA), Operating Level Agreement (OLA), and Underpinning
Contract(s) (UC). The Contractor will monitor, report, review, and track the agreements and contract(s) using the
Application Life Cycle Management (ALM) software tools in use by the Treasurer’s IS Division.
Deliverable
1. Project Governance Charter
Requirement Requirement Response Years Additional
ID Description Code providing Requirement
Requirement Information
2.5.1.1 The Consultant shall report to the IS Division’s Project S 25
Manager. All assigned Consultant personnel shall
serve to augment the IS Division on the TES project.
Consultant personnel shall include a project manager
with at least five (5) years of progressive project
management experience. The designated project
manager shall have relevant experience managing at
least one project of similar complexity. Desirable
experience includes, a project manager with
advanced project management education or current
project management (i.e., PMP®, Agile) certifications.
2.5.1.2 The Consultant shall provide staff augmentation S 25
support for the project initiation, planning, and
implementation phases of the new TES solution by
creating project management plans including, but
not limited to: project plans, work breakdown
structures, project schedules and milestone statuses,
resource allocation and organization plans,
communication plans, risk assessment and mitigation
plans, configuration and control plans, test plans,
sustainment plans, project release and transition
plans, training and support plans, and project close-
out plans. Unless otherwise instructed, the plans
shall adhere to the PMI standards as documented in
the PMBOK®.

SERIAL 13123-RFP
Requirement Requirement Response Years Additional
ID Description Code providing Requirement
Requirement Information
2.5.1.3 The Consultant shall provide TES solution governance S 25
and supplier oversight and management by creating
a governance operating model that outlines decision
making rights, reviews, performance evaluations, a
service provider account manager, and authorizes
changes to project or service delivery. This model
shall, unless otherwise instructed, adhere to supply
chain management (SCM) industry standards for
enterprise solutions.
2.5.1.4 The Consultant shall provide written S 25
recommendations that document the service level
management and relationship standards between
the Treasurer’s Office and the supplier. This includes,
but is not limited to, clarifying expectations and
documenting these in a Service Level Agreement
(SLA), Operating Level Agreement (OLA), and
Underpinning Contract(s) (UC). The monitoring,
reporting, reviewing, and tracking of the agreements
and contract(s) shall be conducted using Application
Life Cycle Management (ALM) software tools in use
by the Treasurer’s IS Division.
2.5.1.5 The Consultant shall provide written S 25
recommendations that document clear roles and
establish responsibilities across the IS Division, the
Consultant, and the TES supplier that adhere to the
PMI standards as documented in the PMBOK®.
Project Planning
Project planning for the TES implementation consists of developing the Project Management Plan (PMP). The
Contractor will use information from data gathering, the project charter, and organizational processes to develop a
PMP to define how the project is executed, monitored and controlled, and closed. The PMP provides a central
document that defines the basis of all project work.
The PMP will include the full Systems Development Life Cycle (SDLC) Integrated Master Schedule (IMS), based on
detailed individual Work Breakdown Structures (WBSs), that integrates the schedules of all of the TES program
contractors and provides the Treasurer’s Office leadership with a comprehensive view of the interdependencies
between the contractors and the overall status of the program; a staffing plan and Responsible-Accountable-Consulted-
Informed (RACI) matrix to define work responsibilities, and Standard Operating Procedures (SOPs) to define how
work is managed. Additionally, the PMP will address and recommend activities for the following factors:
 Change Management (Requirement ID 2.5.1.6)
 Performance Metrics and Measurement Stakeholder (Requirement ID 2.5.1.7)
 Treasurer’s Office and Vendor Coordination (Requirement ID 2.5.1.7)
 Quality Control (Requirement ID 2.5.1.7)
 Risk Mitigation (Requirement ID 2.5.1.12)
 Training Strategies/Approach (Requirement ID 2.5.1.9)
 Issue Management (Requirement ID 2.5.1.9)
 Communication Management (Requirement ID 2.5.1.8 and 2.5.1.10)
Once approved by the Treasurer’s IS Division, we use the PMP to document planning assumptions and decisions; to
facilitate communications among stakeholders; to define approved scope, cost, and schedule baselines; to describe

SERIAL 13123-RFP
how and when project objectives will be achieved; and to specify and track the completion of program deliverables
and delivery dates. During execution of the PMP, we maintain work papers, manage project files and deliverable,
and log key program decisions.
Deliverable:
1. Project Management Plan
Requirement Requirement Response Years Additional
ID Description Code providing Requirement
Requirement Information
2.5.1.6 The Consultant shall provide written S 25
recommendations to document the change
management process for TES requirement changes
that adhere to the PMI standards as documented in
the PMBOK®.
2.5.1.7 The Consultant shall provide written S 25
recommendations that establishes best practices for
the supplier and the Treasurer’s Office to accomplish
the alignment of business needs with metrics and
measurements that match the expected value and
delivers a successful product.
2.5.1.8 The Consultant shall provide written S 25
recommendations that define successful
coordination across multiple teams to deliver
services that produce expected TES project
deliverables that adhere to the signed Agreement.
2.5.1.9 The Consultant shall provide written S 25
recommendations that define a positive user
experience, meet technology needs, provides
training, support, and resolves issues and complaints
throughout the TES project to the user’s satisfaction.
2.5.1.10 The Consultant shall provide written S 25
recommendations that define expectations, common
languages, assigns designated contacts across
entities, schedules regular communication, and
establishes clear hand-offs between project phases
that adhere to the PMI standards as documented in
the PMBOK®.
Manage and Monitor Work
The Contractor’s approach for delivering TES implementation support services is based on best practices defined
within the PMBOK and focuses on managing and monitoring the work. This approach is grounded in lessons our team
has learned supporting similar state and local financial managements system improvement and sustainment initiatives.
Within this task, the Contractor will review and validate the TES solution provider’s plans, documentation, and
deliverables. The Contractor will support the Treasurer’s IS Division in proactively identifying risks to schedule, cost
and quality and aid in preparing for strategic, tactical, project, operational, training, testing, support and lessons learned
discussions/meetings (Requirement ID 2.5.1.11), and help to mitigate risks (Requirement ID 2.5.1.12), and to prevent
future change orders by identifying triggers, warning signs, and tracking issues (Requirement ID 2.5.1.13).

SERIAL 13123-RFP
The Contractor will executive these activities by providing project leadership with practical, unbiased advice that can
help the project avoid major problems and improve the chances or project success. The Contractor views this to be an
important element of our solution implementation support role: providing the Treasurer’s Office with an insightful
and unbiased assessment of the current status and future risks of the TES project. To be useful, this assessment must
be:
 Objective and factual. The information we present should be based on objective evidence and data, whether
acquired through documentation review, meeting attendance, or interviews. It should also be free of bias or
self-interest, and present the information in a manner that most clearly highlights impacts to the Treasurer’s
Office.
 Informed by experience. The recommendations we provide should be based on practical experience, whether
that is the combined experience of multiple organizations as embodied in leading practices, or in the extensive
individual experience of our team members. Recommendations should be informed by a practical experience
of what has worked in the past and what is likely to work for the Treasurer’s Office.
 Predictive, not reactive. We must provide the Treasurer’s Office with information on upcoming risks and
issues, not just report on things that have already happened. While status reporting is valuable, the ability to
proactively influence future events is even more
valuable. Figure 4: Risk Management Methodology
 Focused and actionable. Our
recommendations to the Treasurer’s Office
will focus on the most urgent and
important risks and issues that deserve
their attention. Part of our role is to help the
Treasurer’s Office understand where their
engagement and intervention will be most
crucial to program success. Our
recommendations will also be actionable,
and provide the Treasurer’s Office with
specific alternative courses of action, along
with a justifying rational for each
recommendation.
The Contractor’s focus in delivering risk
management, quality assurance, organizational
change and public relations support services will position the Treasurer’s Office for project success by anticipating
problems and by focusing on those activities that will have the most impact on project performance.
Risk Identification and Management: The Contractor’s risk management approach is structured, non-punitive, and
collaborative. It has been implemented for numerous clients including the State of California, the New Jersey
Turnpike, the State of Ohio, the Office of Personnel Management, and the Pennsylvania Turnpike. For each of these
clients, we provided regular, proactive risk management activities in accordance with our methodology. Figure 7
presents a high-level depiction of our methodology for identifying, assessing, and mitigating risks.
Our risk management methodology has three major phases:
1. Assessing the risk environment. We assess current risk management practices within the client, assess the
level of tolerance for risk within the organization and determine the acceptable level of risk that the
organization wishes to take.
2. Assessing risk. We then regularly identify and analyze risks, and plan the appropriate response to each risk.
3. Monitor and control risk. The final phase is monitoring and control, where we monitor the implementation
of risk mitigation activities, and recommend improvements to the management of individual risks and to
the risk management practices of the organization as a whole.
We maintain a Risk Log, as depicted in Figure 5 that tracks each risk, including understanding the potential impact of
each risk, the probability of occurrence and the urgency of addressing the risk. We will maintain a risk log in the
format shown below for all project risks that we identify. For those risks that are appropriately managed through the

SERIAL 13123-RFP
TES solution provider’s risk management processes, we will also insert the risk into their risk log and track their
actions to manage the risk.
Figure 5: Risk Log
It is very easy for project leadership on large, complex projects to become so buried in day-to-day demands that
broader strategic business needs and concerns do not receive the focus and attention they require. As a consequence,
while day-to-day issues may be addressed and resolves, larger more complex problems may not be anticipated or
recognized, or decisions may be made with a narrow short-term focus.
As an example, to help project leadership on the State of California FI$Cal statewide-ERP project maintain a strategic
focus, we conducted a monthly Strategic Project Review with the FI$Cal Project Executive and Project Director. This
meeting’s purpose was to discuss important strategic issues and risks, without the distraction of pressing day-to-day
concerns. To support each monthly Strategic Project Review meeting, we packaged information on the most critical
risks and issues, along with a digest of significant project milestones and decisions, into a monthly Project Risk
Assessment. Each month, we reviewed this Assessment with project leadership, and highlighted the issues, risks, and
decisions that we considered most in need of management attention. These project review meetings helped the FI$Cal
project leadership to retain focus on issues such as whether:
 Project scope and requirements remained consistent with, and supportive of, project objectives;
 Necessary performance metrics were defined to measure project progress and project success; and
 Decisions taken to resolve near-term issues were in the long term interests of the project and its
stakeholder.
We would institute a similar monthly strategic project review with the Treasurer’s Office, and use the meeting to
discuss key risks and to discuss methods to mitigate each risk.
Quality Assurance: The Contractor takes a multi-dimensional approach to solution implementation Quality
Assurance (QA). Our approach is ground in the following set of QA categories, through which we measure the
performance of a project in all the areas of project activity that drive project success:
 Governance – To assess the level executive stakeholder awareness, buy-in and support, and the willingness
and ability to make timely, fact-based decisions.
 Project Management – To determine if the project is planned and managed in a fashion that effectively
defines and controls scope, schedule, budget and resources.
 Risk and Issue Management – To determine whether risks and issues are accurately and comprehensively
identified and managed. Also to determine whether the culture of the organization supports proactive and
transparent communication of risks and issues.
 Quality Management – To assess the activities involved in quality planning, implementation of the quality
plan, and the quality assurance functions within the project.
 Organizational Change and Training – To determine whether internal and external stakeholders are being
prepared for – and will be ready for – the impending changes.

SERIAL 13123-RFP
 Requirements Management – To assess the requirements management plan and validate that requirements
management activities are implemented in accordance with the requirements management plan.
 Procurement and Contract Management – To determine whether procurement activities enable the best
possible vendor selection and whether resulting contracts are managed in a fashion that reinforces quality
and accountability.
 Solution Development and Implementation –To validate that solutions are being designed, developed and
implemented in accordance with approved plans and designs.
 Maintenance and Operations – To determine whether the project is conducting maintenance and operations
activities according to plan and service agreements.
The Contractor will develop QA Reports that will serve as the primary method to document and communicate the
performance ratings for each QA category. Any significant findings and recommendations will be tracked within our
QA reports on an ongoing basis, and we will document the project’s efforts to address and resolve any findings. As
issues are identified, where appropriate they will be introduced into the implementation services vendor’s issue log
for tracking and resolution through the normal project issue management process.
Deliverables
1. Risk Management Analysis
2. Quality Assurance Analysis
3. Recommended Agendas
Requirement Requirement Response Years Additional
ID Description Code providing Requirement
Requirement Information
2.5.1.11 The Consultant shall provide written S 25
recommendations to define agendas for regularly
scheduled meetings, including but not limited to,
strategic, tactical, project, operational, training,
testing, support, and lessons learned meetings that
adhere to the PMI standards as documented in the
PMBOK®.
2.5.1.12 The Consultant shall provide written S 25
recommendations to define risk management. This
includes but is not limited to, risk tracking, review,
controls and risk mitigation, resolution and resiliency
that properly handle unexpected issues throughout
the TES project that adhere to the PMI standards as
documented in the PMBOK®.
2.5.1.13 The Consultant shall provide written S 25
recommendations to identify triggers, warning signs,
and track issues early in the TES project and establish
clear responsibilities and escalation paths that
include the supplier providing prompt issue
resolution as defined in the contract and an SLA.
Project Closeout
As defined in Requirement ID 2.5.1.14, the Contractor will develop a detailed production closeout plan that includes
all changes to run programs, copy libraries, job streams and security profiles that are impacted by the elimination
effort, as well as plans for renegotiation of maintenance contracts, retirement and archival of configurable items for
emergency access to historical data and processes, and data retention and archival as specified in requirements,
including legal requirements and corporate policies.

SERIAL 13123-RFP
The Production Closeout Plan will validate that retired legacy system applications, software and historical data are
secure from unauthorized access after system elimination, and will specify procedures for the authorized retrieval
and restoration of legacy configurable items and historical data.
Deliverable
1. Production Closeout Plan
Requirement Requirement Response Years Additional
ID Description Code providing Requirement
Requirement Information
2.5.1.14 The Consultant shall Develop detailed production S 25
closeout plan. This includes, but is not limited to, all
changes to run programs, copy libraries, job streams
and security profiles that are impacted by the
elimination effort, as well as plans for renegotiation
of maintenance contracts, retirement and archival of
configurable items for emergency access to historical
data and processes, and data retention and archival
as specified in requirements, including legal
requirements and corporate policies. The closeout
plans should ensure that retired legacy system
applications, software and historical data are secure
from unauthorized access after system elimination,
and should specify procedures for the authorized
retrieval and restoration of legacy configurable items
and historical data.

SERIAL 13123-RFP
EXHIBIT C
OFFICE OF PROCUREMENT SERVICES CONTRACTOR TRAVEL AND PER DIEM POLICY
1.0 All contract-related travel plans and arrangements shall be prior-approved by the County Contract Administrator.
2.0 Lodging, per diem and incidental expenses incurred in performance of Maricopa County/Special District (County) contracts
shall be reimbursed based on current U.S. General Services Administration (GSA) domestic per diem rates for Phoenix,
Arizona. Contractors must access the following internet site to determine rates (no exceptions): www.gsa.gov
2.1 Additional incidental expenses (i.e., telephone, fax, internet and copying charges) shall not be reimbursed. They
should be included in the contractor’s hourly rate as an overhead charge.
2.2 The County will not (under no circumstances) reimburse for Contractor guest lodging, per diem or incidentals.
3.0 Commercial air travel shall be reimbursed as follows:
3.1 Coach airfare will be reimbursed by the County. Business class airfare may be allowed only when preapproved
in writing by the County Contract Administrator as a result of the business need of the County when there is no
lower fare available.
3.2 The lowest direct flight airfare rate from the Contractors assigned duty post (pre-defined at the time of contract
signing) will be reimbursed. Under no circumstances will the County reimburse for airfares related to
transportation to or from an alternate site.
3.3 The County will not (under no circumstances) reimburse for Contractor guest commercial air travel.
4.0 Rental vehicles may only be used if such use would result in an overall reduction in the total cost of the trip, not for the
personal convenience of the traveler. Multiple vehicles for the same set of travelers for the same travel period will not be
permitted without prior written approval by the County Contract Administrator.
4.1 Purchase of comprehensive and collision liability insurance shall be at the expense of the contractor. The County
will not reimburse contractor if the contractor chooses to purchase these coverage.
4.2 Rental vehicles are restricted to sub-compact, compact or mid-size sedans unless a larger vehicle is necessary for
cost efficiency due to the number of travelers. (NOTE: contractors shall obtain pre-approval in writing from the
County Contract Administrator prior to rental of a larger vehicle.)
4.3 County will reimburse for parking expenses if free, public parking is not available within a reasonable distance of
the place of County business. All opportunities must be exhausted prior to securing parking that incurs costs for
the County. Opportunities to be reviewed are the DASH; shuttles, etc. that can transport the contractor to and from
County buildings with minimal costs.
4.4 County will reimburse for the lowest rate, long-term uncovered (e.g. covered or enclosed parking will not be
reimbursed) airport parking only if it is less expensive than shuttle service to and from the airport.
4.5 The County will not (under no circumstances) reimburse the Contractor for guest vehicle rental(s) or other any
transportation costs.
5.0 Contractor is responsible for all costs not directly related to the travel except those that have been pre-approved by the
County Contract Administrator. These costs include (but not limited to) the following: in-room movies, valet service, valet
parking, laundry service, costs associated with storing luggage at a hotel, fuel costs associated with non-County activities,
tips that exceed the per diem allowance, health club fees, and entertainment costs. Claims for unauthorized travel expenses
will not be honored and are not reimbursable.
6.0 Travel and per diem expenses shall be capped at 15% of project price unless otherwise specified in individual contracts.

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