220151-CONTRACT-MAXIMUS US SERVICES.PDF
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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 MAXIMUS US
SERVICES, INC., a Virginia 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.
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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
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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.
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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
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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
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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
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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
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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:
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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 20 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
to the extent commercially practicable. The County shall use reasonable efforts to mitigate
excess costs.
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:
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12.15.3.1 require the Contractor to take necessary action to ensure that future
performance conforms to contract requirements; and
12.15.3.2 equitably reduce the contract price to reflect the reduced value of the
services performed. The County shall provide the Contractor a summary
of the purported defects and events. Contract price may be impacted if
Contractor does not conform to contract requirements.
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.
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12.20. AMENDMENTS
All amendments to this contract shall be in writing and approved/signed by both parties.
Maricopa County Office of Procurement Services shall be responsible for approving all
amendments for Maricopa County.
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
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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
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:
SERIAL# 220151-RFP
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
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
SERIAL# 220151-RFP
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.
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.
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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,
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
SERIAL# 220151-RFP
exempt, disclosures must be accounted for within 45 CFR 164.528 (Accounting of
disclosure of protected health information.
12.39. SUBPOENAS
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
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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
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.
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12.42.2.3 Client participation records
12.43. PROGRAM MONITORING AND EVALUATION
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
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12.49. NOTICES
All notices given pursuant to the terms of this contract shall be addressed to:
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.
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IN WITNESS WHEREOF, this contract is executed on the date set forth above.
MAXIMUS US SERVICES, INC. (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
Bruce Perkins Sr. Vice President
1891 Metro Center Drive Reston, VA 20190
January 5, 2022
SERIAL # 220151-RFP
Exhibit A: Vendor Information
DUNS #: 07-840-2994
FEDERAL TAX ID: 26-0307682
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:
Navigation Services
CONTRACT PERIOD:
02/01/22 - 07/31/23
NAME:
Maximus US
Services, Inc.
A.
PERSONNEL
Number of
Positions
FTE Level
Position Title
Total Salary for the
Contract Period
% Allocated
Service MCHSD
Percentage
TOTAL
SERVICE
COST
COUNTY
COST
10
1.00
Career Coach
$
581,343.27
100%
$581,343.27
$581,343.27
1
1.00
Community Liaison
$
62,286.78
100%
$62,286.78
$62,286.78
1
1.00
Sector Liaison
$
62,286.78
100%
$62,286.78
$62,286.78
1
1.00
Supervisor
$
76,128.29
100%
$76,128.29
$76,128.29
1
1.00
Ops Manager
$
103,811.30
100%
$103,811.30
$103,811.30
1
0.25
Project Director
$
34,281.47
100%
$34,281.47
$34,281.47
1
0.10
Ops VP
$
22,753.11
100%
$22,753.11
$22,753.11
1
0.10
Finance
$
9,617.37
100%
$9,617.37
$9,617.37
1
1.00
Reporting & QA Analyst
$
69,207.53
100%
$69,207.53
$69,207.53
1
1.00
Digital Media Specialist
$
69,207.53
100%
$69,207.53
$69,207.53
1
1.00
Implementation Manager
$
19,173.74
100%
$19,173.74
$19,173.74
20
TOTAL:
$1,110,097.17
$1,110,097.17
B.
FRINGE BENEFITS
TOTAL
COUNTY
ITEM
BASIS
COST
COST
Fringe Benefits
42.24% of direct labor. See
Cost Narrative for detail.
$468,905.04
$468,905.04
TOTAL:
$468,905.04
$468,905.04
C.
INDIRECT / ADMINISTRATIVE
COSTS
TOTAL
COUNTY
ITEM
BASIS
COST
COST
SERIAL# 220151-RFP
Overhead
Total Labor (A) + Fringe
Benefits (B) X 10%. See
Cost Narrative for detail.
$
157,900.22
$
157,900.22
General & Administrative (G&A)
Total Labor (A) + Fringe
Benefits (B) + Other Direct
Costs (D-H) X 11%. See
Cost Narrative for detail.
$
249,483.62
$
249,483.62
TOTAL:
$407,383.84
$407,383.84
D.
TRAVEL
TOTAL
COUNTY
ITEM
BASIS
COST
COST
Community and Sector Liaison Mileage
Reimbursement
Approx. 50 miles per week
per head
$4,370.52
$4,370.52
TOTAL:
$4,370.52
$4,370.52
E.
EQUIPMENT
TOTAL
COUNTY
ITEM
BASIS
COST
COST
Laptops & Peripherals
$26,733.70
$26,733.70
TOTAL:
$26,733.70
$26,733.70
F.
SUPPLIES
TOTAL
COUNTY
ITEM
BASIS
COST
COST
TOTAL:
$0.00
$0.00
G.
CONTRACTUAL
TOTAL
COUNTY
SERIAL# 220151-RFP
ITEM
TITLE
BASIS
COST
COST
TRAINING SERVICES
RAPID WORKER
TRAINING
TRAINING SERVICES
NAVIGATION
SERVICES
TRAINING SERVICES
OTHER WORKFORCE
SERVICES
SUPPORT SERVICES
SUPPORT SERVICES
Finance Audit
$150,000.00
$150,000.00
TOTAL:
$150,000.00
$150,000.00
H.
OPERATING EXPENSES
TOTAL
COUNTY
ITEM
BASIS
COST
COST
Assessment Tools
$15,125.00
$15,125.00
Marketing Campaign
$15,125.00
$15,125.00
Telephony
$91,686.12
$91,686.12
Business Continuity & Disaster Recovery
$2,902.70
$2,902.70
Hootsuite Social Media
$136,753.29
$136,753.29
TuaPath
$69,999.75
$69,999.75
IT Infrastructure Implementation
$8,674.36
$8,674.36
Background Checks
$960.00
$960.00
NAWDP Certifications
$8,800.00
$8,800.00
TOTAL:
$350,026.22
$350,026.22
I.
PROFIT
PROFIT COST:
$343,297.70
$343,297.70
TOTAL
SERVICE
COST:
$2,860,814.19
$2,860,814.19
Maricopa County Workforce Development Job Seeker Initiatives
A-1
Proposal
RFP #220151-RFP
Exhibit B: Scope of Work
A.
Proposal – Executive Summary
RFP Section 5.6.1.1; 1.6
COVID-19 has had a dramatic impact on job seekers
and industries, and the way people work and
communicate. At the outset, pandemic— related
shutdowns resulted in millions of people experiencing
temporary layoffs, reductions in hours, or outright loss
of employment, with unemployment reaching a high of
14.8 percent in April 2020.
While the health emergency is waning, there are
lingering effects to the job market. The number of
long—term unemployed is 1.2 million higher than
where it stood before the onset of the pandemic. While
jobs have been added, there are still five million fewer
jobs overall than in February 2020. Many job losses
have occurred in industries that pay lower than average
wages. Per the Center for Budget and Policy Priorities,
while the lowest -paying industries account for 30
percent of all jobs, they experienced 56 percent of all
jobs lost from February 2020 to September 20211.
Not only has the job market changed, but job seekers
are re-evaluating their entire relationship with work—
the type of job they want, the work— life balance
brought by a career choice, and the way they want to
access services to support a return to work. Millions of
workers have moved to remote work and flexible
hours. They have adapted and learned to communicate
and meet virtually through platforms such as Google
Meet, Teams and Zoom.
Although Arizona has recovered 94 percent of the jobs lost during the COVID-19 pandemic (ranked 4th in the nation),
the seasonally adjusted unemployment rate is 6.6 percent, with a rank of 39th in the country—and the long—term
unemployed and discouraged worker population continues to grow. While the weekly ongoing Unemployment
Insurance claims have declined to roughly 20,000, we estimate this includes roughly 11,000 claimants in Maricopa
County.
Understanding this context, our proposed Job Seeker Initiative is to provide Career Navigation Services to under and
unemployed populations. Through Navigation Services that rely on positive and proactive outreach and evidence—
based models, we plan to address job seekers’ needs for new jobs in high -growth industries—not affected by
COVID-19—that offer flexibility and benefits. Our primary job seeker participant pool is the pool of UI claimants in
Maricopa County, especially those who may be nearing the end of their benefits. Other participant populations
targeted for service include SNAP recipients and those applying for/receiving emergency rental or mortgage
assistance and other income -security programs.
1 Tracking the COVID-19 Economy’s Effects on Food, Housing, and Employment Hardships. The Center on Budget and Policy Priorities.
https://www.cbpp.org/research/poverty-and-inequality/tracking-the-covid-19-economys-effects-on-food-housing-and
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Qualifications that directly address the minimum requirements established within the RFP are provided in Section B; we
briefly summarize our Navigation Services highlights below, and in more detail per RFP requirements in Section A.
Navigation Service Highlights
Through our existing Arizona projects with the Department of Economic Security and Maricopa County, we
encounter populations affected by COVID-19 each day. Through these relationships we’ll execute targeted outreach
to recruit job seekers into our Navigation Services program, while maintaining service access and availability to other
eligible job seekers within the county. To support participant convenience and efficiency, we deliver services
virtually, and are staffing to support intensive career navigation services for an average point in time caseload of 800
to 1000 active participants.
Our Navigation Services delivery framework is supported by the following features:
Career Focus – supporting job seekers in discovering how to align and grow their knowledge, skills, and abilities to
match Maricopa County’s in-demand industry clusters and employers
Career Coaching – delivered virtually to make services easily accessible, and using evidence-based methods like
Executive Skills Coaching (ESC), we create a participant-led, coach-supported process for goal setting and developing
individually tailored career pathways
Resource Coordination – supporting job seekers to identify and mitigate barriers through connections to community
supports and resources
On-demand – through our web-based engagement platform, TuaPath, services are accessible 24/7 via a smartphone,
tablet, or computer; this expands the availability of
on-demand services and supports, and
includes a well-established library of job-related training resources and curated action-steps for addressing potential
issues to common job seeker challenges
Career-focused Approach to Navigation Services
Our model is different in a simple, yet fundamental way—career rather than job focused. More than a semantic
difference, our focus is on increasing a participant’s career and earning potential by improving their skills and
experience in Maricopa County’s target occupational clusters.
We differentiate ourselves in the eyes of participants by doing things other service providers or traditional job
placement approaches may overlook or undervalue. This occurs in three ways:
Helping job seekers associate their worker characteristics (that is, are they good with people or good with
numbers and detail) to the Maricopa County occupational clusters. This method creates a way to explore
potential careers—rather than maintaining a singular focus on the types of jobs they’ve previously had. With
our coaches’ support, they’re empowered to learn about career potential, and create a visible pathway for entry
into that field, including gaining skills and experience if needed.
Leveraging work-based learning like pre-apprenticeships, apprenticeships, internships paired with occupational
skills training, or on-the-job training to grow the referenceable experience needed for placement in career-path
employment. For those re-imagining how their skills link to an industry cluster, gaining real-world experience in
a new work environment helps build both confidence and credibility for a later unsubsidized placement. Equipping
participants with experience, skills, and capability prepares them to compete in a Maricopa economy where
upward mobility depends on upskilling to meet employer needs.
Supporting participants to become their own change agents gives them life-long skills to manage on-going
success. Our ESC method helps participants set and achieve a continued set of goals and activities focused on
economic empowerment that fosters better quality placements capable of higher wage placements and increased
long-term retention.
Our strategy uses better, more thorough participant-to-career matching to deliver substantially greater long-term
retention results, using your occupational clusters as a foundation. Cluster-based workforce programs have substantial
evidentiary support and are shown to be effective using the gold standard in scientific research—randomized assignment
(RA). In addition to direct evidence from Maximus programs that illustrates the impact that sector-based approaches
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have on retention and wages (see Section B.1), published national research1 finds that participants in sector-based
methods of employment services have increased likelihood for:
Significantly higher earnings, from 18 percent to 24 percent more—about $4,500 over a 24-month study
period
Remaining employed, and more likely to work all 12 months
Working more hours, and more likely to work in jobs with higher wages and benefits
Greater participation in vocational training in their target sector, approximately 40 percentage points
more; and an increased likelihood of completion by 31 percentage points or more
During the same time as the studies above were published, Maximus operated a sector-based method of case
management in Nebraska. Our switch from rapid attachment workforce model to a sector-based career pathways
model was prompted out of concern with the quality of our results. Although our job placement rates for participants
were high, participants were not best served by being pushed into jobs that they might not be able to maintain or that
would not set them up for long-term self-sufficiency. After transitioning to a sector-based model, we saw six-month
retention rates soar from 55 percent to over 70 percent in the first two years, and average 70 percent in each subsequent
year. When comparing performance to the other provider in the same area, there is a stark contrast to the long-term
retention of Maximus-placed participants—68 percent compared to 47 percent. The average hourly wage is one dollar
higher, and a greater proportion of placements are in full-time work with benefits. In short, this method produced an
initial estimated $2,000 annual wage difference to the participant.
Experience and Capacity to Deliver
Identifying how to serve individual needs across a broad spectrum of participants is what our team does each day for
more than 400,000 career seekers across the globe. From Los Angeles to London, Phoenix to Canada, Indianapolis
to Milan, and Singapore to Saudi Arabia, we are a global workforce team in both expertise and experience. This
global footprint means we have unparalleled opportunity to share innovations among projects, identify new ways of
serving job seekers, and to test out ideas on small and large scales—creating a roadmap for replicating success for
what works and lessons learned for what doesn’t. For Maricopa County, this also means you aren’t a trial-run for
new ideas—the services we propose are those we’ve tested and delivered.
More important than the size of our footprint or the number of innovations is our proven ability to deliver what we
promise. Government partners choose Maximus as their partner because of our track record of:
Improving program performance – making lagging programs good, making good programs better, and
creating outcomes that matter for both government and the people we serve
Commitment to partnership – we work alongside our government partners as just that, a partner. We share
ideas, discuss challenges, and work transparently together to make a difference
Impact on people – our employment programs are known for high rates of retention, high wage
placements, and reputation for the quality of the experience we deliver in the eyes of participants.
Leveraging this expertise—along with our direct experience serving Maricopa County job seekers, we are well
positioned to assist Maricopa County with its goal to offer Job Seeker Initiatives that result in improved long-term
employment outcomes to those disproportionately and negatively affected by
COVID-19. We offer a virtual approach that leverages virtual Career Coaches—accessible via phone, chat, SMS, and
email—along with digital 24/7 resources that support a single point of access to services, resources, and a personal
workspace for goal development and tracking.
While the impacts of the COVID pandemic will continue to evolve, so too will our ability to meet needs and
challenges as they arrive, as job seeker needs changes, and as your priorities shift. We stand ready to be your delivery
partner and a crucial link between job seekers and employers who need them.
A.1 Service Plan and Approach – Career Navigation Services
RFP Section 5.6.1.1; 2.2; 2.5 – 2.5.1
1 https://ppv.issuelab.org/resource/job-training-that-works-findings-from-the-sectoral-employment-impact-study.html
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Detailed descriptions of our approach to delivering Navigation Services are organized according to the following
subcategories within this section:
Participant Experience – describing the series of milestones and program components that comprise
the entirety of the participant journey through our program
Career Coaching Method – describing how we approach coaching participants and the methods used to
support participants to achieve their goals
On-Demand Services – indicating how our tools expand service accessibility and supports, making resources
available 24/7
A.1.a
Navigation Service – Highlighting the Participant
Experience
Participant job seekers experience our navigation services by moving through a series of program milestones—each
tailored to their own unique circumstances, self-created based on their own priorities and goals. These program
milestones and services include:
Recruitment and Outreach
Appraisal and Career Planning
Goal Setting
Skills Training, Job Readiness, and Placement
Resource Coordination
Retention Support
More detail about our approach to delivering each of these components is provided below.
Exhibit A.1-1 details the individual processes, tools and staffing that support progression through the phases of
prepare, implement, and achieve. Depending on the level of Career Readiness (described below), participants may
spend more or less time in each of these phases, and the associated coaching may be more hands-one and frequent, or
more self-directed and occasional. Regardless of how participants enter the program, each will experience a tailored
and career focused approach to create and support their career goals. Through the process, they’ll own their own goals
for achievement and be supported by a well-trained career coach.
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Recruitment and Outreach
First impressions matter, making our initial outreach attempt to target populations critical for program enrollment and
on-going engagement. Given the voluntary nature of these services, demonstrating immediate value to the participant
for what we can offer, how we can support, and the ease of access and support using virtual services is essential and
core to our messaging strategy.
To enroll and maintain a targeted active point in time caseload of 800 job seekers, our recruitment strategy includes
Career Coaches making outbound calls, as well a dedicated Digital Media Specialist with responsibility for promoting
services using social media. To support community connections, we have two liaisons—a Sector Liaison and a
Community Liaison—one working with industry and employer stakeholders, the other with the service provider
community. Both have shared responsibility for promoting, messaging, and coordinating service availability with their
respective stakeholders. As Maricopa County’s One Stop Operator (OSO), we’ll also be able to promote services
availability among our partners and through the local ARIZONA@WORK career center—including the new mobile
career units.
Other aspects of this recruiting and outreach strategy include:
Pro-active outreach to UI claimants, leveraging our existing UI contract with DES to facilitate a target
population of claimants interested in services
Proactive outreach to participants of Emergency Rental Assistance (ERAP) and Mortgage Assistance,
leveraging our existing contracts with DES Division of Aging and Adult Services for ERAP and the Department
of Housing for Mortgage Assistance.
Digital and social media campaigns inviting un/underemployed residents of Maricopa County to reach out to our
Career Coaches directly
Connecting community organizations, Adult Education and training providers, and faith-based groups that serve
disadvantaged populations to promote referrals to services
Developing Public Service Announcements and working with local radio and television statements to air the
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messaging, encouraging COVID-19 affected populations to reach out for assistance
Pro-active outreach to Native American & Refugee populations
Because our proposed services are completely virtual, our Career Coaches will reach out directly via phone, text, or
email, whichever method is the preferred contact of the participant. During the conversation we’ll talk about ways
we can offer support for reconnecting to the workforce or engaging in recalibrating their career interests and skills to
a different occupation if a participant enrolls. The messaging will promote career opportunity and advancement,
connection to high-paying job opportunities, and access to support services when needed.
Appraisals, Career Planning, and Goal Setting
An individually tailored career plan provides the participant and coach a powerful and productive playbook. Putting
down in writing, in one place, the aspirations, goals, activities, and plans, creates a tangible roadmap. This simple
act of writing goals down helps to evaluate appropriate actions, identity ways to solve problems and helps participants
to choose those actions that will lead to success. When they write it, it’s meaningful for them, and that ownership
drives motivation and keeps them engaged and committed to the point where goals are met and outcomes achieved.
Maximus uses career plans under different names and forms in all our workforce operations. We’ve committed to
their use and treat them as the lead record and planning document for all those we work with. Our method of creating
them with participants rather than for participants, helps create ownership and value for participants in a way that
makes them useful to participants—not just as a record for us.
Career planning begins with an appraisal where together with the participant, we assess a variety of factors related
to their knowledge, skills, and abilities, while also examining the broader circumstances of their situation.
We’ve found that associating career interest with work history alone is insufficient to develop a meaningful career plan
because it puts too much emphasis on
limited past experience, rather than characteristics and
capability. Instead, we incorporate the following:
Situational Assessment: self-rated levels of self-
reliance on several social determinant domains—
housing stability, financial wellness,
problem-solving, and so on—that impact success in
training, work, and family
Career Cluster Interest Inventory: Reveals the
industry cluster most suited to work style and
personality characteristics
Occupational Interest Profile: Identifies occupations
within an industry category related to worker
characteristics
Workplace Skills Competency Profile: Illustrates the
functional (hard and soft) skills needed for work
including reading, math, and problem solving
During the appraisal interview, we introduce the concept
of career clusters and use Career Interest Inventory
results to reveal how a participant's work
Exhibit A.1-2: Maricopa County Industry
Clusters
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style, skills, and personality traits relate to potential career possibilities. Career clusters are general categories of work;
jobs associated with a cluster can be further organized into categories of occupations. Exhibit A.1-2 shows the high-
growth, target career clusters identified by Maricopa County. Doing so encourages exploration of many occupations
within a career cluster, increasing the chances of finding an occupation with the highest level of participant interest
and motivation into which to make a placement.
Collectively, these methods help us chart more meaningful career plans with participants. Many individuals come to
us never having the opportunity to really think about how their work style and interests are related to viable career
fields, let alone help plan the sequencing of skill-building activities needed to be successful in a given career. Past
exposure to employment services may have relied too heavily upon self-directed activities, been unsupported by an
active career coach, or used past work history as a sole indicator of a future direction. Participants may be conditioned
to believe there is a right answer to questions regarding career interests. Instead, using a Career Interest Inventory
Tool generates foundational information to facilitate the right type of discussion to uncover interests and identify
opportunities. For example, participants may say they are interested in being a Certified Nursing Assistant only because
they believe it is the only viable career where they can “help people.” Using a sector-based approach to career planning
encourages exploration of many occupations within a career sector, increasing the chances of finding an occupation
with the highest level of participant interest and motivation into which to make a career plan goal and eventual
placement.
Using industry-standard tools like O*Net career profile, and ACT’s FIT and Talent assessment tools reveals career
interests and prompts conversations about potential training, skill-building, and work experience sequencing.
Understanding Maricopa County’s employer needs (through our existing relationships in the Jobs program and as
OSO) allows us to equip participants with the competencies to fit those needs, while aligning with the individual's
interests and work styles. This approach exposes participants to a wider range of possibilities than they may have
previously considered. For example, a Career Interest Inventory may reveal that a participant has aptitude and
interest for performing jobs related to manufacturing, even though the person has limited experience or skills in this
industry. In that situation, we can help chart a career course focused on gaining related skills and/or experience in
that cluster—or even focus on a tiered workplace credential associated with graduated levels of competency in a
defined occupation.
Vulnerable populations—like unemployed or underemployed—often come to us with a history of hearing reasons
why they will fail, rather than how they can succeed. As part of our ESC method (described below), Maximus uses
evidenced-based Motivational Interviewing (MI) techniques when working with participants, to help shift the focus to
finding established strengths, interests, and motivators we can build on. MI helps participants take stock of their skills
in a realistic manner that changes their perspective. For example, we may ask a participant, “On a scale of 1 to10, how
ready do you feel for a job placement?”; when a participant answers, “Three,” our response begins with something
like, “What makes it a three today?” We can eventually build a plan to increase perceived readiness based on our
conversations.
Other key tactics of MI include:
Asking open-ended questions: "Tell me what you liked about your last job."
Affirmation of strengths: "If you decide something is important enough, you will put up with a lot just to do it."
Reflective listening: "I heard you say finding a better job was important to you."
Using this interviewing technique, the Career Coach captures or confirms information about the context surrounding
a participant—their living situation, family construct, available transportation arrangements, and so on. These
circumstances impact the success of a future job placement, and better position our coaches to help a participant
develop actionable plans to mitigate challenges, coordinating available resources and supports to ensure challenges
don’t manifest into problems.
Collectively this information allows the participant and Career Coach to discuss how to obtain skills and experience
in a desired occupation (if needed), how to re-engage the job market in that cluster, and work to establish a set of time-
bound goals and plans. This plan is designed to support immediate engagement in rethinking their career trajectory,
rather than a plan based primarily on conversations asking only,
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“What type of job do you want?” or “What type of jobs have you had?” These resulting conversations reveal:
A clear view of the participant’s skills, strengths, and motivations
Sector-specific occupational alignment
A customized coaching approach to advance long-term career employability
A framework with which to move forward
With our support, participants use the interest they have in a longer-term career goal as the fuel to build skills creating
a bridge between the job they can find in the short term and the career they eventually want to have. Maximus helps
participants prioritize a set of combined activities that foster better quality placements, higher wage placements, and
better long-term retention. Working through this process is neither lengthy nor complex, and keeps participants
engaged for the short term in meaningful ways so they find quality employment that lasts.
Skills Development, Job Readiness and Placement
We mentioned that work history
alone is insufficient to determine
whether a participant is indeed on
a career path, or even job ready.
Using information gained in the
appraisal process and interview,
we get a sense of whether a
participant's skills, experience, and
characteristics fit the types of jobs
they have previously had—or if
redefining career goals to different
occupations may help them
re-align to jobs for which they
are more suited. Aligning to
interests and passions, then
cultivating skills and growing
experience, equips
participants with the tools to make
the leap they may have
Exhibit A.1-3: Maximus Career Ready coaching quadrants
been previously unable to think about, or know was possible.
Instead of focusing on short-sighted attachments to jobs that do not last, Maximus segments participants into stages of
career readiness that focus on building skills desired by employers and qualities of
self-assurance needed for success. Exhibit A.1-3 describes the job seeker quadrant profile and the various
interventions and methods we use, depending on a participant's level of career readiness.
We anticipate a fair number of participants will combine activities like short-term trainings, credentials, or different
types of experiential learning placements (like apprenticeships or internships). Combined, we find this method to be
particularly impactful as it provides real world practice in the participant's target cluster keeping them interested and
motivated, while also cultivating the practical skills future employers will expect for higher-paying jobs—even entry
level jobs that may be considered more middle skilled types of employment. Our Sector Liaison will work with Career
Center Business Services to identify area employers to cultivate a variety of internship-like opportunities to provide
citable experience in a target industry cluster, if that cluster is new for the participant.
Job Readiness
As part of participants’ career planning and goal setting process, we help them develop a Job Search Plan in their
targeted occupational cluster. Depending on level of career readiness, a participant’s roadmap will include a
balanced set of both self-directed and suggested activities. For example, those
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with identified skills and more recent attachment to the labor market may benefit more from a self-guided refresher
using searchable content in TuaPath for how to approach the job search or what to do in an interview. Through the
TuaPath platform, participants have access to thousands of videos and other curated content to help shore up gaps in
job readiness—things like creating a resume or helpful strategies for nailing an interview. For those participants in
need of more intense support, we’ll design a more tailored set of activities, coaching sessions, and follow-up activities
aimed at working one-on-one with participants through the process while still leveraging content within the TuaPath
platform. Coaches may also suggest participation in workshops at the local ARIZONA@WORK Career Center, which
we can work to coordinate.
We take a proactive, matchmaking approach to placement services. Not only do we work with participants to
understand their skills, needs, and goals, we align closely with employers to understand workplace culture and the
skills required for the vacancies they need to fill. While the Career Coach is the primary point of contact for
participants, we leverage our Sector Liaison to ensure ready understanding and access to available jobs for direct
placement or experiential learning opportunities like internships,
pre-apprenticeship, or on-the-job training (OJT). This role also serves as an advisor to Career Coaches, providing
information on labor market conditions, open jobs, work experience opportunities, and area employers. We work to
understand target cluster employers and hiring needs, while participants plan for bridging the gap between their
existing skills, available skills training, and employer needs. Using this approach to job placement yields not only
full-time employment but employment that is well above minimum wage. Through the TuaPath platform, we can
promote hot jobs—curated through these relationships, and those with the local career center and area employers.
For career-ready participants (or once they become career-ready), we use guided, short-term job searches to prepare
them to seek and obtain career-path employment in their target cluster, carefully helping them to consider
advancement and earnings potential. These activities can include help navigating the Arizona Job Connection job
search tool, creating a profile, conducting efficient searches, and in learning what to look for in examining a posting,
etc. Offering support with resume preparation and tailoring resumes to specific job postings helps bolster confidence
as well as ensure alignment of capabilities to actual job postings. We can coordinate online or in person soft skills
trainings that make a difference in successfully managing the transition to employment.
Independent job search is guided by a mutually agreed-upon relationship between the participant and Career Coach.
While the Job Search Plan sets forth the steps and activities that the participant undertakes to become employed, it is
built upon a trusted relationship with a Career Coach who is the anchor for the success of the plan. Progression in job
search and related job readiness is monitored through ongoing communication with the Career Coach. When the going
gets challenging, the Career Coach provides the foundation that supports the participant, suggests adjustments to goals
and activities and where necessary, coordinates services to remove barriers.
Lastly, through our national employer network development team, we make virtual job fairs available with national
employers who hire remote workers from across the country—providing new options for
job seekers.
Resource Coordination
Situations change, circumstances evolve, and new challenges emerge as participants navigate both training and career
attachment. By maintaining ongoing contact and tracking a participant’s progress on their goals, we’re equipped to
help identify issues before they become problems that threaten progress— and support participants to map out a
solution. Our ESC method emphasizes a process whereby participants own their solutions to challenges, yet provides
the practical structure to help reinforce the set of step-by-step behaviors critical to articulating and managing solutions.
Sometimes challenges are as straightforward as needing a car repair for reliable transportation. Other times, they
involve more complex circumstances like loss of housing, contact with the justice system, or a substance use disorder.
In those situations, we leverage connections with our network of community partners and facilitate a warm handoff.
In addition to TuaPath on demand resources and network of community partners, hiring career coaching staff that
reflect the life experience of our Maricopa County job seekers is an effective strategy. Staff we hire often bring with
them community connections that are a critical part of the support we offer.
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Retention Services
Retention support actually begins the day we initiate contact with a potential participant. It’s our first opportunity to
build trust and rapport. We view every interaction as an opportunity to reinforce that we’re here to support participants
and their continued engagement in career building activities. Participants who trust and engage with their Career Coach
are more likely to share openly about the challenges they face, alert their coach to problems, and be open to working
through solutions. The coaching relationship becomes one of our most important protective factors for retention
success.
Despite our best efforts, sometimes placements fail. When they do, the reason is often attributed to one of the
following:
Participant skills are not aligned with demands of the job placement
Mismatch between aptitude and job culture
Unrealized expectations from the participant or the employer/worksite
Unreliable childcare, transportation emergencies or transportation methods that are too time-
consuming and burdensome, and family crises
Our overall approach to retention covers three types of support—transition planning, re-attachment services, and
employer engagement.
Transition Planning Includes:
Equipping participants in establishing a game plan for what challenges to expect – from the job, family,
and adjusting to a new schedule—helps the participant pro-actively think about what to do if certain situations
arise. Coaches understand the typical challenges faced by new entrants in specific fields. For example, new
healthcare workers frequently experience issues associated with the physically challenging and stressful nature
of work, mandatory overtime, lack of scheduling flexibility, and lack of respect that can contribute to high
turnover. Using a combination of follow-up check-ins, coaches offer preemptive support to help participants
manage these difficulties.
Planning for continued transportation and supportive services ensures participants have access to
transitional supportive services and helps them develop contingency plans for back-up childcare and
transportation options should initial plans fail.
Offering Virtual Retention Training covering topics such as disclosure of disability, self-
representation, accommodations, fear of loss of benefits, career advancement, and
understanding employment resources. Participants review anticipated worksite requirements, including tardiness
and attendance, safety, work instructions, and co-worker relations. We offer counseling on performance
improvements, reliability, salary, and wage increase negotiations, as well as community resources that support
long-term employment. These resources are available
on-demand in TuaPath.
Money management and budgeting helps participants plan for how to use their paycheck to support their
family, including opening a formal bank account. This can include free financial management classes and
help with income tax preparation to claim the Earned Income Tax Credit (EITC). Through existing
partnerships with Literacy Volunteers of Maricopa County, free Financial Literacy training is available
virtually, and easily accessible through the TuaPath platform.
Leveraging Community Networks to understand how and where to access community resources is part of
ensuring overall situational stability. Our dedicated Community Liaison helps cultivate relationships with local
resources—including existing partnerships as OSO—and facilitate a warm handoff process to those resources.
Our Digital Media Specialist creates information campaigns released through text message and on social media
to highlight community partners, promote events, and create awareness about the various resources available
within the greater Maricopa County community.
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Employer Engagement
We maintain contact with employers who have hired our participants to help with their work adjustment. One of the
most important employer-based supports we offer is assistance with preventing and mitigating behavioral and
performance issues affecting the participant’s success at the worksite. Coaches check in with employers on the status
of a placement and meet with supervisors and participants as needed to mitigate performance concerns. This support
may include helping participants better understand workplace and supervisor expectations. We conduct this work
while also honoring the confidentiality concerns of participants, as some participants don’t want their coach to contact
their employers or meet with their supervisor.
The Sector Liaison also plays a significant role in influencing retention by educating the business community
on the supports available to participants, providing access to tax credits and other hiring incentives, and
addressing workplace conflicts involving the participant in a manner that results in a mutual understanding and
resolution.
Reattachment Services
Employed participants may continue to access the full array of Maximus employment resources for up to a year after
they become employed. We provide long-term support for retention using resources like the action step library
available in TuaPath to help reinforce goal setting behavior. Through platform messaging, participants can reach out
to their assigned career coach for assistance with issues that come up or ask questions about their employment, and
create as many new roadmaps and goals as needed to help keep forward momentum in their career path and life
situation.
Participants who become unemployed for any reason after their initial job placement can re-engage with our program
for immediate re-placement. This process begins with a brief re-assessment of barriers, discussion of the issues that
led to job loss, and identification of support needs to strengthen the likelihood of job retention in the future.
By taking a comprehensive approach, we’re able to support the range of diverse needs, circumstances and challenges
un/underemployed participants face in making in their transition work or a better job
A.1.b
Using Evidence Based Methods to Conduct Career
Coaching
Our cluster-based approach to career coaching is an evidence-based, nuanced, and targeted way of supporting
participants’ improved employability with a clear on-ramp to career path employment aligned to local employer
needs. By planning alongside the participant—not as a case manager, but as a career coach—the process
becomes collaborative.
Why coaching and not case management?
Quite simply, coaching
helps participants develop
skills to solve their own
problems and manage
barriers, while case
management is primarily a
tool to reinforce compliance
and document interaction.
This is a
relevant distinction, and one that underscores the value our coaching method, which provides a vehicle to build the
everyday problem-solving skills (called executive functioning skills) participants need to achieve economic resilience
for their families.
Traditional employment service approaches (and providers) focus on directing or setting the goals for participants,
creating the actions steps for participants, and packaging it as an individualized plan for success. Alternatively,
coaching is a collaboration with participants—helping them learn skills to set goals on their own, reinforcing
behaviors for meeting goals, and increasing a participant’s motivation and self-regulation for achieving success.
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Executive Skills Goal Oriented Coaching Method
Maximus trains our Career Coaches on the Executive Skills Goal Oriented Coaching (ESC) method developed by brain
science experts Richard Guare, PhD, and Peg Dawson Ed.D, and designed exclusively for the needs of low-income
individuals. We employ this method because it reinforces a participant-centered approach to services and reinforces
behaviors and soft skills required of individuals to achieve economic success. Moreover, it matches our core philosophical
belief that people are their own agents of change, rather than cases to be managed.
ESC is grounded in the neuroscience that correlates the negative impact of chronic poverty on an individual or family’s
ability to achieve employment success. Behaviors that often look to program officials (and employers) as no motivation,
lack of focus, bad attitude, or disengagement are often the result of toxic stress that inhibits the development of an
individual’s executive functioning skills.
Despite its name, executive skills aren’t creating skills for a person to become an executive in the workplace. Instead,
executive functioning skills are simply the clinical label for the collection of skills people use every day to control behavior
and actions, and the set of mental processes that enable us to plan, focus attention, remember instructions, and juggle
multiple tasks successfully—all attributes necessary for successful participant employment and effective parenting.
These skills can be developed in adults to help them be more successful in planning and achieving goals, and their
overall functioning in stressful situations. Our method is an intentional process for helping participants pursue goals
linked to a broader set of strategies for improving their employment outcomes. The approach provides a method for
participants to take big goals and break them into smaller action steps that become elements of a personalized
roadmap. Exhibit A.1-4 illustrates this idea. Further, TuaPath provides a digital sandbox place where participants can
organize and deal with the challenging aspects of their life in a manageable way, breaking down intimidating and
unpleasant challenges into small steps.
Exhibit A.1-4: Executive Skills Coaching Helps Participants Learn How to More Effectively Manage Goals
So effective is this method of coaching for low-income participants, that the US Department of Health and Human
Services recently highlighted its efficacy as part of its Emerging Practices series for TANF (Temporary Assistance for
Needy Families) programs (https://www.tuapath.com/wp-content/uploads/2018/05/Coaching-TANF-Participants-
DL.pdf), and the method has been included as part of an HHS-funded demonstration project examining effective
coaching methods in TANF employment programs.
(https://www.acf.hhs.gov/sites/default/files/opre/employment_coaching_designreport_073119_508_final.pdf)
Our Coaches are trained and certified in the ESC method by Dr. Guare, supplemented by Motivational Interviewing
techniques and the use of corresponding assessment tools. Coaches have access to an online community of ESC-
certified peers, and quarterly learning forums facilitated by Dr. Guare to help them problem solve difficult scenarios
or share best practices. Even staff with years of human service experience benefit from training to help master the
art of coaching versus case management.
Efficacy of this method works in three ways:
Provides a repeatable process for coaches that guides the way in which they interact with participants,
reinforces that interaction with participants is collaborative versus prescriptive, yet done to facilitate
compliance with program expectations
Teaches participants a repeatable process of taking big goals and dissecting them into smaller action
steps, providing a framework that generates an executable roadmap the participant owns, rather than one
prescribed for them
Reinforces goal setting behavior through participant’s use of TuaPath – a personalized, participant facing
digital resource to help them manage goals and activities (described in more detail in Section C.2) in support of
the IOP.
Applying the ESC Method in a Cluster-based Approach
To aid in making progress towards goals—and reinforce the development of executive functioning skills—
participants can manage their personalized goals through TuaPath, capturing their success and achievement in a
digital format. Participants identify and create their own personalized roadmaps consisting of long, medium, and short-
term goals and action steps that align with their career plan. Participants can prioritize, work on, and complete tasks,
and track their progress and victories. The TuaPath platform supports in real time updates and tracking.
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Because its participant driven, it represents a significant environmental modification and enhances executive skills
development through repeated skill practice at each step. In addition, TuaPath offers behavioral psychology tools
including prompts, self-monitoring of progress, and reinforcement. A personalized, visual dashboard helps keep
participants on track and see their progress. Tracking tasks one step at a time keeps participants from being
overwhelmed. TuaPath delivers content and user interaction in multiple languages and allows staff to review both in
English or the participant’s language.
Through TuaPath, participants have access to an on-demand digital library of curated content— educational resources,
downloadable handouts, video content and links to external websites or tools. As important, all information is
accessible from a single location, eliminating the need for participants to remember different logins or passwords for
different tools. Offering on-demand, accessible resources for participants extends the reach of the Navigation Services
program by making resources available outside of a traditional brick and mortar setting, accessible when participants
need them. We know many job seekers don’t have a computer at home, or even internet access—yet most have a
mobile device. Just like social media applications, Facebook or Snapchat, TuaPath is accessible by mobile phone or
tablet, meaning participants take their goals and action steps with them, have access to on-demand content whenever
they need it, and can reach out to their coach directly through the application—making engagement easier, and on the
participant’s terms.
Coaches can monitor participant progress with program goals through each scheduled check in call. They can view the
participant’s completed action steps through TuaPath, offering coaching advice or behavioral nudges and sharing
resources with the participant in real time.
Case studies of the ESC method and corresponding TuaPath resource emphasize an increase in the quality of
participant/coach interaction. One Program Manager from a Colorado Career Center site shared, “You have a
model that really allows coaches to coach and allows participants to formulate plans for themselves and their
families that are meaningful to them.”5 This model is currently used to support Wagner Peyser Job seekers in the
same center in Colorado, as well as more than 40 county human services and employment offices in Colorado and
Michigan. There are also state-wide deployments
in-progress for Louisiana and Oklahoma.
Although career goals and progress are tracked by our coaches, giving participants a visible and accessible means to
track their own progress through a personalized dashboard, facilitates ownership of their goals and increases the
likelihood of active engagement and achievement. The two-way facing functionality gives both participants and
coaches the same lens to view the information at the same time.
A.1.c
On Demand Services Increases Service
Accessibility on Participants’ Terms
Demands of managing family life, employment prospects, and potential occupational skills training means participants
need access to services on their terms, and sometimes that falls outside of traditional work hours or in a face-to-face
setting offered through an existing brick and mortar
service location. The
post-COVID reality means services must be easily accessible and participant friendly. Our data shows a substantial
portion of participants’ work on goals (via TuaPath) is done outside of business hours, and more than 80 percent are
doing so on their phone.
For that reason, the digital resources assembled in TuaPath provide participants with on-demand access to skill
building, goal planning, job searching, and other resources to ensure whatever they need is literally at their
fingertips—and translated in several hundred languages.
TuaPath creates a single-access hub for all aspects of the program. The platform is two-way facing— meaning
both coach and participant have a view into all activity, goals, and communication exchanges. Career Coaches can
track and monitor participant activity (in a way that’s also reportable to you),
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including sending behavior nudges or program alerts and notifications to remind participants of important dates and
activities. TuaPath supports our executive skills coaching method and helps reinforce goal planning behavior in
participants. Further, through the single-access hub, participants have one place to go for access to other resources—
Arizona Job Connection job search engine, ARIZONA@WORK online resources, resume builders, and job readiness
tools—eliminating the need to remember multiple logins and passwords. This allows us to streamline coaching
services while providing online blended and self-initiated learning opportunities that continue to build skills towards
goal attainment. Exhibit A.1-5 shows an example of the single access platform we envision for Maricopa County
Navigation Services.
(https://www.tuapath.com/wp-content/uploads/2018/05/Coaching-TANF-Participants-DL.pdf)
These resources keep participants engaged in modern, innovative, and meaningful ways, allowing coaching
interactions to be more productive and focused. Service elements available from the TuaPath platform include:
Personalized goal setting and roadmap – participants create and organize their career plan goals and action
steps in a personalized roadmap. TuaPath is designed to keep efforts organized, prioritized, and on track to
goal attainment. Participants can view and work on goals from the convenience of a simple to use, mobile
friendly interface with Career Coaches able to evaluate, review, and monitor progress in real-time.
Employment-related curated content – access to literally thousands of videos and other content to support job
readiness. Everything from advice on a successful interview, to tailoring a resume, or even how to approach the job
search after being out of the workforce. Content is available
on-demand, allowing participants to access resources when they need, for however long they need, and for the
topics they need.
Resume Builder – using an easy fill-in-the-blank method, participants can easily create a resume— or
several—for easy upload to job applications or to send out directly to an employer from the platform.
Hot Jobs Listing – for target jobs identified by our Sector Liaison, or promoted through the career center,
participants can have streamlined access to those openings
Direct link to on-line job searching – by linking directly to the Arizona Job Connection job board,
participants can coordinate their job search activities, while having ease of access to their resume or job
application tips from the same location.
Appraisal and assessment tools – participants will complete their appraisal activities through this platform,
including their career interest inventory, which will serve as a useful reference as they initiate their job
search
Linkages to other resources – we’ll work with Maricopa County to further understand the digital tools and
resources you believe are important, and we’ll make them available through the platform. This could even
include applications for support services or linkages to other community supports.
A.2
Target Population and Service Area
RFP Section 5.8.3; 2.3; 5.8.4
The unprecedented numbers of citizens relying on UI reflects the pandemic’s impact on employers and their
employees. Although some pre-pandemic jobs have returned, others have not. The situational needs among those still
unemployed—caring for children or other family members impacted by the pandemic and even redirected
employment goals—impact how and when Maricopa County residents will return
to work.
As stated earlier, we estimate more than 11,000 Maricopa County residents are still receiving UI benefits. Through
our relationships with DES and as the local One Stop Operator, our outreach strategy will initiate engagement with
this impacted group. Our service design and staffing plan can accommodate a continual point in time caseload average
of 800 to 1000 active job seeker participants—roughly seven to
nine percent of UI participants in Maricopa County. We base engagement assumptions from a similar virtual
employment services and outreach program we operate for Arkansas. In this project, we outreach by phone to SNAP
participant and connect interested participants with employment and training resources in their community.
While UI claimants are our primary target for Navigation Services, we’ll outreach to other disproportionately affected
groups including those receiving (or applying) for pandemic-related rental or mortgage assistance services. We
prioritize our outreach by segmenting our program targets to those with low income, within HUD-designated census
tracts, those with a history of low-income employment or underemployment, and persons of color.
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Participants will be residents of Maricopa County, as evidenced by an eligibility screen that includes documentation of a
local address (that is, state-issued identification, utility bill in their name, etc.).
All services—including initial outreach activities—are conducted remotely, leveraging the use of our telephony
platform as a primary communication tool. This same technology was used successfully over the last year to aid DES
in support of its UI program, at its peak managing more than 403,000 calls per day. We also bring a proven
engagement platform in TuaPath—currently used in career centers and human services agencies throughout the
country—to facilitate two-way communication between participants and career coach, including use of SMS and
email capabilities.
A.3 Performance Outcomes
RFP Section 5.8.2; 2.4.1
Meaningful outcomes aren’t just numbers. They reflect lives improved, careers rejuvenated, and real people able to
make even more meaningful contributions to their community. We’re committed to delivering compliance with all
program requirements, yet focus on performance achievement as something we deliver for both our government
partners and the people we serve.
Through the TuaPath platform, Maximus is equipped to provide required reporting on performance outcomes for
Navigation Services—this includes rich data reporting of participant and coach interactions and participant
progression towards goals. These data not only help us comply with reporting requirements, but give us tools to
manage our own performance more accurately—removing the disconnect between data collection that’s historical,
and the real-time needs required for effective coaching.
Reporting includes:
Number of participants provided navigation services
Number of persons actively pursuing identified occupation within six month—including both
attestations and those with documented pursuits
Number of participants who have not yet chosen a career path/occupation to pursue
Number of enrolled participants we’re not able to follow-up with
Other indicators as negotiated as part of contract award
As required, we’ll track and record performance measures and deliver quarterly and annual performance and financial
reports, including supporting documentation. We understand these reports include:
Executive summary of activities performed
Detailed performance data
Increase in wage/salary for underemployed participants
Demographic information including gender, race, ethnicity, and age
Detailed financial reports
Projected expenditures and performance levels
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B.
Qualifications
RFP Section 5.6.1.2
Our 45-year corporate history is one of advancement, innovation, and outcomes, achieved through a consistent focus on
services that help our government partners deliver high-performing programs. Since 1975, we have focused solely on our
mission of Helping Government Serve the People®, supporting the priorities of our government partners like you, by
helping them design, innovate, and address challenges in times of crisis and program transition. For more than 30 years,
we’ve provided employment support to out of work job seekers and vulnerable populations including low-income persons,
single parents, those who are justice-involved, ethnic minorities, and persons of color. Most recently, we’ve helped state
Unemployment Insurance (UI) programs administer needed claims support to unemployed citizens and assisted low-
income populations impacted by COVID-19 access emergency rental and mortgage assistance. Like you, we live out our
mission each day through a passion reflected in staff driven to make a meaningful, lasting difference in the program
services we deliver.
Identifying how to serve individual needs across a broad spectrum of participants is what our team does each day for
more than 400,000 career seekers across the globe. From Los Angeles to London, Boise to Cleveland, Indianapolis to
Milan, and Singapore to Saudi Arabia, we are a global workforce team in both expertise and experience.
Experience is most valuable when it is broad, deep, and growing. That last word is critical because workforce services
must constantly evolve to reflect new needs, new insights from science and research, and new technologies.
Throughout our decades of experience, Maximus has routinely evolved our methods of delivering services and
refined the core foundation for what guides our delivery. Over the last decade, we’ve further redefined priorities, our
service model, and our delivery philosophy to better serve government clients like you and those who rely on our
collective services to make the move from surviving to thriving.
As a result, what our experiences, our organization, and our team offer Maricopa County, reflects a foundation of the
following principles in everything we do:
Partnership – we’ll work alongside Maricopa County not just as a delivery partner but also a thought
partner. This means we’ll continually assess how to better support Maricopa County job seekers in
achieving career-path employment, fulfilling our commitment to delivering results to you.
Commitment – we do what we say, and deliver on our promises. From our corporate executives to our front-
line staff, Maximus invests its resources, talent, and time to ensure project success. Our leaders provide project
staff with the resources and expertise to achieve high performance, address new needs and challenges as they
arise, and maintain a consistently high-quality experience for those we serve. If there is a danger of falling
short of expectations, the full weight of Maximus will work to address it and make it right according to what our
government clients expect. As priorities change, we’ll work to adapt our delivery to suit those changes and
priorities.
Quality – the quality we deliver program participants sets the bar for the expectations participants must
have of themselves. The way program participants experience our services impacts their ability to get the
most out of program services, and ultimately position them for self- sustaining employment they can retain.
Maximus prioritizes the quality of the participant experience, ensuring participants feel heard, respected, and
valued, and in doing so, we earn the trust and credibility that allows us to work most effectively with
participants. High standards and higher accountability are pillars of our organizational culture and recognized
by others—we’re frequently mentioned on Forbes’ lists of top companies, including our most recent
acknowledgement for being one of America’s Best Companies for Diversity.1
Results – starting with the end in mind requires us to understand what works and allows us to achieve the
types of outcomes that motivate participants and are priorities of our government partners. Understanding
what success looks like means starting with the right blend of evidence- based methods that elevate and
navigate to outcomes rather than run formulaic processes that disguise compliance as achievement.
The sections that follow highlight the experience and qualifications that demonstrate not only that we can deliver
Navigation Services to Maricopa County Job Seekers, but that we are best positioned to deliver results. These
highlights include:
Depth of our experience across the globe
Impact and longevity in serving the needs of government partners in the United States (US)
Core capabilities in delivering employment services to vulnerable populations
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Maricopa County-specific experience
The jobseekers we propose serving—those disproportionately impacted by COVID-19 and especially those on
Unemployment Insurance—will be supported through our global toolbox of best practices, and experience services
informed by our local expertise.
B.1 Experience
RFP Section 5.6.1.2; 1.6
The Maximus global employment services footprint, spans seven countries— giving us a range of experience, an
expansive toolbox of innovation, and diversity of career seekers unmatched among U.S.-based workforce
providers.
Our offices in cities like Los Angeles, New York City, and London serve some of the most culturally diverse populations
in the world. The work we do in places like the remote outback of Australia and the deserts of Saudi Arabia inform and
expand our expertise in delivering services in rural areas in our statewide Idaho and Indiana projects. The sheer scale of
our international workforce. (https://maximus.com/news/maximus-named-forbes-list-americas-best-employers-
diversity)
programs—more than 400,000 people served each day—means we have so much more opportunity to identify new
trends and to test out innovations on small and large scales. These include comprehensive assessments such as
biopsychosocial/disability appraisals to address employment barriers; multigenerational, family-focused case
management approaches; and career pathway models that drive higher salaries and economic stability for
participants. We have pioneered non-traditional apprenticeships, Motivational Interviewing (MI) Cognitive
Behavioral Therapy approaches, and the application of behavioral economics that have gained traction in the U.S.
Recent examples of innovation in
action include:
Leading the Adoption of Sector-based Services. Maximus was an early adopter of sector-based career pathways
in Nebraska, where we saw 6-month retention rates soar at our site from 55 percent to more than
70 percent in the first two years, reaching 74 percent in 2017 before project’s end
(Exhibit B.1-2). This is a similar model to which we propose for use in this project.
Pioneering the Use of Motivational Interviewing (MI). Our Australian program pioneered the routine use of
Motivational Interviewing in public workforce programs, a technique that helps job seekers build up their confidence
and skillsets to successfully overcome specific barriers to employment.
Today, all Maximus sites include motivational interviewing in their approach while a recent exhaustive study of 25
years of motivational
interviewing research found that motivational interviewing was most effective with individuals from ethnic
groups who had experienced societal rejection and social pressure, conditions all too familiar to many of those
we serve in workforce programs.
White House-recognized Human Centered Design. In 2016, the Maximus Wisconsin Workforce team
(made up of Maximus staff, staff from our customer, Employ Milwaukee, and local employers) received White
House recognition from the Department of Labor for innovation in Human Centered Design. In eight weeks,
the team designed, researched, and delivered a video-based service that explained career pathways in
hospitality through a set of clear, engaging, 90-second snippets featuring current workers talking about the
pros and cons and giving a realistic job preview.
Leveraging cutting-edge technology
to support building executive skills of participant job seekers, and adopting evidence-based methods of
Executive Skills Coaching (ESC), cited by the US Department of Health and Human Services as a promising
practice2
Delivering Career Services Remotely. At the onset of the COVID pandemic, we converted the totality of
our operations to be delivered remotely—transitioning these services in a matter of days. We’ve honed not
only the ability to perform career services remotely, but also the ability to manage staff, sustain morale, and
develop new tools and techniques that enable us to thrive in a
remote setting.
Additionally, Maximus is the largest provider of third-party support to state UI agencies. Since April 2020, 17
states—including Arizona—have turned to Maximus for help in supporting UI claimants, and the state UI staff
processing UI claims.
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Experience That Delivers – Satisfaction Reflected in Our Long-Term
Partnerships
More important than the size of our footprint or the number of innovations is our proven ability to deliver what we promise,
when we promise. Government clients select Maximus as their delivery partner because of our commitment to high-quality
services that prioritize people, without sacrificing performance. Our long history of making improvements in the programs
we assume from states, counties, or incumbent vendors is one reason government clients select us again and again. In
particular, our employment services projects are known for:
Solid retention rates for those
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placed in employment—we average more than 60 percent retention after 90 days across most projects,
including a consistent track record of exceeding retention targets in the Maricopa County Jobs program—even
during a pandemic.
Higher-wage placements – we have a solid track record of placing vulnerable job seekers in higher- wage jobs,
earning well over minimum wage. For 2021, $15 per hour was the average starting wage for our placements in
our Maricopa County Jobs program.
Highly valued service experience in the eyes of job seekers—job seekers report a high degree of satisfaction
with our services. A recent participant in our Maricopa County TANF Jobs program shared—“I was
downright scared of failing… my coach gave me options I’d never had before; motivating me to believe in
myself again.”
Exhibit B.1-3 highlights a few of these impacts.
Across the US, more than half of our projects span more than a decade—demonstrating the ongoing trust and partnership
government clients bestow upon us by selecting us time and again to deliver important services. In Arizona, we operate
five different workforce-related projects (TANF Jobs program, Maricopa County One Stop Operator, UI Claimant
Assistance, Emergency Rental Assistance, and Mortgage Assistance). We’ve had a service presence in Maricopa
County for more than 20 years as the TANF Jobs program operator. Exhibit B.1-4 shows the longevity of our projects,
along with the types of employment services delivered across those projects—similar to the types of services we
propose for this project. Collectively, this experience and expertise more than meets RFP minimum requirement for
three years of providing related services.
Maximus Core Capabilities Bring Value to Maricopa County
Job seekers are supported through the entire career planning process in our projects—beginning with outreach and
continuing to appraisals, alignment to industry clusters, placement in experiential learning, training or an unsubsidized
job, and post-employment transition support. Further, job seekers are connected to a variety of community resources
to help mitigate barriers to employment—leveraging the partnerships we have with more than 35 community partners
in Maricopa County alone. Our services address participant needs throughout the employment process, helping
coordinate resources, and removing barriers that get in the way of their employment success. Exhibit B.1-5 highlights
these core capabilities
Exhibit B.1-5: Maximus Employment Services Core Capabilities.
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Our capabilities and their role in the employment services lifecycle include:
Coaching and Success Planning: Working with participants to help develop their skills, mitigating barriers
to success while supporting their ability to facilitate their children’s success. For example, in 2019, we helped
more than 30,000 TANF and Supplemental Nutrition Assistance Program (SNAP) participants across the US
develop individual success plans.
Career Planning and Development: Using career tools to help participants develop personal plans charting
how to launch into careers that pay higher wages. In 2019, we performed more than 40,000 assessments in our
projects.
Resource Coordination: Leveraging partnerships with community resources to support the needs of
participants and mitigate barriers for them and their families. Nationally, we work with more than 1,000
community partners to match program participants with the services that support their unique needs. In
Arizona, we maintain a community and employer network of more than 230 partners.
Job Placement, Internships, and Work Trials: Identifying the most appropriate career track for a participant,
helping them gain experience, be marketable and attractive to employers, and understand the mechanics of how
to look for work. In Ohio, we more than tripled the employer relationships, and in so doing expanded the
number of industry sectors available to participants where a tryout job is part of their employment plan.
Employer Services: Supporting employers by understanding their business needs and cultivating a talent
pipeline to address those needs. Nationally, we develop work experience opportunities in target sectors with
hundreds of employers, in addition to leveraging apprenticeship opportunities. In Maricopa County, we have
relationships with more than 200 employers across multiple sectors including healthcare, government services,
retail, and transportation.
We’re a Part of the Existing Service Network in Maricopa County
The year 1998 was the last time Maximus didn’t have an employment services contract serving Maricopa County. Since
our contract with the Arizona Department of Economic Security (DES) began in 1999, we’ve delivered TANF Jobs
program services to participants in Maricopa County—placing more than 70,000 TANF job seekers into employment
through career coaching, service coordination, and employment support. Since then, we’ve expanded support to Arizona
in other ways— becoming the Maricopa County One Stop Operator in 2017, supporting UI claimants for DES in 2020,
and supporting both emergency rental and mortgage assistance programs in 2021 (Exhibit B.1-6). We’ve become a part
of the service network in Arizona.
This longevity in supporting the local community means we bring a unique and in-depth understanding of Maricopa
County’s most vulnerable job seekers, and deeply rooted relationships that can only come from time spent working
as an integrated part of the County’s workforce and community network. More than 63 percent of Maricopa County’s
single parent families live in poverty, and more than 30 percent of households are single parent households. In addition,
several Maricopa County communities have some of the nation’s highest rates of ex-offenders. Families in these
distressed communities are more likely to be uninsured, unemployed, and reliant on government assistance.
Our TANF Jobs Program Business Services team targets key industry sectors in Maricopa County for outreach and
job development. These sectors align with job seekers’ top interests and with the target sectors for our WIOA partners
and this Job Seeker Initiative. Top industries we work with include Healthcare, Business Services, Hospitality,
Transportation, Construction/Energy, IT, Manufacturing/Warehouse. We attend Chamber of Commerce events, job
fairs, and professional association meetings to identify and expand our
partnerships.
Together with DES, we’ve evolved program services in response to legislation and County initiatives and in ways that
continually enhance how participants engage with the program. In March 2020 after the governor’s executive order, we
closed our doors and transitioned our staff to a work from home scenario within a week. With this transition to remote
work, our service delivery approach has pivoted to:
100 percent Virtual Services—our staff serve all participants through virtual coaching and goal setting
Virtual Job Clubs to allow on-the-spot weekly virtual hiring
Weekly virtual Employer Spotlights for focused hiring
In addition to our total placements since project inception, we’ve delivered a predictable record of performance
through:
Consistent job retention for employed participants beyond six months
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Improved employer satisfaction with qualified candidates and placements
Increased wages and developed career pathways to support advancement opportunities for participants
Bringing System Collaboration and Partnerships as One Stop Operator
Since 2017, Maximus has been the Maricopa County One-Stop Operator, collaborating with all system partners to
facilitate integrated service delivery. We’re a liaison between the Maricopa County Workforce Development Board
(WCWDB) and the One-Stop Centers and Specialized Sites to implement the Board’s vision for the workforce
system. Achievements include:
Delivering training and technical assistance to all partners to achieve integrated, effective services that meet
employer and jobseeker needs
Development and maintenance of strong relationships with staff at all levels throughout the
ARIZONA@WORK system, including MCWDB members and with employers and community
partners throughout the County. Working with partners, we identify ways to improve training
opportunities and connections between job seekers and employers.
Rolling out innovative technology to improve collaboration and customer services. Our OSO team developed
the PartnerLink customer referral platform and the WIOA Programs Performance Reporting Dashboard to
support accurate data for the MCWDB and Partners and increase services for all jobseekers.
Providing direction and leading the Collaboration Workgroup to improve partner collaboration
throughout the four years of the contract and, most recently, leading efforts to implement co- enrollment
between partners to meet federal and state reporting requirements.
In our current Arizona Jobs project in Maricopa County, we coordinate hiring events throughout the year in
collaboration with ARIZONA@WORK partners; we acquire formal commitments from employers representing
WIOA targeted industry sectors; and we encourage job seekers to register in Arizona Job Connection (AJC) which
is the online resource that our WIOA partners use to fulfill job orders from employers and is used by job seekers to
fulfill job search needs.
Supporting the Needs of Arizona’s Unemployment Insurance Claimants
Beginning October 2020, we’ve supported the DES in delivering crucial services to UI and Pandemic
Unemployment Assistance (PUA) claimants by providing contact center support, helping state staff resolve claimant
issues preventing payout of benefits, and supporting needs of claimants filing appeals. We began by supporting
claims fact-finding tasks, and quickly evolved into taking over the inbound claimant call center from another call
center vendor. The UI and PUA Call Center at peak averaged 403,000 calls per month. This project employed 650
staff, including 220 staff who took inbound claimant calls—talking to the same population of job seekers we propose
to serve under this project. Service highlights and impacts include:
> 87 percent accuracy rate
> 46,000 identity validations
> 96,000 PUA-related adjudication tasks
> 5,000 issues addressed in preparing claimant appeals files
> 21,106 calls assisting claimants with their appeals questions
Helping Vulnerable Arizona Citizens through the Emergency Rental
Assistance Program (ERAP) and Low-Income Housing Water Assistance
Program (LIHWAP)
When the state needed help administering rental and mortgage assistance programs, Maximus stepped in to help.
In February 2021, we began supporting the Emergency Rental Assistance Program (ERAP) for the DES Division
of Aging and Adult services, and in September began supporting the Mortgage Assistance program for the
Department of Housing. In both programs, we supported vulnerable families by helping them apply for services,
answered their questions, and connected them with program resources—delivering all services virtually. Between
both programs, we’ve taken more than 11,000 participant interactions by phone. As important as what we’ve
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delivered is the trust and credibility we’ve cultivated with our state partners. They rely on us to pivot when needed,
adjust quickly, without compromising the performance or the quality of the participant experience.
From localized services in Maricopa County to highly efficient state-wide virtual services, Maximus brings strong
capabilities and qualifications to support the new Maricopa County Job Seeker Initiative, delivering effective career
navigation services through modern communication channels and existing community and employer connections.
B.2
Personnel
RFP Section 5.6.1.2
With roles dedicated to specific aspects of Navigation Service delivery, a leadership team already operating within
Maricopa County, and existing relationships through our role as the One Stop Operator, we offer the HSD an
immediate ability to positively impact job seekers, while limiting the operational risk of a new partner outside of
Maricopa County. As shown in Exhibit B.2-1, we highlight the qualifications of our project leaders already supporting
Maricopa County.
Under the direction of this leadership team, our dedicated project staff will deliver a well-equipped operation to
support the Navigation Services we’ve described in the previous section. Our team-based approach is just that—a
team of specialists, dedicated to executing a specific aspect of our operational model, yet functioning as a cohesive
and collaborative unit. These teams include:
Project Oversight – Led by our Project Director, this team oversees the daily operations and will be the team
you’ll interact with most. Our Operations Manager oversees the Coaching, Coordination, and Accountability
teams, and reports directly to the Project Director. The Operations Manager monitors project performance,
and works directly with the Project Director and the accountability team, to leveraging the collective
resources of the Maximus team when needed, supporting a high- quality job seeker experience and
achievement of project objectives.
Career Coaching Team – this team has direct interaction with Job Seekers, serving as a coach— assisting in
goal setting, career planning and resource coordination. Trained in the Executive Skills Coaching method,
coaches help job seekers align their knowledge, skills, and abilities to area career clusters; facilitate access to
training and experiential learning opportunities as needed for entry into identified career cluster; and support
job seeker progression into viable career path employment
Coordination Team – this team facilitates collaboration with job seeker and employer stakeholders, including
serving as a point of contact for the career center network and community resources. They share program
opportunities as part of outreach efforts using digital channels.
Accountability Team – this team supports all performance management and quality assurance activities of the
project, including producing required quarterly and annual reports, maintaining project performance information
and ensuring project performance information is available to project leadership
Exhibit B.2-2: Maximus organizational structure for Maricopa County. Exhibit B.2-2 shows our proposed
operational structure and how our specialized teams relate to the leadership structure.
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B.2.1
Assignments, Responsibilities and Estimate of Time
RFP Section 5.6.1.2
The table that follows provides a description of the project team’s assignments and responsibilities according to
position type and lists the estimate of time each position is devoted to the program.
Position Title
Assignments and Responsibilities
Estimated Time
Devoted to
Project
Project Director
Provides program oversight
Supervises the Operations Manager
Accountable for achieving overall project performance
Reviews project performance in coordination with Operations
Manager; addresses challenges
Coordinates needed Maximus resources for project team
Coordinator between Navigator Services project and One Stop
Operations
Serves as the primary contact for Maricopa County HSD
25%
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Position Title
Assignments and Responsibilities
Estimated Time
Devoted to
Project
Operations Manager
Oversees day-to-day operations of project
Supervises Career Coach Supervisor, Liaisons, and Accountability
Team
Collaborates with Project Director on Performance Management
Needs
Responsible for project performance according to goals and
objectives
100
%
Career
Coaching
Supervisor
Supervising, evaluating, training, and developing Career
Coaching staff including sharing best practice methods
Oversees Career Coaching Team
100
%
Career Coaches
Proactive outreach to target participants for program enrollment
Develops working relationships with job seekers, and monitors
engagement and progress
Conducts appraisals and career planning
Facilitates access to training and work-based learning opportunities
Actively engages with job seekers, including monitoring and
follow-up with career plans and goals
Assists job seekers access to ancillary services and resources to
address barriers to employment
Coordinates with Liaisons to stay informed about available
services, industry cluster priorities and needs, employer job
openings, and community resources to support job seekers
100
%
Digital Outreach
Manages 2-way communications with electronic media
Responsible for planning and executing digital marketing campaigns
Collaborates with Liaisons and Career Coaches to promote
activities and relevant information to job seekers
100
%
Community Liaison
Coordinates with community partners to increase the range of
resources and services for job seekers to access, including Career
Center partners
Serves as program point of contact for services and resources
Creates warm hand-off process and protocols for referrals
Coordinates with Career Coaches
100
%
Sector Liaison
Coordinates with Career Center job developers, employer
stakeholders and other groups to ensure application of labor market
and industry clusters in career planning activities
Coordinates with Career Coaches to align job seeker skills and
career planning with in-demand job openings
Maintains knowledge of work-based learning opportunities
Develops relationships with local economic development groups,
chambers of commerce, and professional organizations
Serves as point of contact for Career Center Job Developers
100
%
Reporting Analyst
Develops and analyzes performance reports
Analyzes business operations and makes recommendations for
process improvements for effective services
Translates the policies, operations, and business needs of the
project into functional and business requirements for our technical
systems
Produces required reports
50%
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Position Title
Assignments and Responsibilities
Estimated Time
Devoted to
Project
Quality
Assurance
Specialist
Monitors and evaluates quality of work performed as measured
against project standards, contractual requirements, and
performance measures
Collaborates with project leadership and performance analyst
Maintains billing and data integrity
Conducts case and plan reviews
Offers training/coaching for staff to address quality concerns
50%
In addition to the dedicated project resources described above, Maximus leverages a team of shared services that
include Project Implementation, Finance, Talent Acquisition, Information Technology, and others that support the
local project team as needed.
We also include position descriptions for those roles for which we intend to hire experienced career coaches and
industry experts to fill.
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JOB DESCRIPTION
ADVERTISED TITLE:
Operations Manager
CLASSIFICATION:
Exempt
DIVISION:
Human Services, North America
DEPARTMENT:
Workforce
POSITION REPORTS TO:
Project Director
POSITIONS SUPERVISED:
Supervisors, Community and Sector Liaisons, Quality Assurance and
Performance Analyst
Job Summary: The Operations Manager oversees all aspects of daily operations for the program, including staffing,
performance monitoring, quality assurance oversight, training, subcontractor management, auditing, and compliance
with internal and external requirements.
Essential Job Duties:
Ensure project compliance with all applicable requirements of the contract, state and federal
regulations as well as corporate policies
Manage direct reports and the cost-effective operation of all project tasks
Manage subcontractors that provide services to program
Manage audits of operations
Collaborate with other Managers to ensure effective coordination of activities
Develop and implement operational policies and procedures in collaboration with others
Establish and maintain effective relationships with clients and other external entities
Oversee development and implementation of innovative methodologies to improve service levels and overall
operational efficiency
Manage quality assurance and training programs as well as corrective actions
Monitor performance against key indicators established internally or by the clients
Develop solutions to issues or complex problems
Develop performance goals and objectives for staff, monitors achievement of those goals
Perform other duties as may be assigned
Education and Experience Requirements:
Bachelor's Degree from an accredited college or university
4 years related work experience
Ability to manage large-scale operations, including single or multiple sites
Strong client management skills
Proven ability with operational analyses, processes, and performance indicators
Excellent organizational, written, and verbal communication skills
Ability to perform comfortably in a fast-paced, deadline-oriented work environment
Ability to work as a team member as well as independently
Ability to work constantly in remote work environment
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JOB DESCRIPTION
TITLE:
Supervisor
CLASSIFICATION:
Exempt
DIVISION:
Human Services, North America
DEPARTMENT:
Workforce
POSITION REPORTS TO:
Senior Operations Manager
POSITIONS SUPERVISED:
Career Coaches
Job Summary: The Supervisor is responsible for supervising, evaluating, training, developing, and counseling Career
Coaching staff.
Essential Job Duties:
Ensure contractual obligations are met by identifying, recommending, and/or developing quality
improvement strategies, evaluation of staff performance against project performance
Provide time sensitive Ad hoc reports as requested by management
Lead, guide, and train staff, interns, and/or volunteers performing related work; as appropriate to area of
operation
Compile, interpret and summarize data for review
Conduct quality assurance for completeness, accuracy, consistency, and conformity
Ensure quality job seeker experience for internal and external customers
Conduct process improvement utilizing project reports
Complete personnel actions, employee evaluations and monthly reports
Report issues, problems, and concerns to management
Promote positive work environment by facilitating communication and problem solving
Ensure communication of policy and program updates
Perform other duties as may be assigned by management
Education and Experience Requirements:
A Bachelor’s Degree from an accredited college or university in related field, equivalent experience
considered in lieu of degree (four years’ experience may substitute for degree)
3 years related work experience
Minimum two (2) years supervisory experience in case management; working with disadvantaged
populations
Ability to work with customers in a caring and respectful manner and with due understanding of and
consideration for their unique circumstances
Broad knowledge of human services or employment programs
Excellent organizational, written, and verbal communication skills
Ability to perform comfortably in a fast-paced, deadline-oriented work environment
Ability to work as a team member, as well as independently
Ability to work constantly in remote work environment
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JOB DESCRIPTION
TITLE:
Career Coach
CLASSIFICATION:
Non-Exempt
DIVISION:
Human Services, North America
DEPARTMENT:
Workforce
POSITION REPORTS TO:
Education and Family Resource Supervisor
Job Summary: The Career Coach is responsible for delivering cluster-based Career Planning to Job Seekers, and
supporting the coordination of resources, services and supports to ensure that job seeker is making meaningful progress
toward career goals, training, education, and eventual job placement.
Essential Job Duties:
Provide career coaching services to a caseload of assigned job seekers experiencing unemployment or
underemployment due to impact of COVID
Develop and use expertise to assess and support career planning and goal setting in an identified
occupational cluster
Support development of executive skills functioning of job seeker participants
Provide job readiness screening, assessment, and coordination of services and resources
Assist job seekers to navigate available job readiness resources, soft skills training, and resume writing,
incorporating labor market information to aid in career plan development
Refer applicants and participants to appropriate resources and services, including those offered at local
career centers
Provide on-going career coaching, including how their knowledge, skills, and abilities translate to available
industry clusters and available job openings
Develop road map for training and experiential learning opportunities for job seekers
Perform other duties as may be assigned by management
Education and Experience Requirements:
A Bachelor’s Degree from an accredited college or university in related field, equivalent experience
considered in lieu of degree (four years of experience may substitute for degree) and one-year related work
experience
Experience in delivering assessments, activity planning, goal setting
Experience marketing to employers and working with business professional community
Comprehensive knowledge of local employment market and labor market needs
Ability to work with job seekers in a caring and respectful manner and with due understanding of and
consideration for their unique circumstances
Excellent organizational, written, and verbal communication skills
Ability to perform comfortably in a fast-paced, deadline-oriented work environment
Ability to work as a team member, as well as independently
Ability to work in a remote work environment
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JOB DESCRIPTION
TITLE:
Sector Liaison
CLASSIFICATION:
Non-Exempt
DIVISION:
Human Services, North America
DEPARTMENT:
Workforce
POSITION REPORTS TO:
Operations Manager
Job Summary: The Sector Liaison works with Career Center Job Developers, business services and other employer
stakeholders to ensure complete understanding of area job openings, employer needs, and area priorities as it relates
to industry sectors and growth industries. This position also supports the Career Coaches in matching job seekers with
available jobs.
Essential Job Duties:
Coordination with Career Coaches to support alignment of job seeker skills to available sector openings
Collaboration with Career Center Job Developers and other employer stakeholders to bolster program
participation and support talent needs of area employers
Inform and educate target audiences about the program’s goals, services, requirements, and processes
Develop strong relationships with local economic development groups, chambers of commerce, professional
organizations, and industry clusters to support the expansion of new businesses in the region and to increase
opportunities within existing businesses for both adults and adolescents
Support employers, employer stakeholders in their job fair efforts, coordination of interviews,
recruitment, or other recruitment efforts; supplement efforts of Career Center
Perform other duties as assigned
Education and Experience Requirements:
High school diploma or GED required
Bachelor’s degree in human services or business-related field preferred
At least four (4) years of customer service, sales, or outreach experience required
Experience with the Chamber of Commerce and/or other community groups preferred
Proficient with Microsoft Office products
Ability to communicate effectively and professionally, verbally and in writing, to all segments of the
population
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JOB DESCRIPTION
TITLE:
Community Liaison
CLASSIFICATION:
Non-Exempt
DIVISION:
Human Services, North America
DEPARTMENT:
Workforce
POSITION REPORTS TO:
Operations Manager
Job Summary: The Community Liaison is responsible for coordination and development of community relationships
and resources to support needs of job seekers.
Essential Job Duties:
Serve as a point of contact between project and community groups and organizations
Develop and manage relationships with community providers, including One Stop Operator
Work with community resources and organizations to match services to job seeker needs
Build and maintain agreements and referral processes with community organizations
Maintain accurate information about program schedules and eligibility requirements
Recruit additional community partners as needed
Serve as the liaison between multiple community organizations when necessary
Perform other duties as assigned by leadership
Education and Experience Requirements:
High school diploma (or GED equivalent)
An Associate degree preferred in one of the following areas: Human Resources Development,
Communications, Personnel Relations, Business Administration or Education
2 years of experience
Effective communication skills regarding all levels of staff and diverse populations
Must be a good organizer, meticulous, and be able to effectively deliver excellent customer service to internal
and external customers
Ability to complete multiple projects/tasks under competing deadlines with accuracy and
thoroughness
Microsoft Office experience
SERIAL # 220151-RFP
JOB DESCRIPTION
TITLE:
Digital Media Specialist
CLASSIFICATION:
Exempt
DIVISION:
Human Services, North America
DEPARTMENT:
Workforce
POSITION REPORTS TO:
Operations Manager
Job Summary: The Digital Media Specialist is responsible for developing the digital media strategy and tools
to support the digital media presence of the project.
Essential Job Duties:
Works with our Corporate Digital Solutions Group to develop a social media presence and technology
tools for communication and outreach
Develops social media messaging protocols and scripts
Manages the posting of all written content for the client’s online presence, ensuring accuracy,
relevancy and consistency with communication and outreach strategies
Collaborates with internal stakeholders to develop content management strategies for social media
content and outreach support
Ensures social media, applications and publications meet all messaging, stylistic and functional
requirements
Education and Experience Requirements:
A Bachelor’s Degree from an accredited college or university required, equivalent experience
considered in lieu of degree
Proficient in the use of Microsoft Office products
Excellent organizational, written, and verbal communication skills
Ability to perform comfortably in a fast-paced, deadline-oriented work environment
Ability to work as a team member, as well as independently
1 year experience in a marketing or social media communications role