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SERIAL # 220151-RFP CONTRACT MARICOPA COUNTY WORKFORCE MARICOPA COUNTY WORKFORCE DEVELOPMENT JOB SEEKER INITIATIVES 220151-RFP This contract is entered into this 26th day of January 2022 (effective 1st day of February 2022) by and between Maricopa County (“County”), a political subdivision of the State of Arizona, and AROUET FOUNDATION dba AROUET, an Arizona corporation (“Contractor”) for the purchase of targeted, evidence-based, and/or best practice workforce programs and services to job seekers, especially those who have been disproportionately affected by the COVID-19 pandemic. 1. CONTRACT TERM This contract is for a term of one year and six months, beginning on the 1st of February 2022 and ending the 31st of July 2023. 2. OPTION TO RENEW The County may, at its option and with the concurrence of the Contractor, renew the term of this contract up to a maximum of two additional year(s), (or at the County’s sole discretion, extend the contract on a month-to-month basis for a maximum of six months after expiration). The Contractor shall be notified in writing by the Office of Procurement Services of the County’s intention to renew the contract term at least 60 calendar days prior to the expiration of the original contract term. 3. PRICE ADJUSTMENTS Any requests for reasonable price adjustments must be submitted 60 calendar days prior to contract expiration. Requests for adjustment in cost of labor and/or materials must be supported by appropriate documentation. The reasonableness of the request will be determined by comparing the request with the Consumer Price Index or by performing a market survey. If County agrees to the adjusted price terms, County shall issue written approval of the change and provide an updated version of the contract. The new change shall not be in effect until the date stipulated on the updated version of the contract. 4. CONTRACT COMPLETION In preparation for contract completion, the Contractor shall make all reasonable efforts for an orderly transition of its duties and responsibilities to another provider and/or to the County. This may include, but is not limited to, preparation of a transition plan and cooperation with the County or other providers in the transition. The transition includes the transfer of all records and other data in the possession, custody, or control of the Contractor that are required to be provided to the County either by the terms of this agreement or as a matter of law. The provisions of this clause shall survive the expiration or termination of this agreement. 5. PAYMENTS 5.1 As consideration for performance of the duties described herein, County shall pay Contractor the sums stated in Exhibit A-1 – Fee Schedule. 5.2 Services are funded by CFDA ALN 21.027. SERIAL# 220151-RFP 5.3 All expenditures are required to be reported within the fiscal year they were expended. 5.4 A contract does not guarantee any purchases will be made (minimum or maximum). 5.5 Providers must adhere to budgeted amounts and receive approval from the County for increases prior to exceeding budgets. 6. INVOICES 6.1 The contracts resulting from this RFP will be on a cost-reimbursement basis for the funding provided per participant, which shall require records of expenditures and the participants to which they were tied to and the County shall reimburse the subrecipient on a net “0” payments standard. An invoice shall be submitted no less than every thirty days unless there were no payments made within that thirty-day period. 6.1.1. The subrecipient shall specify the costs allocated to administrative costs and provide the associated records of expenditures. 6.1.2. For-profit companies/firms shall specify the costs associated with profit. 6.1.3. The contractor shall submit one legible copy of their detailed invoice before payment(s) will be made. Incomplete invoices will not be processed. At a minimum, the invoice must provide the following information, if applicable: • Company name, address, and contact information • County bill-to name and contact information • Contract serial number • County purchase order number • Project name and/or number • Invoice number and date • Payment terms • Date of service or delivery • Quantity • Contract item number(s) • Description of purchase (product or services) • Pricing per unit of purchase • Extended price • Total amount due 6.2 Contractor shall submit ALL Human Services Department invoices to the following email address: hsdfinance@maricopa.gov 6.3 Problems regarding billing or invoicing shall be directed to the department as listed on the purchase order. 6.4 Payment shall only be made to the Contractor by Accounts Payable through the Maricopa County Vendor Express Payment Program. This is an electronic funds transfer (EFT) process. After contract award, the Contractor shall complete the Vendor Registration Form accessible from the County Department of Finance Vendor Registration Web Site https://www.maricopa.gov/5169/Vendor-Information. 6.5 Discounts offered in the contract shall be calculated based on the date a properly completed invoice is received by the County. 6.6 EFT payments to the routing and account numbers designated by the Contractor shall include the details on the specific invoices that the payment covers. The Contractor is SERIAL# 220151-RFP required to discuss remittance delivery capabilities with their designated financial institution for access to those details. 7. APPLICABLE TAXES 7.1 It is the responsibility of the Contractor to determine any and all applicable taxes and include those taxes in their proposal. The legal liability to remit the tax is on the entity conducting business in Arizona. Tax is not a determining factor in contract award. 7.2 The County will look at the price or offer submitted and will not deduct, add, or alter pricing based on speculation or application of any taxes, nor will the County provide Contractor any advice or guidance regarding taxes. If you have questions regarding your tax liability, seek advice from a tax professional prior to submitting your bid. You may also find information at https://www.azdor.gov/Business.aspx. Once your bid is submitted, the offer is valid for the time specified in this solicitation, regardless of mistake or omission of tax liability. If the County finds overpayment of a project due to tax consideration that was not due, the Contractor will be liable to the County for that amount, and by contracting with the County agrees to remit any overpayments back to the County for miscalculations on taxes included in a bid price. 7.3 Tax Indemnification: Contractor and all subcontractors shall pay all Federal, State, and local taxes applicable to their operation and any persons employed by the Contractor. Contractor shall, and require all subcontractors to, hold Maricopa County harmless from any responsibility for taxes, damages, and interest, if applicable, contributions required under Federal and/or State and local laws and regulations, and any other costs including transaction privilege taxes, unemployment compensation insurance, Social Security, and workers’ compensation. Contractor may be required to establish, to the satisfaction of County, that any and all fees and taxes due to the City or the State of Arizona for any license or transaction privilege taxes, use taxes, or similar excise taxes are currently paid (except for matters under legal protest). 8. AVAILABILITY OF FUNDS 8.1. 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. 8.2. 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 10 days in advance. 9. STRATEGIC ALLIANCE for VOLUME EXPENDITURES (SAVE) The County is a member of the SAVE cooperative purchasing group. SAVE includes the State of Arizona, many Phoenix metropolitan area municipalities, and many K-12 unified school districts. Under the SAVE Cooperative Purchasing Agreement, and with the concurrence of the successful respondent under this solicitation, a member of SAVE may access a contract resulting from a solicitation issued by the County. If contractor does not want to grant such access to a member of SAVE, state so in contractor’s bid. In the absence of a statement to the contrary, the County will assume that contractor does wish to grant access to any contract that may result from this bid. The County assumes no responsibility for any purchases by using entities. SERIAL# 220151-RFP 10. INTERGOVERNMENTAL COOPERATIVE PURCHASING AGREEMENTS (ICPAs) County currently holds ICPAs with numerous governmental entities. These agreements allow those entities, with the approval of the Contractor, to purchase their requirements under the terms and conditions of the County contract. It is the responsibility of the non-County government entity to perform its own due diligence on the acceptability of the contract under its applicable procurement rules, processes, and procedures. Certain governmental agencies may not require an ICPA and may utilize this contract if it meets their individual requirements. Other governmental agencies may enter into a separate Statement of Work with the Contractor to meet their own requirements. The County is not a party to any uses of this contract by other governmental entities. 11. DUTIES The Contractor shall perform all duties stated in Exhibit B – Scope of Work, or as otherwise directed in writing by the procurement officer. 12. TERMS AND CONDITIONS 12.1. INDEMNIFICATION 12.1.1. To the fullest extent permitted by law, and to the extent that claims, damages, losses, or expenses are not covered and paid by insurance purchased by the contractor, the contractor shall defend, indemnify, and hold harmless the County (as Owner), its agents, representatives, officers, directors, officials, and employees from and against all claims, damages, losses, and expenses (including, but not limited to attorneys' fees, court costs, expert witness fees, and the costs and attorneys' fees for appellate proceedings) arising out of, or alleged to have resulted from, the negligent acts, errors, omissions, or mistakes relating to the performance of this contract. 12.1.2. Contractor's duty to defend, indemnify, and hold harmless the County, its agents, representatives, officers, directors, officials, and employees shall arise in connection with any claim, damage, loss, or expense that is attributable to bodily injury, sickness, disease, death, or injury to, impairment of, or destruction of tangible property, including loss of use resulting therefrom, caused by negligent acts, errors, omissions, or mistakes in the performance of this contract, but only to the extent caused by the negligent acts or omissions of the contractor, a subcontractor, anyone directly or indirectly employed by them, or anyone for whose acts they may be liable, regardless of whether or not such claim, damage, loss, or expense is caused in part by a party indemnified hereunder. 12.1.3. The amount and type of insurance coverage requirements set forth herein will in no way be construed as limiting the scope of the indemnity in this section. 12.1.4. The scope of this indemnification does not extend to the sole negligence of County. 12.2. INSURANCE 12.2.1. Contractor, at Contractor’s own expense, shall purchase and maintain, at a minimum, the herein stipulated insurance from a company or companies duly licensed by the State of Arizona and possessing an AM Best, Inc. category 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. 12.2.2. 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 SERIAL# 220151-RFP satisfactorily completed and formally accepted. Failure to do so may, at the sole discretion of County, constitute a material breach of this contract. 12.2.3. In the event that the insurance required is written on a claims-made basis, Contractor warrants that any retroactive date under the policy shall precede the effective date of this contract and either continuous coverage will be maintained, or an extended discovery period will be exercised for a period of two years beginning at the time work under this contract is completed. 12.2.4. Contractor’s insurance shall be primary insurance as respects County, and any insurance or self-insurance maintained by County shall not contribute to it. 12.2.5. Any failure to comply with the claim reporting provisions of the insurance policies or any breach of an insurance policy warranty shall not affect the County’s right to coverage afforded under the insurance policies. 12.2.6. 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. Contractor 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. 12.2.7. The insurance policies required by this contract, except Workers’ Compensation and Errors and Omissions, shall name County, its agents, representatives, officers, directors, officials, and employees as additional insureds. 12.2.8. The policies required hereunder, except Workers’ Compensation and Errors and Omissions, shall contain a 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. 12.2.9. If available, the insurance policies required by this contract may be combined with Commercial Umbrella Insurance policies to meet the minimum limit requirements. If a Commercial Umbrella insurance policy is utilized to meet insurance requirements, the Certificate of Insurance shall indicate which lines the Commercial Umbrella Insurance covers. 12.2.9.1. Commercial General Liability Commercial General Liability (CGL) insurance and, if necessary, Commercial Umbrella insurance with a limit of not less than $1,000,000 for each occurrence and $2,000,000 General Aggregate Limit. The policy shall include coverage for premises liability, bodily injury, broad form property damage, personal injury, products and completed operations and blanket contractual coverage, and shall not contain any provisions which would serve to limit third party action over claims. There shall be no endorsement or modifications of the CGL limiting the scope of coverage for liability arising from explosion, collapse, or underground property damage. 12.2.9.2. Automobile Liability Commercial/Business Automobile Liability insurance with a combined single limit for bodily injury and property damage of not less than $1,000,000 each occurrence with respect to any of the Contractor’s owned, hired, and non-owned vehicles assigned to or used in SERIAL# 220151-RFP performance of the Contractor’s work or services or use or maintenance of the premises under this contract. 12.2.9.3. Workers’ Compensation 12.2.9.3.1. 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. 12.2.9.3.2. Contractor, its subcontractors, and sub-subcontractors waive all rights against this contract 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, its subcontractors, and its sub-subcontractors pursuant to this contract. 12.2.9.4. Professional Liability Insurance Contractor shall maintain Professional Liability insurance which will provide coverage for any and all acts arising out of the work or services performed by the contractor under the terms of this contract, with a limit of not less than $1,000,000 for each claim, and $2,000,000 aggregate claims. 12.2.10. Certificates of Insurance 12.2.10.1. Prior to contract award, Contractor shall furnish the County with valid and complete 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. 12.2.10.2. In the event any insurance policy(ies) required by this contract is (are) written on a claims-made basis, coverage shall extend for two years past completion and acceptance of Contractor’s work or services and as evidenced by annual certificates of insurance. 12.2.10.3. If a policy does expire during the life of the Contract, a renewal certificate must be sent to County 15 calendar days prior to the expiration date. 12.2.10.4. Certificates of Insurance shall identify Maricopa County as the additional insured/certificate holder as follows: Maricopa County c/o Risk Management 301 W Jefferson St, Suite 910 Phoenix, AZ 85003 12.2.11. Cancellation and Expiration Notice Applicable to all insurance policies required within the insurance requirements of this contract, Contractor’s insurance shall not be permitted to expire, be SERIAL# 220151-RFP suspended, be canceled, or be materially changed for any reason without 30 days prior written notice to Maricopa County. Contractor must provide to Maricopa County, within two business days of receipt, if they receive notice of a policy that has been or will be suspended, canceled, materially changed for any reason, has expired, or will be expiring. Such notice shall be sent directly to Maricopa County Office of Procurement Services and shall be mailed, or hand delivered to 160 S. 4th Avenue, Phoenix, AZ 85003, or emailed to the procurement officer noted in the solicitation. 12.3. FORCE MAJEURE 12.3.1 Neither party shall be liable for failure of performance, nor incur any liability to the other party on account of any loss or damage resulting from any delay or failure to perform all or any part of this contract, if such delay or failure is caused by events, occurrences, or causes beyond the reasonable control and without negligence of the parties. Such events, occurrences, or causes include, but are not limited to, acts of God/nature (including fire, flood, earthquake, storm, hurricane, or other natural disaster), war, invasion, act of foreign enemies, hostilities (whether war is declared or not), civil war, riots, rebellion, revolution, insurrection, military or usurped power or confiscation, terrorist activities, nationalization, government sanction, lockout, blockage, embargo, labor dispute, strike, and interruption or failure of electricity or telecommunication service, and pandemic. 12.3.2 Each party, as applicable, shall give the other party notice of its inability to perform and particulars in reasonable detail of the cause of the inability. Each party must use best efforts to remedy the situation and remove, as soon as practicable, the cause of its inability to perform or comply. 12.3.3 The party asserting Force Majeure as a cause for non-performance shall have the burden of proving that reasonable steps were taken to minimize delay or damages caused by foreseeable events, that all non-excused obligations were substantially fulfilled, and that the other party was timely notified of the likelihood or actual occurrence which would justify such an assertion, so that other prudent precautions could be contemplated. 12.4. ORDERING AUTHORITY Any request for purchase shall be accompanied by a valid purchase order issued by a County department or directed by a Certified Agency Procurement Aid (CAPA) with a purchase card for payment. 12.5. PROCUREMENT CARD ORDERING CAPABILITY County may opt to use a procurement card (Visa or Master Card) to make payment for orders under this contract. 12.6. NO MINIMUM OR MAXIMUM PURCHASE OBLIGATION This contract does not guarantee any minimum or maximum purchases will be made. Orders will only be placed under this contract when the County identifies a need and proper authorization and documentation have been approved. 12.7. PURCHASE ORDERS 12.7.1 County reserves the right to cancel purchase orders within a reasonable period of time after issuance. Should a purchase order be canceled, the County agrees to reimburse the Contractor for actual and documentable costs incurred by the Contractor in response to the purchase order. The County will not reimburse the SERIAL# 220151-RFP Contractor for any costs incurred after receipt of County notice of cancellation, or for lost profits, or for shipment of product prior to issuance of purchase order. 12.7.2 Contractor agrees to accept verbal notification of cancellation of purchase orders from the County procurement officer with written notification to follow. Contractor specifically acknowledges to be bound by this cancellation policy. 12.8. BACKGROUND CHECK Respondents may be required to pass multiple background checks (e.g. Sheriff’s Office, County Attorney's Office, Courts, as well as Maricopa County general government) to determine if the respondent is acceptable to do business with the County. This applies to, but is not limited to, the company, subcontractors, and employees, and the failure to pass these checks shall deem the respondent non-responsible. 12.9. SUSPENSION OF WORK The procurement officer may order the Contractor, in writing, to suspend, delay, or interrupt all or any part of the work of this contract for the period of time that the procurement officer determines appropriate for the convenience of the County. No adjustment shall be made under this clause for any suspension, delay, or interruption to the extent that performance would have been so suspended, delayed, or interrupted by any other cause, including the fault or negligence of the Contractor. No request for adjustment under this clause shall be granted unless the claim, in an amount stated, is asserted in writing as soon as practicable after the termination of the suspension, delay, or interruption, but not later than the date of final payment under the contract. 12.10. STOP WORK ORDER 12.10.1 The procurement officer may, at any time, by written order to the Contractor, require the Contractor to stop all, or any part, of the work called for by this contract for a period of 90 calendar days after the order is delivered to the Contractor, and for any further period to which the parties may agree. The order shall be specifically identified as a stop work order issued under this clause. Upon receipt of the order, the Contractor shall immediately comply with its terms and take all reasonable steps to minimize the incurrence of costs allocable to the work covered by the order during the period of work stoppage. Within a period of 90 calendar days after a stop work order is delivered to the Contractor, or within any extension of that period to which the parties shall have agreed, the procurement officer shall either: 12.10.1.1 cancel the stop work order; or 12.10.1.2 terminate the work covered by the order as provided in the Termination for Default or the Termination for Convenience clause of this contract. 12.10.1.3 The procurement officer may make an equitable adjustment in the delivery schedule and/or contract price, and the contract shall be modified, in writing, accordingly, if the Contractor demonstrates that the stop work order resulted in an increase in costs to the Contractor 12.11. TERMINATION FOR CONVENIENCE Maricopa County may terminate the resultant contract for convenience by providing 60 calendar days advance notice to the Contractor. 12.12. TERMINATION FOR DEFAULT 12.12.1 The County may, by written Notice of Default to the Contractor, terminate this contract in whole or in part if the Contractor fails to: SERIAL# 220151-RFP 12.12.1.1 deliver the supplies or to perform the services within the time specified in this contract or any extension; 12.12.1.2 make progress, so as to endanger performance of this contract; or 12.12.1.3 perform any of the other provisions of this contract. 12.12.2 The County’s right to terminate this contract under these subparagraphs may be exercised if the Contractor does not cure such failure within 10 business days (or more if authorized in writing by the County) after receipt of a Notice to Cure from the procurement officer specifying the failure. 12.13. PERFORMANCE It shall be the Contractor’s responsibility to meet the proposed performance requirements. Maricopa County reserves the right to obtain services on the open market in the event the Contractor fails to perform, and any price differential will be charged against the Contractor. 12.14. EMPLOYEE MANAGEMENT 14.14.1 Contractor shall endeavor to maintain the personnel proposed in their proposal throughout the performance of this contract. 14.14.2 If Contractor personnel’s employment status changes, Contractor shall provide County a list of proposed replacements with equivalent or greater experience. 14.14.3 Under no circumstances shall the implementation schedule to be impacted by a personnel change on the part of the Contractor. 14.14.4 Contractor shall not reassign any key personnel identified in their proposal without the express consent of the County. 14.14.5 County reserves the right to immediately remove from its premises any Contractor personnel it determines to be a risk to County operations. 14.14.6 County reserves the right to request the replacement of any Contractor personnel at any time, for any reason. 12.15. INSPECTION OF SERVICES 12.15.1 The Contractor shall provide and maintain an inspection system acceptable to County covering the 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. 12.15.2 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. 12.15.3 If any of the services do not conform to contract requirements, County may require the Contractor to perform the services again in conformity with contract requirements, at no cost to the County. When the defects in services cannot be corrected by re-performance, County may: 12.15.3.1 require the Contractor to take necessary action to ensure that future performance conforms to contract requirements; and SERIAL# 220151-RFP 12.15.3.2 reduce the contract price to reflect the reduced value of the services performed. 12.15.4 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: 12.15.4.1 by contract or otherwise, perform the services and charge to the Contractor, through direct billing or through payment reduction, any cost incurred by County that is directly related to the performance of such service; or 12.15.4.2 terminate the contract for default. 12.16. USAGE REPORT The Contractor shall furnish the County a usage report, upon request, delineating the acquisition activity governed by the contract. The format of the report shall be approved by the County and shall disclose the quantity and dollar value of each contract item by individual unit of measure. 12.17. STATUTORY RIGHT OF CANCELLATION FOR CONFLICT OF INTEREST Notice is given that, pursuant to A.R.S. § 38-511, the County may cancel any contract without penalty or further obligation within three years after execution of the contract, if any person significantly involved in initiating, negotiating, securing, drafting, or creating the contract on behalf of the County is at any time, while the contract or any extension of the contract is in effect, an employee or agent of any other party to the contract in any capacity or consultant to any other party of the contract with respect to the subject matter of the contract. Additionally, pursuant to A.R.S. § 38-511, the County may recoup any fee or commission paid or due to any person significantly involved in initiating, negotiating, securing, drafting, or creating the contract on behalf of the County from any other party to the contract arising as the result of the contract. 12.18. OFFSET FOR DAMAGES In addition to all other remedies at Law or Equity, the County may offset from any money due to the Contractor any amounts Contractor owes to the County for damages resulting from breach or deficiencies in performance of the contract. 12.19. SUBCONTRACTING 12.19.1 The Contractor may not assign to another Contractor or subcontract to another party for performance of the terms and conditions hereof without the written consent of the County. All correspondence authorizing subcontracting must reference the bid serial number and identify the job or project. 12.19.2 The subcontractor’s rate for the job shall not exceed that of the prime Contractor’s rate, as bid in the pricing section, unless the prime Contractor is willing to absorb any higher rates. The subcontractor’s invoice shall be invoiced directly to the prime Contractor, who in turn shall pass-through the costs to the County, without mark- up. A copy of the subcontractor’s invoice must accompany the prime Contractor’s invoice. 12.20. AMENDMENTS SERIAL# 220151-RFP All amendments to this contract shall be in writing and approved/signed by both parties. Maricopa County Office of Procurement Services shall be responsible for approving all amendments for Maricopa County. 12.21. ADDITIONS/DELETIONS OF REQUIREMENTS The County reserves the right to add and/or delete materials and services to a contract. If a service requirement is deleted, payment to the Contractor will be reduced proportionately, to the amount of service reduced in accordance with the bid price. If additional materials or services are required from a contract, prices for such additions will be negotiated between the Contractor and the County. 12.22. RIGHTS IN DATA 12.22.1 The County shall have the use of data and reports resulting from a contract without additional cost or other restriction except as may be established by law or applicable regulation. Each party shall supply to the other party, upon request, any available information that is relevant to a contract and to the performance thereunder. 12.22.2 Data, records, reports, and all other information generated for the County by a third party as the result of a contract are the property of the County and shall be provided in a format designated by the County or shall be and remain accessible to the County into perpetuity. 12.23. ACCESS TO AND RETENTION OF RECORDS FOR THE PURPOSE OF AUDIT AND/OR OTHER REVIEW 12.23.1 In accordance with Section MC1-373 of the Maricopa County Procurement Code, the Contractor agrees to retain (physical or digital copies of) all books, records, accounts, statements, reports, files, and other records and back-up documentation relevant to this contract for six years after final payment or until after the resolution of any audit questions, which could be more than six years, whichever is longest. 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. 12.23.2 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. 12.24. AUDIT DISALLOWANCES If at any time it is determined by the County that a cost for which payment has been made is a disallowed cost, the County shall notify the Contractor in writing of the disallowance. The course of action to address the disallowance shall be at sole discretion of the County, and may include either an adjustment to future invoices, request for credit, request for a check, or a deduction from current invoices submitted by the Contractor equal to the amount of the disallowance, or to require reimbursement forthwith of the disallowed amount by the Contractor by issuing a check payable to Maricopa County. 12.25. STRICT COMPLIANCE Acceptance by County of a performance that is not in strict compliance with the terms of the contract shall not be deemed to be a waiver of strict compliance with respect to all other terms of the contract. 12.26. VALIDITY SERIAL# 220151-RFP The invalidity, in whole or in part, of any provision of this contract shall not void or affect the validity of any other provision of the contract. 12.27. SEVERABILITY The removal, in whole or in part, of any provision of this contract shall not void or affect the validity of any other provision of this contract. 12.28. RELATIONSHIPS 12.28.1 In the performance of the services described herein, the Contractor shall act solely as an independent Contractor, and nothing herein or implied herein shall at any time be construed as to create the relationship of employer and employee, co- employee, partnership, principal and agent, or joint venture between the County and the Contractor. 12.28.2 The County reserves the right of final approval on proposed staff. Also, upon request by the County, the Contractor will be required to remove any employees working on County projects and substitute personnel based on the discretion of the County within two business days, unless previously approved by the County. 12.29. NON-DISCRIMINATION Contractor agrees to comply with all provisions and requirements of Arizona Executive Order 2009-09, including flow down of all provisions and requirements to any subcontractors. Executive Order 2009-09 supersedes Executive Order 99-4 and amends Executive Order 75-5 and is hereby incorporated into this contract as if set forth in full herein. During the performance of this contract, Contractor shall not discriminate against any employee, client, or any other individual in any way because of that person’s age, race, creed, color, religion, sex, disability, or national origin. (Arizona Executive Order 2009-09 can be downloaded from the Arizona Memory Project at http://azmemory.azlibrary.gov/cdm/singleitem/collection/execorders/id/680/rec/1.) 12.30. WRITTEN CERTIFICATION PURSUANT to A.R.S. § 35-393.01 If vendor engages in for-profit activity and has 10 or more employees, and if this agreement has a value of $100,000 or more, vendor certifies it is not currently engaged in, and agrees for the duration of this agreement to not engage in, a boycott of goods or services from Israel. This certification does not apply to a boycott prohibited by 50 U.S.C. § 4842 or a regulation issued pursuant to 50 U.S.C. § 4842. 12.31. CERTIFICATION REGARDING DEBARMENT AND SUSPENSION 12.31.1 The undersigned (authorized official signing on behalf of the Contractor) certifies to the best of his or her knowledge and belief that the Contractor, its current officers, and directors: 12.31.1.1 are not presently debarred, suspended, proposed for debarment, declared ineligible, or voluntarily excluded from being awarded any contract or grant by any United States department or agency or any state, or local jurisdiction; 12.31.1.2 have not within a three-year period preceding this contract: 12.31.1.2.1 been convicted of fraud or any criminal offense in connection with obtaining, attempting to obtain, or as the result of performing a government entity (Federal, State or local) transaction or contract; or SERIAL# 220151-RFP 12.31.1.2.2 been convicted of violation of any Federal or State antitrust statutes or conviction for embezzlement, theft, forgery, bribery, falsification or destruction of records, making false statements, or receiving stolen property regarding a government entity transaction or contract; 12.31.1.3 are not presently indicted or criminally charged by a government entity (Federal, State or local) with commission of any criminal offenses in connection with obtaining, attempting to obtain, or as the result of performing a government entity public (Federal, State or local) transaction or contract; 12.31.1.4 are not presently facing any civil charges from any governmental entity regarding obtaining, attempting to obtain, or from performing any governmental entity contract or other transaction; and 12.31.1.5 have not within a three-year period preceding this contract had any public transaction (Federal, State or local) terminated for cause or default. 12.31.2 If any of the above circumstances described in the paragraph are applicable to the entity submitting a bid for this requirement, include with your bid an explanation of the matter including any final resolution. 12.31.3 The Contractor shall include, without modification, this clause in all lower tier covered transactions (i.e. transactions with subcontractors or sub-subcontractors) and in all solicitations for lower tier covered transactions related to this contract. If this clause is applicable to a subcontractor or sub-subcontractor, the Contractor shall include the information required by this clause with their bid. 12.32. VERIFICATION REGARDING COMPLIANCE WITH A.R.S. § 41-4401 AND FEDERAL IMMIGRATION LAWS AND REGULATIONS 12.32.1 By entering into the contract, the Contractor warrants compliance with the Immigration and Nationality Act (INA using E-Verify) and all other Federal immigration laws and regulations related to the immigration status of its employees and A.R.S. § 23-214(A). The Contractor shall obtain statements from its subcontractors certifying compliance and shall furnish the statements to the procurement officer upon request. These warranties shall remain in effect through the term of the contract. The Contractor and its subcontractors shall also maintain Employment Eligibility Verification forms (I-9) as required by the Immigration Reform and Control Act of 1986, as amended from time to time, for all employees performing work under the contract and verify employee compliance using the E-Verify system and shall keep a record of the verification for the duration of the employee’s employment or at least three years, whichever is longer. I-9 forms are available for download at www.uscis.gov. 12.32.2 The County retains the legal right to inspect documents of Contractor and subcontractor employees performing work under this contract to verify compliance with paragraph 12.32.1 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. SERIAL# 220151-RFP 12.33. CONTRACTOR EMPLOYEE WHISTLEBLOWER RIGHTS AND REQUIREMENT TO INFORM EMPLOYEES OF WHISTLEBLOWER RIGHTS 12.33.1 The parties agree that this contract and employees working on this contract will be subject to the Contractor employee whistleblower protections established by Title 41 U.S.C. § 4712 and Section 3.908 of the Federal Acquisition Regulation. 12.33.2 Contractor shall inform its employees in writing, in the predominant language of the workforce, of employee whistleblower rights and protections under 41 U.S.C. § 4712, as described in Section 3.908 of the Federal Acquisition Regulation. Documentation of such employee notification must be kept on file by Contractor and copies provided to County upon request. 12.33.3 Contractor shall insert the substance of this clause, including this paragraph, in all subcontracts over the simplified acquisition threshold ($250,000 as of fiscal year 2018). 12.34. CONTRACTOR LICENSE REQUIREMENT The Contractor shall procure all permits, insurance, and licenses, and pay the charges and fees necessary and incidental to the lawful conduct of his/her business, and as necessary complete any requirements, by any and all governmental or non-governmental entities as mandated to maintain compliance with and remain in good standing. The Contractor shall keep fully informed of existing and future trade or industry requirements, and Federal, State, and local laws, ordinances, and regulations which in any manner affect the fulfillment of a contract and shall comply with the same. Contractor shall immediately notify both Office of Procurement Services and the department of any and all changes concerning permits, insurance, or licenses. 12.35. INFLUENCE 12.35.1 As prescribed in MC1-1203 of the Maricopa County Procurement Code, any effort to influence an employee or agent to breach the Maricopa County Ethical Code of Conduct or any ethical conduct, may be grounds for disbarment or suspension under MC1-902. 12.35.2 An attempt to influence includes, but is not limited to: 12.35.2.1 A person offering or providing a gratuity, gift, tip, present, donation, money, entertainment or educational passes or tickets, or any type of valuable contribution or subsidy 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. 12.35.3 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. 12.36. CONFIDENTIAL INFORMATION 12.36.1 Any information obtained in the course of performing this contract may include information that is proprietary or confidential to the County. This provision establishes the Contractor’s obligation regarding such information. 12.36.2 The Contractor shall establish and maintain procedures and controls that are adequate to assure that no information contained in its records and/or obtained from the County or from others in carrying out its functions (services) under the contract shall be used by or disclosed by it, its agents, officers, or employees, SERIAL# 220151-RFP except as required to efficiently perform duties under the contract. The Contractor’s procedures and controls, at a minimum, must be the same procedures and controls it uses to protect its own proprietary or confidential information. If, at any time during the duration of the contract, the County determines that the procedures and controls in place are not adequate, the Contractor shall institute any new and/or additional measures requested by the County within 15 business days of the written request to do so. 12.36.3 Any requests to the Contractor for County proprietary or confidential information shall be referred to the County for review and approval, prior to any dissemination. 12.37. PUBLIC RECORDS Under Arizona law, all offers submitted and opened are public records and must be retained by the County at the Maricopa County Office of Procurement Services. Offers shall be open to public inspection and copying after contract award and execution, except for such offers or sections thereof determined to contain proprietary or confidential information by the Office of Procurement Services. If an offeror believes that information in its offer or any resulting contract should not be released in response to a public record request, under Arizona law, the offeror shall indicate the specific information deemed confidential or proprietary and submit a statement with its offer detailing the reasons that the information should not be disclosed. Such reasons shall include the specific harm or prejudice which may arise from disclosure. The records manager of the Office of Procurement Services shall determine whether the identified information is confidential pursuant to the Maricopa County Procurement Code. 12.38. CONFIDENTIALITY OF CLIENT INFORMATION 12.38.1 The provider, its personnel, volunteers, interns and subcontractors unless otherwise exempt, shall adhere to all federal, state and local laws regarding confidentiality including, but not limited to the Health Insurance Portability and Accountability Act (HIPAA) Pub. L. No. 1-4-191 (1996) and regulations promulgated there under. 12.38.2 Personally Identifiable Information (PII) is any data that could potentially identify a specific individual. Providers shall ensure information containing participants’ PII is only transmitted securely via electronic method or hard copy 12.38.3 Prohibition: Providers, personnel, subcontractors, volunteers and interns shall not divulge or release participant information to anyone aside from the County without a court order. 12.38.4 Release Authorization: Release of records containing participant information requires a signed authorization/release form executed in accordance with current state licensing and federal standards. 12.38.5 All release authorization forms shall be maintained by the subrecipient and indicate the person or agency to receive the information, the specific information to be released, and the expiration date or event triggering the expiration date of the release, and shall be signed by the participant. 12.38.6 Release forms shall meet all federal and state requirements, as applicable and including, but not limited to, 42 CFR Part 2 (Authorization for Use and Disclosure of Protected Health Information form). Unless the subrecipient is otherwise exempt, disclosures must be accounted for within 45 CFR 164.528 (Accounting of disclosure of protected health information. 12.39. SUBPOENAS SERIAL# 220151-RFP If the providers receives a subpoena requesting records relating to the contract, the providers, shall immediately notify the assistant director, and supply a copy of the subpoena before complying with the subpoena. 12.40. INCIDENT REPORTING REQUIREMENTS 12.40.1 The providers shall report incidents to law enforcement and licensing agencies as applicable depending on the nature of the incident. 12.40.2 Providers shall ensure incidents involving participants served under the agreement are reported to County staff. 12.40.3 The providers shall report to the assistant director, incidents involving participants any incidents impacting the health, safety and welfare of participants. Providers shall complete incident reports and shall exclude identifying information if report is provided to agencies or individuals not funded under the County contract. 12.40.4 Incident Report Form. All incident reports must be legible and be signed by the staff who prepared the report as well as by the staff who approved the report. The completed report must be sent to the assistant director. The provider shall maintain a file of written incident reports that are available for review by County staff: 12.40.5 The County Response to Incident Reports or Complaints: The assistant director shall take the following steps upon vendor notification of an incident in this paragraph: 12.40.6 Review the written information to determine if the incident requires investigation. The assistant director may direct the providers to initiate an internal review and/or request additional information and/or require specific action; 12.40.7 If the provider’s actions are such as to warrant the concern, the assistant director shall investigate further or forward the information to the appropriate authorities; 12.40.8 If the assistant director is not satisfied with the provider’s response to an incident, the assistant director may take any appropriate action. 12.41. REPORTING 12.41.1 Subrecipient shall track and record performance measure data for all services performed under the contract. 12.41.2 Providers will be responsible for providing quarterly and annual performance and financial reports and backup documents to the assistant director of the Workforce Development Division. The assistant director may ask for additional supporting documentation as necessary. 12.41.3 Quarterly reports are due by the 15th day of the month following the end of the quarter (quarters run on fiscal year basis July 1- June 30): • Quarter 1 — July 1 through September 30 • Quarter 2 — October 1 through December 30 • Quarter 3 — January 1 through March 30 • Quarter 4 — April 1 through June 30 12.41.4 Quarterly reports will include: 12.41.4.1 A list of names and contact information of persons who are still eligible for WIOA services after having received JSI services. Note: Subrecipients must understand WIOA program eligibility requirements SERIAL# 220151-RFP as defined by the Arizona Department of Economic Security WIOA Policy and Procedure Manual (Title I-B Policy and Procedure Manual, Arizona Department of Economic Security [az.gov]) and are expected to contact the assistant director in a timely manner regarding questions of eligibility. 12.41.4.2 Performance information/measures on services provided for the prior three months and must include: 12.41.4.2.1 An executive summary of activities performed. 12.41.4.2.2 Detailed performance data as required for each service type. 12.41.4.2.3 For services provided to underemployed persons, the subrecipient shall provide percentage increases in wage/salary (estimated or actual) by person. 12.41.4.2.4 Summary demographic information on participants served which includes gender, race, ethnicity, and age. 12.41.4.3 Detailed financial reports showing expenditures for each program and a cost per participant. 12.41.5 Annual reports are due by the 15th of January each year. Annual reports shall include: 12.41.5.1 Summary performance measure information on all applicable performance measures services provided for the prior four quarters; 12.41.5.2 Summary, financial information on services provided including amount spent by service provided; 12.41.5.3 Projected expenditures and performance levels; 12.41.5.4 An executive summary of all work conducted during the year, barriers to providing service, plans to address those barriers, and any other information the County should be aware of. 12.41.6 Providers will be held accountable for ensuring successful outcomes/goals for the services they provide. 12.42. RECORD KEEPING 12.42.1 All records must be maintained in an accurate and organized manner and kept in a secure location. 12.42.2 The provider will be responsible for maintaining the following records: 12.42.2.1 Documentation of performance required under the contract. 12.42.2.2 Financial records pertaining to the contract including invoices and supporting documentation. 12.42.2.3 Client participation records 12.43. PROGRAM MONITORING AND EVALUATION SERIAL# 220151-RFP 12.43.1 County staff will monitor the provider’s compliance with, and performance under, the terms and conditions of the agreement and service referrals. 12.43.2 The provider shall make available for inspection and/or copying by the department’s monitors, all records and accounts relating to the work performed or the services provided under the agreement. 12.43.3 Providers shall be monitored for fiscal, program delivery, and contract compliance annually or more often as needed. 12.43.4 Monitoring shall occur during provider’s normal business hours, announced or unannounced. 12.43.5 Provider(s) found to be deficient in any area shall receive written notification of findings and required corrective actions. Providers shall provide a written response outlining corrective actions and steps to ensure findings are corrected and resolved to preclude future issues. 12.43.6 Providers shall be responsible for monitoring worksites for those participants that are engaged in work experience activities. 12.44. 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, expressed, or implied. 12.45. UNIFORM ADMINISTRATIVE REQUIREMENTS By entering into this contract, the Contractor agrees to comply with all applicable provisions of Title 2, Subtitle A, Chapter II, Part 200—UNIFORM ADMINISTRATIVE REQUIREMENTS, COST PRINCIPLES, AND AUDIT REQUIREMENTS FOR FEDERAL AWARDS contained in Title 2 C.F.R. § 200 et seq. 12.46. GOVERNING LAW This contract shall be governed by the laws of the State of Arizona. Venue for any actions or lawsuits involving this contract will be in Maricopa County Superior Court, Phoenix, Arizona. 12.47. 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. 12.48. INCORPORATION OF DOCUMENTS 12.42.1 The following are to be attached to and made part of this Contract: 12.42.1.1 Exhibit A – Vendor Information 12.42.1.2 Exhibit A-1 – Fee Schedule 12.42.1.3 Exhibit B – Scope of Work 12.49. NOTICES All notices given pursuant to the terms of this contract shall be addressed to: SERIAL# 220151-RFP For County: Maricopa County Office of Procurement Services 160 S. 4th Avenue Phoenix, Arizona 85003-1647 OR CJ Williams Assistant Director, Workforce Development Division Maricopa County Human Services Department 234 N. Central Ave, 3rd Floor Phoenix, AZ 85004 For Contractor: 12.50. INQUIRIES 11.51.1 Administrative telephone/email inquiries shall be addressed to: IRMA GUZMAN, PROCUREMENT OFFICER TELEPHONE: (602) 506-8715 irma.guzmaan@maricopa.gov 11.51.2 Inquiries may be submitted by telephone but must be followed up in writing. No oral communication is binding on Maricopa County. SERIAL# 220151-RFP IN WITNESS WHEREOF, this contract is executed on the date set forth above. AROUET FOUNDATION dba AROUET (CONTRACTOR) AUTHORIZED SIGNATURE PRINTED NAME AND TITLE ADDRESS DATE MARICOPA COUNTY CHAIRMAN, BOARD OF SUPERVISORS DATE ATTESTED: CLERK OF THE BOARD DATE APPROVED AS TO FORM: DEPUTY COUNTY ATTORNEY DATE Alison J Rapping, CEO 1-5-21 4340 E Indian School Rd Ste 21-499, Phoenix AZ 85018 SERIAL # 220151-RFP Exhibit A: Vendor Information DUNS #: 969819270 FEDERAL TAX ID: 45-3456191 As per section 6.0 INVOICES, “…the County shall reimburse the subrecipient on a net “0” payments standard” regardless of payment term selected in Attachment A-Vendor information, as seen below. SERIAL # 220151-RFP Exhibit A-1: Fee Schedule CONTRACT SERVICE: Job Seekers Initiative: Navigation, Support and Other Workforce Services CONTRACT PERIOD: 2/1/22 - 7/31/23 NAME: Arouet Workforce Program A. PERSONNEL TOTAL Number of FTE Total Salary for the % Allocated Service SERVICE COUNTY Positions Level Position Title Contract Period MCHSD Percentage COST COST 1 0.25 FTE Chief Executive Officer $46,875.00 60% $46,875.00 $28,125.00 1 0.10 FTE Director of Community Affairs $13,500.00 60% $13,500.00 $8,100.00 1 0.50 FTE Program and Outreach Manager $41,250.00 60% $41,250.00 $24,750.00 1 0.50 FTE Volunteer and Mentor Manager $37,500.00 60% $37,500.00 $22,500.00 1 1.0 FTE Opportunity Center Manager $97,500.00 60% $97,500.00 $58,500.00 1 1.0 FTE Employment and Financial Coach $75,000.00 60% $75,000.00 $45,000.00 1 1.0 FTE Employment and Financial Coach $72,000.00 60% $72,000.00 $43,200.00 6 TOTAL: $383,625.00 $230,175.00 B. FRINGE BENEFITS TOTAL COUNTY ITEM BASIS COST COST Employee Related Expenses (Employer taxes and benefits) 19% of salaries and wages $72,888.75 $43,733.25 $72,888.75 $43,733.25 C. INDIRECT / ADMINISTRATIVE COSTS TOTAL COUNTY ITEM BASIS COST COST SERIAL# 220151-RFP Building rent $1600 per month x 18 months $28,800.00 $0.00 Utilities $265 per month x 18 months $4,770.00 $0.00 TOTAL: $33,570.00 $0.00 D. TRAVEL TOTAL COUNTY ITEM BASIS COST COST TOTAL: $0.00 $0.00 E. EQUIPMENT TOTAL COUNTY ITEM BASIS COST COST Travel to Perryville Correctional Facility and Maricopa County jails $0.56 per mile x 4,000 miles $2,240.00 $0.00 TOTAL: $2,240.00 $0.00 F. SUPPLIES TOTAL COUNTY ITEM BASIS COST COST Program Supplies and Materials (i.e. workbooks) $8 per participant $2,400 $0 New Computers and technology for team members $1,500 per two team members $3,000 $0 SERIAL# 220151-RFP TOTAL: $5,400.00 $0.00 G. CONTRACTUAL TOTAL COUNTY ITEM TITLE BASIS COST COST TRAINING SERVICES RAPID WORKER TRAINING TRAINING SERVICES NAVIGATION SERVICES TRAINING SERVICES OTHER WORKFORCE SERVICES SUPPORT SERVICES SUPPORT SERVICES $500 per participant (average) $150,000.00 $0.00 TOTAL: $150,000.00 $0.00 H. OPERATING EXPENSES TOTAL COUNTY ITEM BASIS COST COST TOTAL: $0.00 $0.00 I. PROFIT PROFIT COST: $0.00 $0.00 TOTAL SERVICE COST: $655,363.75 $273,908.25 SERIAL # 220151-RFP Exhibit B: Scope of Work Arouet Foundation Maricopa County Workforce Development Job Seekers Initiative – Bid #220151 5.6.1.1 EXECUTIVE SUMMARY Applicant: Arouet Foundation Project: Workforce Program RFP: Maricopa County Job Seekers Initiative (#220151) Selected Element: Element 2, Navigation Services Amount Requested: $273,908 MISSION: The Arouet Foundation (Arouet) has a mission to restore individuals, rebuild families, and positively impact communities. ORGANIZATIONAL OVERVIEW: Founded in 2011, Arouet supports women and their families as they navigate the complexities of life after incarceration. As an innovative, second-chance movement, Arouet helps participants prepare for re-entry, gain meaningful employment, and create a solid foundation for their lives. Arouet’s primary goal is to help women exiting prison reintegrate successfully into their community. Our pre- and post- release programs educate women about health/wellness, education/career preparation, community and family integration, and goal attainment. Upon release, Arouet provides supports in the form of mentorship, employment coaching, family reunification, financial literacy/budgeting, career preparation and career obtainment. PROGRAM OVERVIEW: The Arouet Workforce Program assists women reenter their communities after incarceration to establish financial literacy and gain meaningful employment opportunities to support themselves and their families. We help the women we serve leverage their strengths to build successful and productive lives, breaking patters than perpetuate poverty, substance use, incarceration and violence in Maricopa County communities. Our employment support programming provides career skill development, job search counseling, and mentorships that help participants secure sustainable jobs that enable them to provide for themselves and their families. To ensure a sustainable reintegration, we also offer wrap-around supports addressing all aspects of our participants’ lives. These services include ensuring women have access to basic needs such as transportation, clothing, identification cards and other items needed to secure and maintain a good job. Simultaneously, we work with our participants on financial planning, financial literacy, and credit support to obtain permanent housing, higher education, and other personal goals. The comprehensive Arouet Workforce Program is provided free of charge to justice- involved women. ASK OVERVIEW: With this proposal, we respectfully request $273,908 in funding to support our programming that falls within the following Job Seekers Initiative (JSI) priority elements: 2.4.2 Navigation Services • Skillset Review • Job Interest and Aptitude Counseling • Job Training Counseling • Job Option Review • Resumé Development • Job Application Support • Job Placement Support SERIAL# 220151-RFP 2.4.3 Other Workforce Services • Peer Mentorship • Professional Mentorship • Financial Coaching • Workplace Environment Preparation 2.4.4 Support Services • Basic Needs Referrals • Transportation (i.e., bus passes) • Phones • Computers • Benefits Enrollment Support • Identification Cards • Housing Support (i.e., rental assistance) • Clothing and Hygiene Support Over the course of the Jan. 1, 2022 – June 30, 2023 grant period, we anticipate that we will provide navigation services and other workforce services and support to 300 women upon their release from incarceration. PROGRAM NEED OVERVIEW: According to the Arizona Department of Corrections, Reentry & Rehabilitation (ADCRR), in FY2019 more than 40% of the women in Arizona prisons served a prior term, meaning there were 1,792 women who had the opportunity to leave the justice system, but committed a new offense and returned to prison, a term known as recidivism. According to the American Psychological Association (2019), “recidivism is linked to the failure to provide women with economic, health, and psychosocial supports necessary to enhance wellbeing.” For women released from incarceration, positive community supports to begin anew are critical. They are forced to rebuild their lives from scratch and immediately inherit bills, debts, and fines. Making this even more difficult, women who were incarcerated face unique barriers to securing a job in the labor market, often being shut out entirely. Employment helps women gain financial stability, reduces the chances of recidivism, and strengthens their families and communities (Prison Policy Initiative, 2018). 100% of Arouet’s participants have no or low incomes and are released with no bank account and often have no source of income besides SNAP benefits. They are often the victims of financial fraud while in prison and many face mental and physical health issues. More than half are returning to one or more dependents at home. A key element in breaking the cycle of recidivism for formerly incarcerated individuals is employment that pays a living wage. The Arouet Workforce Program supports these women through a multi-faceted and gender-responsive approach that has a reduced recidivism rate (7%) compared to the state average (39%) and ultimately empowers women to take back their lives. STATEMENT OF ALL PROGRAMS AND SERVICES PROPOSED With a focus on long-term stability and wellbeing for women released or soon to be released from prison, the Arouet Workforce Program includes 1) Pre-release re-entry education and support; 2) Opportunity Center employment services and financial counseling; and 3) Peer and professional mentoring. We have a goal to support 300 women during the grant period – helping them move closer to stability and rebuilding successful and productive lives outside of jail. The Arouet Workforce Program, which operates continuously throughout the year, remains in community with our program participants for years. By helping these women SERIAL# 220151-RFP secure sustainable careers, we are rebuilding families, saving public funds, and providing economic benefits to our communities. PRE-RELEASE RE-ENTRY EDUCATION AND SUPPORT: Women at Perryville Correctional Facility take our Foundations for Freedom class to build positive coping skills, set goals, and be introduced to our Opportunity Center and mentorship programs. (Please note, we are in discussions to offer the program at Maricopa County Sheriff’s Department jails.) With a focus on long-term stability and wellbeing for women released or soon to be released from prison, we work to secure resources to support the obtainment of their basic needs. Prior to release, Arouet starts working to ensure that the women will have some of their basic needs met upon release and continues working with the women in this area throughout their engagement with Arouet ensure all of their basic needs are met. We help the women access comprehensive services and benefits for which they are eligible. These services/benefits include transportation, food assistance, housing and utility subsidies, identification, access to healthcare, clothing, and emergency funds. We partner with more than 50 nonprofit and community organizations to support the women and secure their basic needs while they are working at obtaining employment. These partners include food banks, health care centers, supportive housing, etc. Upon release, we assist the women to ensure they arrive safely at their post-release housing and have their immediate basic needs met (i.e., food, healthcare, clothing, bus passes). OPPORTUNITY CENTER EMPLOYMENT SERVICES AND FINANCIAL COUNSELING: The women then begin receiving support on their journey to self-sufficiency at our Opportunity Center. In week one, we work on their basic plan (i.e., ID, benefits, clothing). Over the next three weeks, we work on their employment plan with coaches reviewing the participant’s experience and skill sets; explaining how to conduct job searches despite a criminal background; showing them how to prepare application documents like resumes, cover letters, and letters of explanation; conducting mock interviews; and sharing partner job openings. We have recently added an online platform (Talent LMS) that allows the women to receive customized training modules based on their unique interests and needs. Additionally, we provide training on workplace etiquette and culture to help ease their transition into workplace environments. A critical component of Arouet’s work is encouraging and empowering employers to hire women who have previously been incarcerated. Arouet recruits, trains and empowers employers to become fair chance employers who are willing to interview and hire Arouet participants. Arouet currently partners with almost 50 fair chance employers and has a goal to add an additional 30 in 2022. Current Arouet fair change employment partners include companies like Carvana, Hilton, State Farm, and Consumer Cellular; sales companies such as Safety Services and Iconic Results; integrated health providers like RI International, Community Bridges, and Community Medical Services; as well as local small businesses and staffing agencies. The majority of the companies we partner with fall within the high-growth and in high-demand industry clusters identified in the Job Seekers Initiative RFP. PEER AND PROFESSIONAL MENTORING: Program participants can also elect to work with a peer mentor who helps guide them through the first 30-90 days of their release – an incredibly stressful, confusing, and overwhelming period. Having a peer mentor who has been through the same situation can ease their re-entry. The peer mentors check in regularly with participants to ensure they are meeting their goals and staying on task to be able to gain financial stability. Additionally, participants can be matched with professional mentors to help them achieve their career goals through counseling and the identification of helpful resources. During the grant period we plan to hold quarterly trainings for peer mentors to strengthen their ability to support their mentees as they transition into the workplace and to aide them in improving their social determinants of health. Working with professional mentors, the participants work on meeting their professional and/or educational goals over the course of 3-12 months. Note on upcoming partnership with the Maricopa County Sheriff’s Office: We are currently working with the Maricopa County Sheriff’s Office to begin offering our programs in their jails. Our team is going SERIAL# 220151-RFP through volunteer training now so that we can build and implement the program there in 2022. This partnership will enable Arouet to provide our comprehensive workforce programming to a greater number of Maricopa County justice-involved women. Arouet’s Theory of Change Supporting justice involved women as they transition from incarceration to life in the community is key to lasting success for these women and their families. Although multiple challenges exist during the reentry period, few are as taxing – or as critical – as finding employment. Employment helps women gain financial stability, reduces the chances of recidivism, and strengthens their families and communities (Prison Policy Initiative, 2018). According to the American Psychological Association (2019), “recidivism is linked to the failure to provide women with economic, health, and psychosocial supports necessary to enhance wellbeing.” Yet, despite how well we understand the positive aspects of community supports, in particular employment, women who were incarcerated face unique barriers to securing a job in the labor market, often being shut out entirely. Upon release, women with few resources experience a variety of barriers to providing for themselves and their families and are often unable to find work due to their prior conviction. The vast majority of Arouet’s participants are released with no bank account and no source of income besides SNAP benefits. They are forced to rebuild their lives from scratch and immediately inherit bills, debts, and fines. They are often the victims of financial fraud while in prison and many face mental and physical health issues. More than half are returning to one or more dependents at home. A 2017 survey from the Substance Abuse and Mental Health Services Administration found that poverty and unemployment are strongly correlated with multiple arrests. In its 2018 report “Out of Prison & Out of Work: Unemployment among formerly incarcerated people,” The Prison Policy Initiative reports that the unemployment rate for formerly incarcerated people is nearly five times that of the general public. Considering this, it’s no surprise the Bureau of Justice Statistics reports that 44% of formerly incarcerated people are arrested within one year, 68% within three years, 79% within six years and 83% within nine years. The study “Poverty… and Recidivism Among Women Offenders” published in Criminology and Public Policy found that “poverty status increased the odds of rearrest by a factor of 4.6.” Therefore, a key element in breaking the cycle of recidivism for formerly incarcerated individuals is employment that pays a living wage. Yet unemployment for individuals with a conviction is 27%, compared to the national average of 5%. In Arizona, more than 2700 women are released from prison every year, with the majority needing gainful employment, which is why we need a multi-faceted and gender-responsive approach from intake to service delivery is needed to reduce recidivism, and empower women to take back their lives. Project outcomes identified under relevant Element(s) in Section 2.4 (ref 5.8.2) The overarching outcome of the Arouet Workforce Program is to ensure a successful reentry for justice- involved women. In alignment with the performance measures identified under Element 2: Navigation Services, Section 2.4.2.5, the primary measures of our impact are: 1) The number of women who receive employment services and counseling through the Arouet Workforce Program (2.4.2.5.1: Number of persons provided navigation services). We anticipate helping 300 women move closer to stability and rebuilding a successful and productive life outside of prison. SERIAL# 220151-RFP 2) The number of women who secure and maintain employment (2.4.2.5.2: Number of persons served who are actively pursuing agreed upon occupation within six months of receiving navigations services). We anticipate 225 participants will obtain employment, with 90% of those employed retaining their jobs for more than three months. 3) The number of women served who have not yet chosen a career path/occupation (2.4.2.5.3: Number of persons served who have not yet chosen a career path/occupation). Each woman comes with unique needs to our program. Some will need time-intensive interventions (i.e., education, workforce training, behavioral health support) before they are able to secure employment. Therefore, we anticipate that 75 of the women will still be determining their chosen career path/occupation at the end of the grant period and/or getting the pre-employment training they need to successfully enter the workforce. In alignment with the performance measures identified under Element 3: Other Workforce Services, Section 2.4.3.8, the primary measures of our impact are: 1) The number of women who are matched with peer mentors. We anticipate that 50-75 women will work with peer mentors. 2) The number of women who are matched with professional mentors. We anticipate that 30 women will work with professional mentors. 3) The number of women who receive financial coaching. We anticipate that 300 women will receive financial coaching through the Opportunity Center. 4) The number of women who receive workplace environmental preparation. We anticipate that 300 women will receive workplace environmental preparation. In alignment with the performance measures identified under Element 4: Support Services, Section 2.4.4.5, the primary measures of our impact are: 1) The number of women we provide support services to by support service provided (2.4.4.5.1 Number of persons provided support services by type of support service provided). We anticipate we will provide the support the following number of women: • 300 women - Basic Needs Referrals • 75 women - Transportation Support (i.e., bus passes) • 150 women - Phone Support • 60 women - Computer Support • 240 women - Benefits Enrollment Support • 240 women - Identification Card Support • 150 women - Housing Support (i.e., rental assistance) • 150 women - Clothing and Hygiene Support. 2) The average amount of financial support spent on support services per participant (2.4.4.5.2 Average amount of monies spent on support services per client/participant). We anticipate we will provide an average of $500 in financial support per participant. The amount of financial support provided by participant varies widely based on their unique needs and this is an estimated average. 3) The number of women who receive support services who obtain improved employment (2.4.4.5.3 Number of persons – unemployed and underemployed – provided support services who obtained better employment through supportive services). We anticipate that 250 women who receive support services will obtain improved employment. SERIAL# 220151-RFP Outcome tracking: Arouet keeps detailed records through our customized internal Customer Relationship Management (CRM) system for each woman we serve including services and supports received and information on their post-release employment. Our CRM allows comprehensive reporting and performance tracking in which performance measures that are not currently tracked can be added as needed and reported to Maricopa County as part of this contract. Additional outcomes that Arouet measures include: • The recidivism rate of our participants. We have a goal to maintain or further lower the recidivism rate of our participants. Our participants’ recidivism rate within three years is currently 6-7%, compared to the state average of 39%. Nationally the one-year recidivism rate is 44%. In our participant records, we track whether the participants are rearrested or sent back to prison. • Number of women placed at Arouet job partners • Salaries for each position • Number of women promoted within companies within the first year • Number of Arouet second-chance job partners Ability to meet outcomes identified under relevant Element(s) in Section 2.4 (ref 5.8.2) Arouet has the following resources, people, skills, knowledge and tools to successfully meet the outcomes listed above: 1) Our participants (past and present). Participating women join our program voluntarily and are motivated to change their lives. Our program alumni, women who have been through incarceration, become peer supports, serving as an invaluable resource to our work. Peer supports demonstrate empathy and respect to the women served, while focusing on their strengths and challenges to provide encouragement and support for optimal success in the program. 2) Our staff. Arouet staff deliver our comprehensive services with the knowledge and often, lived experience, needed to fully understand each participant’s complex needs. Tools utilized by our staff include intake assessments (including case management assessment), financial management curricula, credit reports, and feedback from our participants. 3) Technology. Arouet uses TalentLMS as a digital platform to deliver learning content, particularly around employment. The content includes curated lessons on building a resume, where to find jobs, how to prepare for interviews, and how to navigate the background check process. 4) Volunteers. Arouet also has professional volunteers who can help with mock interviews, professionalism and career advancement. 5) Community Partners. Since our inception, Arouet has worked with the Arizona Department of Corrections, Rehabilitation and Retry, specifically Perryville Prison, a women’s facility in Goodyear, to offer our program to the women in or recently released from their facility. We are currently working with the Maricopa County Sheriff’s Office to begin offering our programs in their jails. In addition, we partner with more than 50 nonprofit and community organizations to support the women and secure their basic needs while they are working at obtaining employment. These partners include food banks, health care centers, supportive housing, etc. We also have almost 50 partners who employ our participants. One example of an Arouet participant’s success story: Cynthia Elliott came to Arouet while at Perryville Correctional Facility. Convicted of drug related charges, Cynthia was released in January 2021 and initially came to Arouet seeking helping with housing. Her parole-assigned housing was expensive and had drug activity happening on site. Without a job and in active recovery, she needed to find a better environment. SERIAL# 220151-RFP To address her immediate concern, Arouet started by referring her to a safer sober living facility in Gilbert – where eventually she became a part-time assistant manager to support other residents. As part of her reentry plan, Arouet worked with Cynthia to devise a job plan to help her utilize her skills and obtain financial stability. Cynthia had earned her B.S. in English and was working as a teacher’s aide at an elementary school when various events led to her addiction and imprisonment. While incarcerated, she found valuable employment as a QA Specialist at a call center and as a GED tutor for inmates. Given her experience, Cynthia was a qualified candidate for many job types. Unfortunately, given her felony, she had few options, particularly without a car and limited transportation in Gilbert. Cynthia had a career goal to work in the recovery space, to apply her personal shared experience and ability to mentor. Arouet helped Cynthia create an appropriate resume and began making introductions at recovery-related organizations in the Valley. Unfortunately, without a car, Cynthia was forced to take an entry-level position at a food processing facility for $12 per hour. Several employers expressed interest in hiring Cynthia and Arouet had to next address her transport issue. As part of Arouet’s financial service program, Cynthia enrolled in Arouet’s credit builder ladder program to rebuild her credit and plan for her financial goals. Arouet also offered her an auto loan as part of its partnership with the International Rescue Committee’s Center for Economic Opportunity. With assistance from a volunteer financial consultant, Cynthia devised a detailed budget, shopped for cars, and purchased a reliable vehicle entirely financed through Arouet, despite still being credit thin. With the new vehicle, Cynthia was able to accept a long-anticipated position as a Peer Support Specialist at Community Medical Services earning $17 per hour where she continues to work. As a large company, CMS has potential for advancement and promotion for Cynthia. In her own words, “Arouet has helped me acquire a credit builder loan which has raised my credit score 80 points in three months. They helped me get an auto loan to purchase my vehicle. They have assisted me in building my resume and are always available when I need anything. They check in with me constantly. They have been the greatest support post incarceration, more than I could ever express in words. Because of them, I have a strong financial plan that will assist me in securing my future. I will always be eternally grateful to them.” Populations Targeted including those disproportionately impacted by the pandemic (including clear evidence that population selected as “disproportionately affected” was in fact disproportionately affected (ref 5.8.3.1) The target population for the Arouet Workforce Program is justice-involved women that are recently or soon to be released from the Arizona Department of Corrections, Rehabilitation and Reentry (ADCRR) Perryville Correctional Facility, an all-women’s facility located in Goodyear, or that have been referred to Arouet for employment support by their peers or members of the justice community. We are also currently working with the Maricopa County Sheriff’s Office to begin offering our programs in their jails. As 75% of our participants live in Maricopa County, funding from this grant will be restricted to supporting the women residing exclusively within the county limits. The first year of reentry is often the most difficult. Women released from incarceration are often unprepared to reenter their communities and address the problems they faced prior to their sentence such as poverty, substance use, legal issues, mental health issues, lack of vocational skills, and parenting difficulties. Their ability to meet their basic needs, find employment, and remedy these life hardships is burdened by their record, which they will carry with them for their entire lives. These issues compound their ability to successfully reenter their communities. SERIAL# 220151-RFP Adding to their stress, the COVID-19 pandemic has magnified the existing challenges justice-involved women face when reentering their communities. According to the Brennan Center for Justice (2021), justice-involved individuals not only have to navigate a job market with a record, but they must do so when the economy has shut down many service-sector jobs typical for our target population. Newly released individuals are directly competing with people who do not have a conviction but have been laid off because of the pandemic. This makes their reentry even more difficult and challenging. Upon release, only 10% of women report any other source of income besides SNAP benefits (and those that do are typically earning between $12-14 per hour) and only 7% have access to a checking account. Furthermore, they often have little to no money to secure safe housing and food, much less for basic needs like clothing, transportation (i.e., a bus pass), and identification cards needed to seek and obtain employment. In addition, 80% of the women we serve are mothers, making employment the number one priority to reunify and keep their families together. The women we serve has complex and unique needs related to obtaining and retaining employment in comparison to the general workforce development population. For example, when a woman is released from prison, often she has little to no money in order to secure safe housing and food, much less the clothing, transportation and identification card she will need to obtain employment. Once she has these basic needs met through our wraparound services, then she is able to focus on workforce development program that will help her obtain employment. But many companies deny employment to individuals with a criminal background. Promotions are often denied due to concerns of liability, despite evidence showing this population is more engaged and has lower turnover rates than general workers. Limited employment leads to less financial prosperity, less savings, and less ownership of assets. Arouet works with women of all ages and backgrounds: 71% of participants identify as Caucasian/White, 9% as Hispanic/Latino, 8% as Black/African American, 6% as American Indian, 1% as Asian, and 5% as Bi-Racial or Other. Less than 1% identify as transgender. Ninety percent of participants are between 25-54 years old, with only 2% between 16-24 years old. Currently, 50% of the women in Perryville are Caucasian. As part of our growth, Arouet is working with prison administration and staff to diversify its population served to better match the demographics of incarceration. If services are provided on Qualified Census Tracts, indicate populations (participants) served by QCT (ref 5.8.3.2) The Arouet Workforce Program (4340 East Indian School Road) is headquartered adjacent to many Qualified Census Tracts (QCT) such as 1109.01, 1109.02, 1108.01, 1114.01, 1114.02, among others. In addition, the majority of the programming is also available through a virtual platform. Most of the women we serve live in low-income neighborhoods in Phoenix and surrounding Maricopa County cities that are within QCTs. The target population, justice-involved women, remains the same for each QCT served. Describe geographic service areas and demonstrate demand for proposed services in those service areas (ref 5.8.4.1) Approximately 75% of the justice-involved women we serve reside in Maricopa County, making the geographic service area (GSA) for this request specific to this county. For the remaining women served, we offer the program virtually to remain accessible to women residing outside of the county’s boundaries. A full 100% of the women we serve have low incomes as they are just being released from incarceration and have immediate financial needs related to housing, food, and clothing. In addition, more than 2700 women are released from prison every year in Arizona, creating a constant demand for a comprehensive workforce program that is gender-responsive to the unique challenges women face upon release. SERIAL# 220151-RFP Demonstrate ability to conduct effective outreach activities to vulnerable and/or disproportionately impacted persons inn their identified service area (ref 5.8.4.2) Arouet has a ten-year history of effectively outreaching women within the Perryville Correctional Facility, an all-women’s correctional facility located in Goodyear, Arizona. Because we already work within the prison, we can directly offer our program’s services and support to soon to be released women, empowering them to take their lives back once released to their communities. To successfully outreach and enroll an individual to our Workforce Program, we use a peer mentor model that employs individuals, often justice- involved women who have been through the “system” themselves, so that they can offer empathy and support about the hardships they faced prior incarceration, and the challenges/barriers they will face upon release. Most of the outreach conducted and referrals received come from Perryville Prison administration, with a limited number of referrals from a peer or other member of the justice community. Description of how the program provides services equitably (ref 2.4.3.5) Arouet does not discriminate on the basis race, color, religion, gender, gender expression, age, national origin/ancestry, disability, marital status, sexual orientation, or military status, in any of its activities. These activities include, but are not limited to, hiring/firing of staff, selection of volunteers and vendors, and provision of services. We are committed to providing an inclusive and welcoming environment for all staff, participants, volunteers, contractors, vendors and clients. In fact, Arouet works tirelessly to ensure that justice-involved women have improved access and equitable treatment. Arouet’s work leads to equitable outcomes for justice-involved women, from housing to employment. By supporting women before and after their release, we ensure that each person receives an optimal chance at a new opportunity to lead a life of self-sufficiency and empowerment. Arouet hosts virtual teleconferences to educate businesses on the benefits of fair-chance hiring, discuss the importance of complying with anti-discrimination hiring practices, and address any liability concerns. This series leads to a live conference planned for 2022 to bring the business community together and promote fair-chance hiring as a sustainable business model in Arizona. 5.6.1.2 QUALIFICATIONS Arouet is an innovative, second-chance movement for women who are recently, or soon to be released, from incarceration. With a mission to restore individuals, rebuild families, and positively impact communities, Arouet has a decade-long track record of helping participants prepare for re-entry, gain meaningful employment, receive financial resources, and create a solid foundation for their lives. We have offered comprehensive workforce and reentry support services since our 2011 inception. Our CEO, Alison Rapping is currently an Aspen Institute Workforce Leadership Fellow, a program sponsored by the Center for the Future for Arizona, she also serves on the Valley Leadership Workforce Development Committee, and Arouet presents to major businesses in the community on how to successfully employ and work with this special population. Our team has experience in workforce development, training and helping women learn to successfully reenter the community and the workforce and includes individuals with lived experience. Arouet’s Opportunity Center is one of only three LISC Financial Opportunity Centers in the state of Arizona. Through our partnership with LISC Phoenix, we receive intensive training and support on successful financial and employment coaching, credit repair, and accessing Federal and State benefits. We also attend regional and national workforce development conferences put on by LISC and its corporate partners. Arouet meets the following minimum requirements for delivering Navigation Services: SERIAL# 220151-RFP 1) Knowledge and experience working in career planning (2.4.2.2.1) – Since our 2011 founding, Arouet has provided career planning services to more than more than 1,500 justice involved women. Our participants have a low recidivism rate of 6-7%, compared to the state average of 39%. 2) Experience in assisting job seekers access and apply for jobs in in-demand industries (2.4.2.2.2) – Arouet has a number of employment partners in in-demand industries who we have recruited, trained and empowered to hire justice-involved women and a number of employment partners have career paths with opportunities for increased salaries and advancement. We plan to increase our outreach in this area with a specific concentration in the seven industries listed as in-demand in the Job Seekers Initiative RFP. 3) Knowledge of federal and state labor market (2.4.2.2.3) – As an organization that assists individuals in searching for and successfully applying for employment, we keep up to date on trends in the federal, state and local labor market. Arouet has the following experience delivering Other Workforce Services: 1) Peer Mentorship Program – Arouet launched our comprehensive peer mentoring program in 2021 with support from an Arizona Together grant. We have recently hired a full-time Mentorship and Volunteer Manager. 2) Professional Mentorship Program – Arouet has offered our participants professional mentors through this program since 2019. 3) Financial Coaching – Arouet has been providing this service since 2018 through our Opportunity Center (see information above about partnership with LISC Phoenix). 4) Workplace Environment Preparation – Arouet has provided workplace environment preparation coaching and workshops since 2018. Arouet meets the following minimum requirements for delivering Support Services: 1) Familiarity and knowledge of resources that can be provided to clients (2.4.4.2.1) – Arouet has partnerships with more than 50 local social service organizations to support the basic needs of our participants. In addition, we are SNAP CAN provider agency and receive ongoing training from LISC Phoenix on how to help our participants access federal and state benefits. 2) Defined strategies and methods for tracking expenditures for support services and documentation of the services provided (2.4.4.2.2) – Arouet keeps detailed records on each participant, including all the support we have provided and the support services we have helped them access from other entities. 3) Defined policies, procedures, or other written rules that determine need for supportive services; conditions limits, and amounts to provide for various supportive services (e.g. maximum amount that can be provided for childcare and what types of childcare will be supported); timeline for providing supportive services; and, processes for providing services. (2.4.4.2.3) – Arouet has policies related to participation in our program and support services provided based on participant need. The majority of our participants come to our program in extreme poverty and qualify for support services we provide. Arouet is a SNAP CAN provider through the Department of Economic Security. SERIAL# 220151-RFP 4) Providers must have enough liquid cash to issue support services immediately and be reimbursed later. (2.4.4.2.4) Arouet currently has more than seven months of liquid operating reserves and a history of running reimbursable grants. A note on Arouet’s financial monitoring for grants: Arouet works with an accountant to track our revenues and expenditures, including grant-related expenditures. On an annual basis, we have our financials reviewed by an independent CPA. We have successfully executed grants from the Maricopa County IDA, LISC Phoenix, and the Valley of the Sun United Way, among others. In addition, monthly our board reviews our financial reports. In accordance with Section 5.6.1.2, below is a list of all project personnel with description of assignment and responsibilities, a resume of professional experience, and an estimate of the time each personnel (Level of Effort) would devote to the program: Chief Executive Officer Assignments & Responsibilities: The Chief Executive Officer is responsible for the overall execution of the Arouet Workforce Program, overseeing all project personnel and building out the needed infrastructure and philanthropic support to effectively provide programming for justice-involved women. Level of Effort for Proposed Scope of Work: 25% Director of Community Affairs Assignments & Responsibilities: Among the other responsibilities outside of the scope of the Arouet Workforce Program, the Director of Community Affairs is responsible for the employer symposiums and StoryTellers events. These two events allow Arouet to partner with businesses and community stakeholders who want to give our participants a second chance at a better opportunity. Level of Effort for Proposed Scope of Work: 10% Program and Outreach Manager Assignments & Responsibilities: The Program and Outreach Manager is responsible for the planning, coordination, and site-level implementation of the program and activities. The responsibilities for this position include preparing class schedules and instruction assignments, reviewing and guiding the instructional process with staff, and delivering classroom instruction as needed. Responsibilities also are to maintain and ensure accuracy in all database and files and performs program evaluation. In addition, this position is responsible for coordinating service delivery with the Arizona Department of Corrections, Rehabilitation and Reentry (ADCRR) staff. Level of Effort for Proposed Scope of Work: 50% Volunteer and Mentor Manager Assignments & Responsibilities: The Mentor and Volunteer Services Manager is responsible for helping women and their families navigate the reentry process, and manages the mentoring component of the Workforce Program which includes recruiting, training, matching, and retaining mentors for women’s reentry mentoring program. Since this position is responsible for ensuring mentees reach their goals and supervising matches, the Volunteer and Mentor Manager regularly connects with participants to educate and guide them, provide information, and ensure they are receiving the best support possible for their future. The Volunteer and Mentor Manager is also responsible for maintaining program files, entering program data into our database, promoting the program, and coordinating activities/events/workshops for mentors and mentees. Level of Effort for Proposed Scope of Work: 50% Opportunity Center Manager Assignments & Responsibilities: The Opportunity Center Manager manages the Opportunity Center’s daily operations, continuously reviewing the services delivered and the workflows used to ensure that the SERIAL# 220151-RFP Workforce Program is meeting its goals; identifying gaps in programming and devising solutions for comprehensive service offerings; managing and improving tools used by coaches and participants for efficient subject delivery and engagement; and research new techniques, products and tools to deliver subject matter. In addition to providing one-on-one coaching for Opportunity Center participants, the Opportunity Center Manager develops and conducts training sessions on resume building, career exploration, job placement, and financial literacy. Level of Effort for Proposed Scope of Work: 100% Employment and Financial Coach Assignments & Responsibilities: The Employment and Financial Coach is responsible for providing 1-on-1 employment coaching to Opportunity Center participants, including helping them with their job searches, planning their careers, and coaching them to succeed in their jobs. She also conducts skills assessments with participants, helps with resumé development, preps participants for job interviews and helps them access education and training. Additionally, the Employment and Financial Coach provides financial literacy and education coaching to participants to encourage budgeting, credit score growth, and asset development. In addition, this staff will regularly connect with participants to educate and guide them, provide information, and ensure they are receiving the best financial support possible for their future. Level of Effort for Proposed Scope of Work: 100% To be Hired 2022: Employment and Financial Coach Assignments & Responsibilities: This individual will be responsible for providing 1-on-1 employment coaching to Opportunity Center participants, including helping them with their job searches, planning their careers, and coaching them to succeed in their jobs. This individual also conducts skills assessments with participants, helps with resumé development, preps participants for job interviews and helps them access education and training. Additionally, the Employment and Financial Coach provides financial literacy and education coaching to participants to encourage budgeting, credit score growth, and asset development. In addition, this staff will regularly connect with participants to educate and guide them, provide information, and ensure they are receiving the best financial support possible for their future. Level of Effort for Proposed Scope of Work: 100% Job Description attached SERIAL# 220151-RFP Employment and Financial Coach JOB DESCRIPTION Position Overview The Employment and Financial Coach works within the OC to support our participants directly and help them lead secure and productive lives. Participants work with our coaches on a long-term basis to address their needs related to employment, financial goals, income support services, and personal wellbeing. The coach regularly connects with participants to educate and guide them, provide information, and ensure they are receiving the best support possible for their future. Primary Responsibilities Long-Term Coaching: provide dedicated, exceptional support to each participant to address immediate needs and build a strong foundation for their long-term success. The coach is the direct contact for participants and must demonstrate empathy and compassion for every person during an incredibly vulnerable period in their lives. Employment Support: provide one-on-one coaching for participants to prepare them for their job search, plan their career, and succeed within their jobs. This includes skills assessments, resume review and writing, interview prep, accessing education/training, and job retention/advancement. Financial Support: provide coaching related to financial issues and goals. This includes reviewing and rebuilding credit, debt repayment, budgeting, savings, and accessing financial services. Arouet also provides access to zero and low-interest loan products, which the coach facilitates. Classes and Workshops: lead and develop outstanding workshops related to all services within the Opportunity Center. This includes regular program classes and individual topic specific workshops, both live and virtually. Data Collection and Evaluation: Collect and verify all required data from participants throughout the program, including personal information, employment and education history, financial assessments, credit reports, activity logs, action plans, and expenses. The coach will utilize various database tools and software, and must carefully track all data and manage large amounts of information. Resource Development: Identify and utilize resources to enhance Arouet’s services for participants, such as assistance programs, upcoming events, and improving internal processes. This includes communicating with the participant base to spread awareness. Policy and Guidelines: Adheres to all guidelines related to confidentiality and data tracking, specifically related to regulatory requirements and program specific guidelines and quality-control requirements. Works to ensure that satisfaction is a priority of the coaching program. The position may require traveling within the Greater Phoenix area for trainings and meetings as needed. Occasional nights and weekend shifts may be needed. Experience and Qualifications: The applicant must demonstrate a passion to work with women and families coming out of the criminal justice system. They will be instrumental in the lives of our participants and will engage with them on a deep personal level. They must be comfortable working in a fast-paced startup environment with a high demand. SERIAL# 220151-RFP Education: Bachelor’s Degree preferred, specifically in social services, human resources, education, financial services, or education. Financial services expertise: should have experience in financial coaching, specifically for low- income individuals. Employment services expertise: should have experience in hiring or HR coaching, specifically for resume writing, interview prep, and workplace skills. Compassionate and supportive: demonstrate empathy and provide a nurturing environment to participants going through difficult and complicated situations. Data and software experience: experience with CRM or database software, Microsoft Office, comfortable managing various tools, and diligent with data entry and reporting. Excellent communications: excellent written and oral communication and presentation skills, including copywriting and campaigns. Multitasking and organized: handle various tasks and ongoing requests effectively for a rapidly growing participant base. Independent and resourceful: act proactively to personally research and develop action steps for participant needs.