240024-CONTRACT - ACCENTURE LLP.PDF

CONTRACT STRATEGIC CONSULTING SERVICES 
240024-RFP 
 
 
This contract is entered into this 28th day of February, 2024 by and between Maricopa County (County), a 
political subdivision of the State of Arizona, and Accenture LLP, an Illinois limited liability partnership 
(Contractor) for the purchase of various consultants’ services for Maricopa County Departments. 
 
1.0 
CONTRACT TERM 
 
This contract is for a term of two years, beginning on the 1st day of March 2024 and ending the 28th 
day of February 2026.  
 
2.0 
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 four 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. 
 
3.0 
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. 
 
4.0 
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. 
 
5.0 
PAYMENTS 
 
5.1 
As consideration for performance of the duties described herein, County shall pay 
Contractor the sum(s) stated in Exhibit D – Fee Schedule. 
 
5.2 
Payment shall be made upon the County’s receipt of a properly completed invoice. 
 
5.3 
INVOICES

SERIAL 240024-RFP 
 
 
5.3.1 
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: 
 
• 
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) 
• 
Arrival and completion time 
• 
Description of purchase (product or services) 
• 
Pricing per unit of purchase 
• 
Extended price 
• 
Freight (if applicable) 
• 
Mileage with rate (if applicable) 
• 
Total amount due 
 
5.3.2 
Labor, services, and maintenance must be billed as a separate line item. 
 
5.3.3 
Problems regarding billing or invoicing shall be directed to the department as listed 
on the purchase order. 
 
5.3.4 
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. 
 
5.3.5 
Discounts offered in the contract shall be calculated based on the date a properly 
completed invoice is received by the County.  
 
5.3.6 
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 required to discuss remittance delivery capabilities with their 
designated financial institution for access to those details. 
 
5.4 
APPLICABLE TAXES 
 
5.4.1 
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. 
 
5.4.2 
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

SERIAL 240024-RFP 
 
any overpayments back to the County for miscalculations on taxes included in a 
bid price. 
 
5.4.3 
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, in each case payable by Contractor and its subcontractors. 
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). 
 
6.0 
AVAILABILITY OF FUNDS 
 
6.1 
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. 
 
6.2 
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. 
 
7.0 
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. 
 
8.0 
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. 
 
9.0 
DUTIES 
 
9.1 
The Contractor shall perform all duties stated in Exhibit B – Scope of Work, or as otherwise 
agreed in writing by the parties.

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10.0 
TERMS AND CONDITIONS 
 
10.1 
INDEMNIFICATION 
 
10.1.1 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 
 
10.1.2 Contractor's duty to 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. 
 
10.1.3 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. 
 
10.1.4 The scope of this indemnification does not extend to the sole negligence of County. 
 
10.2 
INSURANCE 
 
10.2.1 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. 
 
10.2.2 All insurance required herein shall be maintained in full force and effect until all 
work or service required to be performed under the terms of the contract is 
satisfactorily completed and formally accepted. Failure to do so may, at the sole 
discretion of County, constitute a material breach of this contract. 
 
10.2.3 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. 
 
10.2.4 Contractor’s insurance shall be primary insurance as respects County, and any 
insurance or self-insurance maintained by County shall not contribute to it. 
 
10.2.5 The insurance policies may provide coverage that contains deductibles or self-
insured retentions. Contractor shall be solely responsible for the deductible and/or 
self-insured retention.

SERIAL 240024-RFP 
 
 
10.2.6 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. 
 
10.2.7 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. 
 
10.2.9.1 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, $2,000,000 Products/Completed Operations 
Aggregate, 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.  
 
10.2.9.2 Automobile Liability 
 
Commercial/Business Automobile Liability insurance with a combined 
single limit for bodily injury and property damage of not less than 
$2,000,000 each occurrence with respect to any of the Contractor’s 
owned, hired, and non-owned vehicles assigned to or used in 
performance of the Contractor’s work or services or use or maintenance 
of the premises under this contract.  
 
10.2.9.3 Workers’ Compensation 
 
10.2.9.3.1 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 having limits of not less 
than 
statutory 
minimums; 
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.  
 
10.2.9.4 Errors and Omissions/Professional Liability Insurance 
 
Errors and Omissions (Professional Liability) insurance which will insure 
and provide coverage for errors or omissions or professional liability of 
the contractor, with limits of no less than $2,000,000 for each claim. 
 
 
10.2.9.5 Network Security (Cyber) and Privacy Liability (Provided under 
Professional Liability Insurance) 
 
Network Security (Cyber) and Privacy Liability Insurance with a limit of 
not less than $5,000,000 per occurrence. The policy shall include, but 
not be limited to; coverage for all third party claims and losses with 
respect to network risks (such as data breaches, unauthorized access 
or use, and ID theft of data), invasion of privacy (regardless of the type 
of media involved in the loss of private information), crisis management, 
identity theft response costs, breach notification costs, credit 
remediation, and credit monitoring, defense, and claims expenses,

SERIAL 240024-RFP 
 
regulatory defense costs plus fines and penalties, cyber extortion, 
electronic data restoration expenses (data asset protection), network 
business interruption, computer fraud coverage, and funds transfer loss. 
 
In the event that the Network Security and Privacy Liability insurance 
required by this Contract 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 (2) years beginning at the time work under this Contract is 
completed. 
 
10.2.10 Certificates of Insurance 
 
10.2.10.1 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. 
 
10.2.10.2 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. 
 
10.2.10.3 If a policy does expire during the life of the Contract, a renewal certificate 
must be sent to County 15 calendar days. 
 
10.2.11 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 
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 301 W. 
Jefferson St. Suite 700, Phoenix, AZ 85003, or emailed to the procurement officer 
noted in the solicitation. 
 
10.3 
FORCE MAJEURE 
 
10.3.1 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. 
 
10.3.2 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

SERIAL 240024-RFP 
 
use best efforts to remedy the situation and remove, as soon as practicable, the 
cause of its inability to perform or comply. 
 
10.3.3 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. 
 
10.4 
ORDERING AUTHORITY 
 
Any Statement of Work shall be accompanied by a valid purchase order issued by a County 
department or directed by a Certified Agency Procurement Aid (CAPA). 
 
 
10.5 
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. 
 
10.6 
PURCHASE ORDERS 
 
10.6.1 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 
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. 
 
10.6.2 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. 
 
10.7 
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. The applicable background 
checks that are required for a given Statement of Work will appear in the Statement of 
Work. 
 
10.8 
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. 
 
10.9 
STOP WORK ORDER

SERIAL 240024-RFP 
 
10.9.1 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: 
 
10.9.1.1 cancel the stop work order; or  
 
10.9.1.2 terminate the work covered by the order as provided in the Termination 
for Default or the Termination for Convenience clause of this contract. 
 
10.9.1.3 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. 
 
10.10 TERMINATION FOR CONVENIENCE 
 
Maricopa County may terminate the resultant contract for convenience by providing 60 
calendar days advance notice to the Contractor. 
 
10.11 
TERMINATION FOR DEFAULT 
 
10.11.1 The County may, by written Notice of Default to the Contractor, terminate this 
contract in whole or in part if the Contractor fails to: 
 
10.11.1.1 deliver the supplies or to perform the services within the time specified 
in this contract or any extension;  
 
10.11.1.2 make progress, so as to endanger performance of this contract; or 
 
10.11.1.3 perform any of the other provisions of this contract. 
 
10.11.2 The County’s right to terminate this contract under these subparagraphs may be 
exercised if the Contractor does not cure such failure within 10 business days (or 
more if authorized in writing by the County) after receipt of a Notice to Cure from 
the procurement officer specifying the failure. 
 
10.12 
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. 
 
10.13 
CONTRACTOR EMPLOYEE MANAGEMENT 
 
10.13.1 Contractor shall endeavor to maintain the personnel proposed in their proposal 
throughout the performance of this contract. 
 
10.13.2 If Contractor personnel’s employment status changes, Contractor shall provide 
County a list of proposed replacements with equivalent or greater experience. 
 
10.13.3 Under no circumstances shall the implementation schedule to be impacted by a 
personnel change on the part of the Contractor.

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10.13.4 Contractor shall not reassign any key personnel identified in their proposal without 
the express consent of the County. 
 
10.13.5 County reserves the right to immediately remove from its premises any Contractor 
personnel it determines to be a risk to County operations. 
 
10.13.6 County reserves the right to request the replacement of any Contractor personnel 
at any time, for any reason. 
 
10.14 
TRAINING 
 
Contractor shall provide training services as applicable to County personnel in the use and 
care of the equipment. All training shall take place on-site in Maricopa County, unless 
otherwise negotiated with County. 
 
10.15 
INSPECTION OF SERVICES 
 
10.15.1 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. 
 
10.15.2 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. 
 
10.15.3 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: 
 
10.15.3.1 require the Contractor to take necessary action to ensure that future 
performance conforms to contract requirements; and 
 
10.15.3.2 reduce the contract price to reflect the reduced value of the services 
performed. 
 
10.15.4 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: 
 
10.15.4.1 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 
 
10.15.4.2 terminate the contract for default. 
 
10.16 
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.

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10.17 
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. 
 
10.18 
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. 
 
10.19 
SUBCONTRACTING 
 
10.19.1 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. 
 
10.19.2 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. 
 
10.20 
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. 
 
10.21 
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. 
 
10.22 
RIGHTS IN DATA 
 
10.22.1 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. 
 
10.22.2 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.

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10.23 
ACCESS TO AND RETENTION OF RECORDS FOR THE PURPOSE OF AUDIT AND/OR 
OTHER REVIEW 
 
10.23.1 In accordance with Section MC1-372 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. 
 
10.23.2 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. 
 
10.24 
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. 
 
10.25 
STRICT COMPLIANCE 
 
Acceptance by County of a performance that is not in strict compliance with the terms of 
the contract shall not be deemed to be a waiver of strict compliance with respect to all other 
terms of the contract. 
10.26 
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. 
 
10.27 
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. 
 
10.28 
RELATIONSHIPS 
 
10.28.1 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. 
 
10.28.2 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.

SERIAL 240024-RFP 
 
10.29 
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 viewed at https://apps.azsos.gov/public_services/register/2009/46/governor.pdf). 
 
10.30 
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. 
 
10.31 
CERTIFICATION REGARDING DEBARMENT AND SUSPENSION 
 
10.31.1 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: 
 
10.31.1.1 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; 
 
10.31.1.2 have not within a three-year period preceding this contract: 
 
10.31.1.2.1 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 
 
10.31.1.2.2 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. 
 
10.31.1.3 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. 
 
10.31.1.4 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  
 
10.31.1.5 have not within a three-year period preceding this contract had any 
public transaction (Federal, State or local) terminated for cause or 
default.

SERIAL 240024-RFP 
 
10.31.2 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. 
 
10.31.3 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. 
 
10.32 
VERIFICATION REGARDING COMPLIANCE WITH A.R.S. § 41-4401 AND FEDERAL 
IMMIGRATION LAWS AND REGULATIONS 
 
10.32.1 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. 
 
10.32.2 The County retains the legal right to inspect documents of Contractor and 
subcontractor employees performing work under this contract to verify compliance 
with paragraph 10.33.1 of this section. Contractor and subcontractor shall be given 
reasonable notice of the County’s intent to inspect and shall make the documents 
available at the time and date specified. Should the County suspect or find that the 
Contractor or any of its subcontractors are not in compliance, the County will 
consider this a material breach of the contract and may pursue any and all remedies 
allowed by law, including, but not limited to: suspension of work, termination of the 
contract for default, and suspension and/or debarment of the Contractor. All costs 
necessary to verify compliance are the responsibility of the Contractor. 
 
10.33 
CONTRACTOR Employee WHISTLEBLOWER RIGHTS AND REQUIREMENT TO 
INFORM EMPLOYEES OF WHISTLEBLOWER RIGHTS 
 
10.33.1 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. 
 
10.33.2 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. 
 
10.33.3 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).

SERIAL 240024-RFP 
 
10.34 
CONTRACTOR LICENSE REQUIREMENT 
 
10.34.1 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. 
 
10.35 
INFLUENCE 
 
10.35.1 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. 
 
10.35.2 An attempt to influence includes, but is not limited to: 
 
10.35.2.1 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. 
 
10.35.3 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.  
 
 
10.36 
CONFIDENTIAL INFORMATION 
 
10.36.1 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. 
 
10.36.2 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. 
 
10.36.3 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. 
 
10.37 
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

SERIAL 240024-RFP 
 
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. 
 
10.38 
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. 
 
10.39 
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. 
10.40 
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. 
 
10.41 
FORCED LABOR 
 
10.41.1 By submitting a bid for this solicitation and/or entering into a contract as a result of 
this solicitation, contractor agrees to comply with all applicable portions of Arizona 
Revised Statutes Section 35-394. Contracting; procurement; prohibition; written 
certification; remedy; termination; exception; definitions. 
 
10.41.2 Contractor certifies that it does not currently, and agrees for the duration of the 
contract, that it will not use:  
 
10.41.2.1 The forced labor of ethnic Uyghurs in the People’s Republic of China. 
 
10.41.2.2 Any goods or services produced by the forced labor of ethnic Uyghurs 
in the People’s Republic of China.  
 
10.41.2.3 Any contractors, subcontractors or suppliers that use the forced labor or 
any good or services produced by the forced labor of ethnic Uyghurs in 
the People’s Republic of China.

SERIAL 240024-RFP 
 
10.41.3 If contractor becomes aware during the term of the agreement that contractor is 
not in compliance with this paragraph, the contractor shall notify the County within 
five business days after becoming aware of the noncompliance. If the contractor 
fails to provide a written certification to the County that the contractor has remedied 
the noncompliance within 180 days after notifying the County of its noncompliance, 
then the agreement terminates, except that if the agreement termination date 
occurs before the end the 180-day period, the agreement terminates on the 
agreement termination date. 
 
 
10.42 
ORDER OF PRECEDENCE 
 
In the event of a conflict in the provisions of this contract and a SOW, if applicable, the 
terms of this contract shall prevail. 
 
10.43 
UNIQUE ENTITY IDENTIFIER (UEI) AND SYSTEM FOR AWARD MANAGEMENT 
REGISTRATION 
 
All 
contractors 
that 
receive 
funding 
must 
have 
a 
UEI 
number 
through 
https://sam.gov/content/entity-registration. Contractor must also remain current with the 
System for Award Management www.sam.gov throughout the term of the contract. 
 
10.44 
RELIGIOUS ACTIVITIES 
 
The contractor agrees that costs, planned or claimed, including costs incurred, shall not 
include any expense for any religious activity. 
 
10.45 
POLITICAL ACTIVITY PROHIBITED 
 
None of the funds, materials, property, or services contributed by the County or the 
contractor under the agreement shall be used in the performance of this agreement for any 
partisan political activity, or to further the election or defeat of any candidate for public 
office. 
 
10.46 
EQUAL EMPLOYMENT OPPORTUNITY 
 
10.46.1 The contractor shall not discriminate against any employee or applicant for 
employment because of race, age, disability, color, religion, sex, or national origin. 
The contractor shall take affirmative action to ensure applicants are employed and 
that employees are treated during employment without regard to their race, age, 
disability, color, religion, sex, or national origin. Such action shall include but is not 
limited to the following: employment, upgrading, demotion or transfer, recruitment, 
or recruitment advertising, lay-off or termination, rates of pay or other forms of 
compensation, and selection for training, including apprenticeship. 
 
10.46.2 Contractor shall comply with the following provisions: 
 
10.46.2.1 Title VI and VII of the Civil Rights Act of 1964, as amended (42 U.S.C. 
§§ 2000a, et seq.); 
 
10.46.2.2 The Rehabilitation Act of 1973, as amended (29 U.S.C. §§ 701, et seq.); 
 
10.46.2.3 The Age Discrimination in Employment Act of 1967, as amended 
(29U.S.C. §§ 621, et seq.); 
 
10.46.2.4 The Americans With Disabilities Act of 1990 (42 U.S.C. §§ 12101, et 
seq.); and Arizona Executive Order 2009-09, as amended, et seq. which 
mandates that all persons shall have equal access to employment 
opportunities.

SERIAL 240024-RFP 
 
 
10.46.2.5 Contractor understands that the United States has the right to seek 
judicial enforcement of this assurance. 
 
10.47 
CERTIFICATION REGARDING LOBBYING 
 
10.47.1 Contractor certifies, to the best of their knowledge and belief, that: 
 
10.47.1.1 No federal appropriated funds have been paid or will be paid, by or on 
behalf of the contractor, to any person for influencing or attempting to 
influence an officer or employee of any agency. This applies to a 
Member of Congress, an officer or employee of Congress, or an 
employee of a Member of Congress in connection with the awarding of 
any federal contract, the making of any federal grant. Including the 
making of any federal, loan the entering into of any cooperative 
agreement, and the extension, continuation, renewal, amendment, or 
modification of any federal contract, grant, loan, or cooperative 
agreement. 
 
10.47.2 If any funds other than federal appropriated funds, have been paid or will be paid 
to any person for influencing or attempting to influence an officer or employee of 
any agency, member of Congress, an officer or employee of Congress, or an 
employee of a member of Congress in connection with this federal contract, grant, 
loan, or cooperative agreement, the undersigned shall complete and submit 
Standard Form-LLL, “Disclosure Form to Report Lobbying,” in accordance with its 
instructions. 
 
10.47.3 Contractor shall include Lobbying Certification language in the award documents 
for all subcontractors (including sub-grants, and contract under grants, loans, and 
cooperative agreements) and that all sub-recipients shall certify and disclose 
accordingly. 
 
10.47.3.1 The Lobbying Certification is a material representation of fact upon 
which reliance was placed when this transaction is made or entered into. 
Submission of this certification is prerequisite for making or entering into 
this transaction imposed by section 1352, Title 31, U.S. Code. Any 
successful proposer(s) who fail to file the required certification shall be 
subject to a civil penalty of not less than $10,000.00 and not more than 
$100,000.00 for each such failure. 
 
10.48 
CLEAN AIR ACT & CLEAN WATER ACT 
 
Contractor must comply with all applicable standards, orders, or requirements issued under 
section 306 of the Clean Air Act (42 U.S.C. 1857(h), section 508 of the Clean Water Act 
(33 U.S.C. 1368) Executive Order 11738, and Environmental Protection Agency 
regulations (40 CFR part 15). 
 
10.49 
ENERGY POLICY AND CONSERVATION ACT 
 
Contractor must adhere to the standards and policies relating to energy efficiency, which 
are contained in the State energy conservation plan issued in compliance with the Energy 
Policy and Conservation Act (Pub. L. 94-163, 89 Stat.871).

SERIAL 240024-RFP 
10.50 
INCORPORATION OF DOCUMENTS 
10.50.1 The following are to be attached to and made part of this Contract: 
10.50.1.1 Exhibit A – Vendor Information 
10.50.1.2 Exhibit A-1 Fee Schedule 
10.50.1.3 Exhibit B – Scope of Work 
10.50.1.4 Exhibit C- Office of Procurement Services Contractor Travel and Per 
Diem Policy 
10.51 
NOTICES 
All notices given pursuant to the terms of this contract shall be addressed to: 
For County: 
Maricopa County 
Office of Procurement Services 
301 W. Jefferson St. Suite 700 
Phoenix, Arizona 85003-1647 
For Contractor: 
Accenture 
101 N 1st Ave, Suite 800 
Phoenix, AZ 85003 
10.52 
TRADEMARKS/SERVICE MARKS 
Neither party has any rights in any trademark or service mark of the other party, and neither 
shall use such marks without written consent.  Contractor may include County’s name and 
logo on a client list.  Contractor will not identify County as a reference or use County’s 
name or logo for other purposes without County consent. 
10.53 
DISPUTE RESOLUTION 
Except for actions for injunctive relief, the Parties will attempt to resolve any disputes that 
arise out of or in connection with this Contract through good faith negotiation. If the dispute 
has not been resolved within 30 days after either Party initiate the process, either Party 
may initiate non-binding mediation by sending notice in writing to the other Party identifying 
the issues in dispute and requesting that they be resolved through mediation and proposing 
a neutral mediator. The Party receiving the request for mediation shall have three business 
days after receipt of the request to accept or reject the mediation request and to respond 
to the initiating Party’s suggestion of a mediator.  
If the request for mediation is rejected or the dispute has not been resolved within 30 
business days following the date of the request for mediation or such other date as is 
agreed upon by the Parties, either party may move forward to resolve the dispute as 
provided in the Maricopa County Procurement Code, Section MC1-906. 
10.54 
NO ASSIGNMENT 
Neither party may assign this Contract, or the rights granted hereunder without the prior 
written consent or the other.

SERIAL 240024-RFP 
10.55 
NO THIRD-PARTY BENEFICIARIES 
This Contract is made and entered into for the sole benefit of the parties hereto. Both parties 
acknowledge and agree that none of the rights or obligations granted or undertaken herein 
shall inure to the benefit of any third parties. 
10.56 
NO CONFLICT 
Contractor and County each represent and warrant that execution and performance of this 
Contract does not and will not violate, conflict with, or constitute a default under any contract, 
commitment, arrangement, understanding, agreement, or restriction, or any adjudication, 
order, injunction, or finding of any kind by any court or agency to which Contractor or County 
respectively is bound.  
10.57 
INQUIRIES 
10.57.1 Administrative telephone/email inquiries shall be addressed to: 
LAWRENCE RUSSELL, PROCUREMENT OFFICER 
TELEPHONE: (602) 506-3248  
Lawrence.Russell@maricopa.gov 
10.57.2 Inquiries may be submitted by telephone but must be followed up in writing. No 
oral communication is binding on Maricopa County.

IN WITNESS WHEREOF, this contract is executed on the date set forth above. 
CONTRACTOR 
AUTHORIZED SIGNATURE 
PRINTED NAME AND TITLE 
ADDRESS 
DATE 
MARICOPA COUNTY 
CHAIRMAN BOARD OF SUPERVISORS 
DATE 
APPROVED AS TO FORM: 
DEPUTY COUNTY ATTORNEY  
DATE 
CONTRAC
A TOR
AUTHORIZED SIGNATU
.ULVWL0LOOHU0DQDJLQJ'LUHFWRU
1&HQWUDO$YH6XLWH&3KRHQL[$=


EXHIBIT A 
VENDOR INFORMATION 
VENDOR INFORMATION MUST MATCH INFORMATION CONTAINED IN BIDSYNC AND 
MARICOPA COUNTY DEPARTMENT OF FINANCE VENDOR REGISTRATION.    
PLEASE NOTE THAT VENDORS ARE REQUIRED TO COMPLETE REGISTRATION AT TO 
AWARD AT THE MARICOPA DEPARTMENT OF FINANCE WEBSITE 
(http://www.maricopa.gov/Finance/Vendors.aspx)*** 
COMPANY NAME: 
DOING BUSINESS AS (dba): 
MAILING ADDRESS: 
REMIT TO ADDRESS: 
AccenturH//3 
AccentXUH//3
11&HQWUDO$YH Suite 00&, 
Phoenix, AZ 85003 
1:0DGLVRQ6W
&KLFDJR,/ 
TELEPHONE NUMBER: 
+16023374000
FAX NUMBER: 
N/A
WWW ADDRESS: 
www.accenture.com
REPRESENTATIVE NAME: 
Kristi Miller
REPRESENTATIVE  TELEPHONE 
NUMBER: 
+14805403746
REPRESENTATIVE EMAIL 
ADDRESS 
kristi.d.miller@accenture.com 
YES 
NO 
REBATE 
WILL ALLOW OTHER GOVERNMENTAL 
ENTITIES TO PURCHASE FROM THIS 
CONTRACT: 
WILL ACCEPT PROCUREMENT CARD FOR 
PAYMENT: 
 FUEL COMPRISES (if applicable) 0% OF TOTAL BID AMOUNT 
PAYMENT TERMS: RESPONDENT IS REQUIRED TO PICK ONE OF THE FOLLOWING. 
PAYMENT TERMS WILL BE CONSIDERED IN DETERMINING LOW BID. FAILURE TO CHOOSE 
PAYMENT TERMS WILL RESULT IN A DEFAULT TO NET 30 DAYS. 
NET 10 DAYS 
 NET 45 DAYS 
 1% 10 DAYS NET 30 
DAYS 
 NET 15 DAYS 
 NET 60 DAYS 
 2% 30 DAYS NET 31 DAYS 
NET 20 DAYS   
 NET 90 DAYS    
 1% 30 DAYS NET 31 DAYS 
NET 30 DAYS 
 2% 10 DAYS NET 30 DAYS 
 5% 30 DAYS NET 31 
DAYS 
EXHIBIT A-1

SERIAL 240024-RFP 
 
FEE SCHEDULE

EXHIBIT B 
SCOPE OF WORK 
RFP for Strategic Consulting Services 
Proposal (10 pages maximum) 
This section shall contain an executive summary (an outline of the general approach utilized in the 
proposal), and a statement of all of the programs and services proposed, including conclusions and 
generalized recommendations. Proposals should be all-inclusive, detailing respondent’s best offer. 
LEADERSHIP DEVELOPMENT - Developing the skills of leadership including, but not limited to, 
communication, ability to motivate others, decision making, and accountability. 
Accenture believes that better leaders create better culture, better organizations, better lives, and better 
outcomes. Our Leadership and Culture Practice brings together the largest array of leadership 
development and change capabilities in the world. This practice works side by side with our Public Sector 
experts and Learning and Talent Development teams to develop leadership and supervision workshops 
and coaching for our clients. Accenture has helped Fortune 100/500 companies and government, by 
building the individual leadership mindsets and behavioral capabilities required for leaders to drive 
innovation in their organizations. 
We believe leaders succeed when they embody eight key factors: 
1. Feeling safe - Create a safe environment where people feel supported to speak up. 
2. Encouraging learning - Promote an environment of diversity, learning and experimentation. 
3. Disruptive thinking - Advocate for curiosity, experimenting with ideas, opportunities, and ways 
of working. 
4. Employee vision - Engage other leaders and employees to understand them and deliver greater 
value. 
5. Ruthless prioritization - Deliver key priorities with quality and pace. 
6. Performance improvement - Coach others to increase productivity and improvement. 
7. Agile decision-making - Make thoughtful decisions and move decisions closer to customer. 
8. Collaborative achievement - Build high performing teams and a culture of collaboration. 
• 
These characteristics are underpinned by specific leadership mindsets and behaviors and require 
awareness and understanding of the organization’s purpose and direction. Successful leaders care 
deeply about their organization and are motivated to make change and advancements to themselves, 
other leaders/employees, and the organization as whole – driving skillful and efficient communication, 
decision making, and accountability.   
• 
To get leaders prepared and able to demonstrate the eight key factors above, here are a sample 
of our Leadership Development Assets and Accelerators: 
YSC Inclusive Leadership Model. YSC Consulting, part of Accenture, is the world’s pre-eminent 
provider of leadership strategy services and has three decades of experience in business with a 
foundation in psychological, decisive, and developmental approaches and recommendations. YSC 
conducts Inclusive Leadership Diagnostics to focus on the individual. We utilize the Inclusive Leadership 
Psychometric which measures the three Cs of the Inclusive Leadership Model: Curiosity, Courage, and 
Connection. The output from this measurement creates additional dashboards focused on the individual 
leader. 
Transformation Labs. These labs work to shift mindsets through learning trials where leaders can 
practice new their new ways of working. The coaching and skill learning is conducted prior to the labs to 
ensure the sessions are effective. The Transformation Labs include pre-built, configurable experiments 
for decision-making, resilience, risk tolerance, stakeholder centricity, collaboration and team 
effectiveness, ways of working agility, psychological safety, and trust and activation. The outcome of 
these labs can include a shortened feedback cycle, a leadership skills increase, and the overall 
organizational “muscle” being built to support ongoing change. 
Agile Leadership Model. To design, develop, and deliver Leadership Development services, Accenture 
will bring our research-backed Agile Leadership Model, along with our experienced coaches and 
facilitators. We have significant experience developing tailored, sustainable learning solutions delivered

SERIAL 240024-RFP 
 
by our industry-leading Talent & Organization practitioners who work closely with our Public Sector 
experts. Accenture has the experience and expertise to provide leadership training, workshops, retreats, 
leadership profile assessments, and coaching to leaders and emerging leaders.  
ORGANIZATIONAL ANALYSIS AND PROCESS IMPROVEMENT – Assess current effectiveness of 
the existing workforce including work processes and procedures, programs, measurement, and 
structure. Identify underlying management and cultural challenges. Develop recommendations 
and solutions based on the assessment. 
Accenture has provided public sector clients with innovative, mission-critical solutions for more than 30 
years. We have enabled public service agencies to achieve high performance by transforming the way 
they operate and serve their constituents. We are confident that with our distinct methodologies, tools, 
and processes, such as our Value-Driven Business Process Management Methodology, industry-specific 
Logical Operating Models, Capability Assessment Frameworks, and Organizational Visualization tools, 
we can bring great value to Maricopa County and help transform many aspects of the County business.  
Organizational Assessment 
We believe lasting change starts by infusing the voice of your employees into the project, so our method 
starts with talking to leaders, staff, citizens, and partners to understand where you are in your 
organizational journey to serve Arizonians. We focus on developing a clear understanding of where the 
County is positioned right now, identifying where you want to be, and identifying the highest impact 
initiatives that will get you there. As Maricopa County builds future-ready organizations, enabled by 
modern technology and citizen-centric processes, we will work with you to align your leaders and 
workforce on key decisions and new process standards.   
Our overall process and organizational assessment approach includes 4 key components: 
1. Current Process and Capacity Analysis 
Focusing on how the organization is currently operating, we employ Accenture’s FORM Design 
Thinking methodology and organizational analysis tools such as OrgVue and Culture DNA (described 
more below), working collaboratively with subject matter experts and County leadership, to map business 
processes and understand the County’s current operational state, strengths, behaviors, and pain points. 
We analyze and document activities, capacity, costs, workflows, and dependencies associated with 
current processes and structures. Examples of outputs may include functional process maps, FTE 
distributions across activities, supervisory overhead, or perceived reporting misalignments. 
2. Capabilities Benchmarking 
Using Accenture’s Capabilities Assessment Framework for state and local government, we focus on 
how the County’s organizational characteristics compare to those of emerging, mature, and leading 
organizations across capability categories and people, processes, and technology, and then define a 
best-in-class vision to help you determine your future desired state. 
3. Key Improvement Levers and Priority Initiatives 
We leverage proprietary tools, data, and insights developed over years of experience with state and local 
agencies to provide Accenture’s perspective on where the County should focus its efforts to significantly 
improve performance. Activities are designed to focus your efforts on levers which will have the greatest 
impact to address the County’s top priorities. 
4. Recommendation Roadmaps  
We recommend specific improvement initiatives the County should undertake to drive the identified key 
improvement levers and then clearly describe the recommended activities, impacts, level of effort, 
timeframes, and additional  
key considerations for implementation. 
Accenture Tools and Accelerators 
Over the many years we have provided services for state and local government and other public sector 
clients, Accenture has developed proprietary tools and accelerators that bring an organized and road-
tested approach to helping the County identify and understand your organizational strengths, 
opportunities, and future state vision. Two of these tools, OrgVue and Culture DNA, provide visual 
insights into organizational strengths and cultural behaviors and support data-driven organizational 
analysis, redesign, and alignment activities.

SERIAL 240024-RFP 
 
Continuous Improvement 
Accenture has a proven record of delivering significant value to clients through our continuous 
improvement initiatives. Accenture’s continuous improvement framework and our innovation culture 
leverage approaches such as process standardization, automation, analytics and insights, digitization, 
and AI (Artificial Intelligence) to improve processes. Our focus is to improve the overall performance for 
Maricopa County, and we would be focused on innovation and continuous improvement, working in close 
co-operation with the County. When looking into continuous improvement, our focus will be on the brilliant 
basics, a four-angle approach, that provides the foundation for initiatives. 
x Voice of the processes. Looking at volumes, KPIs (Key Performance Indicators), throughput, AHT 
(Average Handling Time) etc. 
x 
Voice of the stakeholder. Taking input from the executives and senior stakeholders overseeing 
the processes. 
x 
Voice of the user. Input from the employees who are working with the process on a regular basis. 
x 
Voice of external. This is where we, as Accenture, deploy our latest thinking on prioritization of 
where to improve. 
With the brilliant basics, we want to ensure quality, transparency, and predictability in performance for all 
processes we undertake. Brilliant basics are built from having a thorough understanding of the processes 
in question, and thereby an ability to prioritize continuous improvement initiatives.  
With the four components of brilliant basics and Accenture’s Organizational Change Management (OCM) 
methodology (described later in the “Other Consulting Services” section), we will facilitate continuous 
improvement throughout the lifecycle of the contract. 
MANAGEMENT AND SUPERVISION TRAINING – Develop training strategies for the adult learners 
including workshops, lectures, group discussions, case studies, skill practices, or other agreed 
upon methods based upon identified competencies required that enables participants to 
understand how they contribute to the health of the organization. 
Accenture understands that training and change management must be in alignment to successfully 
transition people to new ways of working. To prepare your people for this type of change, our 
comprehensive human centered training program focuses on two core principles: 1) engaging learners 
early and often, and 2) providing opportunities for adult learning that are meaningful, realistic, bite-sized, 
human centered and incremental, so they can continue to focus on contributing to better work outcomes 
for the organization. 
The Human Centered Way of Learning is a shift from just teaching adults to enabling adult learners to 
learn and achieve. The focus is shifting the adult learner experience from passive learner to an active and 
self-responsible learner who is learning everywhere, every time, and at the point of need. We will develop 
a comprehensive Human Centered Training Plan in collaboration with County staff and stakeholders, end 
users, and the PMO (Program Management Office) team, so we can better understand current processes 
and technology, requirements for the transformation, and above all your people.  
The future of adult learning solutions should embrace the “All the Time” model of adult learning. Our 
research and experience inform us that the majority of effective adult learning take place outside of the 
formal classroom setting. 10% of adult learning should be required formal learning and 20% is learning 
from others through social collaboration. 70% is “learning all the time” offered as self-service, point of 
need trainings that are hands-on and offered in bite-sized increments from multiple sources allowing 
users to simultaneously adapt to the new solution while continuing to manage their day-to-day work with 
minimal disruption.

Figure 5: “All the Time” learning model 
Learner Experience 
Formal Training 
Digital Academy, Instructor Led Workshop, E-learning, Virtual 
Classroom, Lectures, Coaching 
Learning from Others 
Community of Practice Learning Sessions, Work-Shadowing, 
Networking and Collaboration, Mobile Learning Applications, Social 
Communities, Case Studies 
Learning All the Time 
Curated Content, Self-Paced Learning, Personalized Learning 
Recommendations, Job Aids, Video-Based Learning, Gamification, 
Learn from Internal and External Content, Group Discussions, Skill 
Practice Sessions 
Figure 6: Future Learner Experience 
A Human Centered Way of Learning Training Plan will address training activities and specific approaches 
for employees including end users, super users, training of trainers, and staff. Figure 7 outlines the 
Training Plan components.  
Topic 
Description 
Scope and Objective 
Defines the scope of the Training Plan and defines the agreed-upon 
objectives of the plan outlined in the document. 
Schedule 
Defines the agreed-upon milestones for all training activities, including 
planning, learning needs assessment and analysis, curriculum 
development, learning design and development, learning delivery and 
knowledge transfer.  
We typically propose that the training schedule align to the project and 
release schedule. 
Roles and Responsibilities 
Defines the roles and responsibilities of each person involved in the 
training effort aligned with the proposed training curriculum and training 
activities. 
 
Approach and Methodology 
Defines the agreed-upon training approach that will be used for the project. 
This will include the detailed steps and activities to design, develop, 
deliver, and assess each type of training defined in the training curriculum. 
Training Curriculum (types, materials, 
tools) 
Defines the training materials roadmap providing the following details for 
each item in the curriculum: name of the training, a short description of the 
training, topics to be covered, training objectives, the type of materials and 
workshops, lectures, group discussions, case studies, skill practices, and 
the intended audience(s) of the training.  
Knowledge Transfer Approach 
Defines the approach for upskilling super users and those who will 
maintain the solution in ongoing operations on the new system and ways 
of working, to better prepare them for supporting and training their end 
users. The knowledge transfer approach will empower your super users 
and trainers to support your business process.  
Train-the-Trainer (TTT) 
Plan, coordinate, and execute Train-the-Trainer (TTT) sessions to prepare 
staff, including super users, to deliver end-user training. The holistic 
approach to training development consists of business, process, system 
content and Instructional Design and Adult Learning Theory content.

SERIAL 240024-RFP 
 
Topic 
Description 
Evaluation Approach 
Defines the approach by which we will jointly evaluate and assess the 
training. This is an important activity of gathering data and establishing a 
feedback loop to understand how training is progressing and the 
effectiveness of training that can be used to promote continuous 
improvement, using data. 
Training Environments 
Defines the approach for use and maintenance of the training 
environments for material developments or updates, classroom training 
(demos and hands-on exercises), and use of the sandbox for practice and 
on-site support. 
Approval criteria 
Defines touchpoints with the impacted stakeholders to receive approval 
before releasing it to the teams for future training. 
Figure 7: Training Plan Components 
 
SUCCESSION PLANNING – Assess and understand County’s workforce needs and develop a plan 
focusing on targeted improvements to recruitment, selection, workforce training, and promotional 
processes needed to develop a sustainable organization. 
Accenture’s approach to recruitment, selection, learning, development, and succession planning is 
governed by a talent strategy that is not a one size fits all. Out Talent Strategy capability created fit-for-
purpose solutions that incorporate the critical pieces of employer brand, recruitment, career development, 
and talent management that is sustainable. We will partner and closely work with you to make the 
recruitment, employee experience, and talent strategy come to fruition. We help our clients accelerate 
end to end talent transformation by bringing in a deep understanding of the public sector and identifying 
critical change opportunities. We rely on data science application and human science to transform talent 
with agility, speed, and accelerators.  
We focus on optimizing the three interconnected concepts showcased in Figure 8., namely talent 
acquisition, talent development and talent management.  
Accenture executes the entire lifecycle of talent acquisition starting with the strategy, plan, and the 
internal and external agency brand, to enhance your workforce's future needs. We can help you optimize 
your current career page and recruitment network channels and assist in job posting and prescreening 
options. We utilize our data driven tools and recruitment accelerators to boost your selection process and 
provide and streamline the hiring and onboarding experience from pre-onboarding through orientation.   
We provide a robust talent development and management program incorporating 
technology and human centered insights to prepare organizations with internal mobility 
capabilities, career pathway options and methodologies to build succession plans to retain 
top talent, identify critical positions, and provide a positive exit management strategy to 
build out an alumni approach where former employees still feel connected to the 
organization and give back.  
We understand what is unique and powerful about the public service workforce. Our approach to helping 
you develop a sustainable organization is built on these six areas in Figure 9. 
 
Figure 9: Talent Transformation Six Key Benefits 
Our approach is first understanding the opportunity you want to explore to gain efficiency and shape the 
future of your organization. Through sustainable talent capabilities, we help organizations address 
challenges through workforce readiness, finding the right talent at speed and scale, having a continuous 
culture of learning to upskill, reskill, and retain talent while enabling your employees to grow and 
contribute to your organization. 
We take those understandings and develop a robust talent assessment that meets the future state design 
based on your organization’s needs and opportunities. We produce recommendations for future state 
outcomes and solutions that best fit your strategic goals.  
 
Proposal(1pagemaximum
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SERIAL 240024-RFP 
 
As part of the talent strategy approach, we define the path forward through a series of interviews, 
surveys, analysis, design workshops, and manageable sprints that fits your organization to ensure 
readiness.  
In the current state, we will conduct key interviews with your HR Administrators, Agency Leaders, 
unclassified and classified employees to identify pain points, understand the talent vision, talent supply 
and demand, and gather input on the current processes and behaviors. We gather data (i.e., position 
vacancy, turnover, and exit interview data) using a comprehensive review of the workforce skills and labor 
market in the state of Arizona and other state and county workforces. We use the required documents to 
determine the maturity level and develop our findings for readout. 
In the future state design, we partner with you to align on the current state findings. Identify the key 
design elements for each employee experience capability (onboarding, development, performance 
management, succession planning, employee engagement, knowledge management, and offboarding) 
and validate them. Accenture will identify gaps between the current and future design and document 
unique organization requirements critical to the outcome. Once we have identified those gaps, we 
evaluate the gaps, their change impacts, and develop recommendations to manage implementation. 
Lastly, as we evaluate your organization's needs, we will prioritize initiatives with key milestones and 
dependencies and develop a roadmap for validation.  
Through the entire approach, we prepare the organization and HR leaders to be champions of change 
through an effective change and communication plan.  
Accenture has deep workforce experience in the public sector through long partnerships with our clients; 
we apply that experience to continue solving problems with efficiency and deliver value added results. 
COACHING – Provide coaching services to middle, senior and executive level staff assisting them 
with learning the skills needed for effective team building, performance management, and 
organizational effectiveness. 
Accenture’s Learning & Culture Team partners with CEOs, Boards, Executives, and their team leaders to 
assess and develop changes to effectively deliver skills and strategy. Our highly customized coaching 
solutions focus on individual leadership development, team effectiveness, and organization culture to 
provide change across all levels. Our coaching services range from individual to group sessions to truly fit 
the needs of the organization. 
To develop team effectiveness and performance, we use our research-based 4DynamiX diagnostic tool 
that gives insight into a team’s accelerators and restraints. We combine data and facilitation to work 
through the discovered dynamics with a focus on purpose and priorities of all team members via 
workshops, communication, and strategic change. Insight into organizational gaps guides us to develop a 
coaching program for who and what is needed, providing a customized experience for your unique skilling 
needs. 
In addition to the Inclusive Leadership Model, our YSC Consulting practice provides a foundational 
Executive Coaching Methodology that continues to build the program based on input, diagnostics, live 
sessions, and/or advisory services for a curated approach.  
YSC coaches are psychologists, able to go beneath the surface and really understand what is going on 
for an individual; leadership experts who understands what great leadership looks like; and consultants 
who understand the commercial world, its challenges, and expectations. Coaching goals in addition to 
those noted in Figure 10 are intended to help leaders create psychological safety by working through 
specific areas of focus, including; elevating emotional empathy and awareness, active listening to deepen 
dialogue, and building curiosity, courage, and connection in self and other. 
 
Other Consulting Services  
Diversity, Equity, Inclusion, and Accessibility (DEIA) 
Consulting 
Accenture is a trusted partner with deep expertise in DEIA strategy, inclusive of program design and 
delivery. Therefore, our methodology includes an intersectional approach taking into consideration all 
Figure 10: YSC Inclusive Leadership Coaching

SERIAL 240024-RFP 
 
three, prioritizing how to make that strategy a reality for the clients we serve. To ensure that our services 
include the diverse needs of Maricopa County we start with the following: 
x We put together a multidisciplinary and culturally diverse team of experienced practitioners who 
bring DEIA, state and local government and Human Resources (HR) experience to deliver this 
work.  
x Our best-in-class tools and methodologies allow us to work faster and smarter, leveraging both 
leading practices and lessons learned from previous DEIA work. Our suite of analytical assets, 
coupled with our consulting expertise, provides our clients with the facts, insights and actions 
needed to form and activate their DEIA strategy.  
x We use a human-centric and results-oriented approach to do this work in partnership with our 
clients to make sure we are delivering outcomes that are in the best interest of the people our 
clients serve. 
We recognize the importance of DEIA as an essential factor to serving the diverse needs of County 
employees and those you serve. We use the following principles to guide our work: 
x Data-Driven. Use data to provide proof points to the current state and needs of the populations to 
create targeted and effective intervention. 
x Designing & Doing WITH, not TO. Representation matters. We bring together and empower key 
stakeholders from various communities to co-create a meaningful difference together, rather than 
imposing single world views to inform the end results. 
x Culture before Strategy. We listen before we respond. DEIA is not just an initiative or program. 
Our engagements dedicate time to creating a generative, psychologically safe space to do the 
work.  
x Personalization as an Accelerator to Change. When we meet people where they are, through 
understanding their journey, and providing bespoke options for them to achieve the desired level of 
change, we achieve that behavior change more quickly and effectively. 
It is essential in Public Service that employee and public-facing content be easily accessed and 
understood by all people, regardless of disabilities, literacy levels, language proficiency, and technological 
access. Our firm’s vast practice of Subject Matter Experts has comprehensive experience and 
understanding in accessible and readable content creation, taking all scenarios into account. We focus 
on: 
x Disability. Our firm’s Accessibility Centers equip us with a team of highly skilled experts that 
understand methods used in creating broadly digestible content. Our expertise in disabilities 
uniquely qualifies us to provide advisory and/or training services in the field. 
x Limited Literacy. Literacy-level ought not to be a barrier for residents accessing services and 
programs. Accenture’s audiovisual tools will close the gap between our clients and those they 
serve, driving greater efficiency of service and increased content accessibility.  
x Language Proficiency. Our teams of language and content experts know the value of content 
versatility and possess an extensive toolkit to ensure that speakers of all languages can navigate 
and understand important documents. The diversity of Maricopa County demonstrates a need for 
linguistically adaptable content, which Accenture is ready to deliver.   
x Technology Access. Our experts understand the limitations of exclusively digital content, 
especially in the world of public service. Our teams are adept at implementing non-digital content 
solutions that serve diverse needs. 
 
Modern Change Management 
Change is faster, bigger, and more complex than ever before.  Our approach to transformational change 
is: 
x Accelerated. We live in an era of compressed transformation where complex changes occur 
faster, and companies must adapt quickly to keep pace.

SERIAL 240024-RFP 
 
x Continuous. Macro-external forces are creating a cycle of perpetual change, impacting entire 
markets and ecosystems like an ongoing domino effect. Successful enterprises must become very 
good at change at their core. 
x Personal. People at all levels have been conditioned to expect personalized experiences driven by 
real-time data and user feedback. This expectation must be embedded into how we engage.  
x Purpose-Led. Employees, customers, and shareholders expect and demand that organizations 
create value beyond shareholder return and define their sustainability ambitions. Seize the 
moments of change to bring holistic value today and build a sustainable future.  
Our approach for change is comprised of three core elements: 
1. Reimagine Your Future. Change is an act of leadership...We work with you to shape the vision, 
define the purpose, and craft the story that will inspire the organization to follow (even when it isn’t 
easy). 
2. Spark a Movement. Individuals and teams drive impact…We combine human experiences and 
open innovation with behavioral science, data, AI, and insights to help people and teams move 
forward with energy and excitement as co-creators of the future. 
3. Embed Lasting Change. Enterprise capability at the core...Beyond delivering the value of the 
program, we help embed the mindsets, behaviors, and ways of working that make change a core 
competency of every organization, making you even more resilient. 
Modern Learning Technology Advisory 
We are in the age of Modern Learning and talent shortages, where employers must upskill their existing 
employees to close staffing and skill gaps and do so in an agile way where learners need fast, short, 
consumable skilling, delivered at the point of need and in the flow of work.  As Maricopa County looks to 
build on its recent Workday implementation, including its Learning Management System (LMS), and 
recently deployed core learning assets, Accenture is well-positioned to support Maricopa County in 
assessing and optimizing its learning technologies, which span well beyond an LMS to truly create a 
modern learning experience: 
 
 
Figure 11: Integrated Learning Technology Stack 
 
 
Qualifications 
This section shall describe the respondent’s ability and experience related to the programs and services 
proposed. All project personnel, as applicable, shall be listed, including a description of assignments and 
responsibilities, a resume of professional experience, an estimate of the time each would devote to this 
program, and other pertinent information. 
Firm Overview  
Accenture provides transformational services across 40+ industries to help organizations maximize 
performance and create sustainable value. Our Public Service practice has effectively partnered to drive 
value in every cabinet-level US Federal agency, 30 countries, 45 states, 30 major cities, and 250 
government agencies. Accenture has over 35 years of experience helping Public Sector organizations 
solve business and technology problems.  
Our comprehensive range of Public Sector services includes organizational effectiveness consulting, 
leadership development, organizational analysis and process improvement, management and supervision 
training, succession planning, and coaching. Our team of over 30,000 Talent and Organizational 
practitioners includes recognized industry thought leaders and former public officials, ensuring that we 
bring a deep understanding of the unique challenges and opportunities facing public agencies. As a firm, 
Accenture has over 780,000 professionals worldwide representing 160 countries and serving all 
industries.

SERIAL 240024-RFP 
 
We are committed to helping public service organizations serve their constituents as effectively as 
possible. We leverage our expertise and global reach to help public agencies deliver the best possible 
outcomes to communities, enabled by the best technology and human ingenuity while creating a great 
place to work. 
Certifications/Awards 
Accenture has received numerous awards for the work we do in organizational effectiveness, consulting 
leadership development, organizational analysis and process improvement, management and supervision 
training, succession planning, and coaching.  Most recently, these include: 
x Chief Learning office 2019 – 2023 Winner’s Circle Award, 4-year designation for top ranked winner 
and 2023 Editor’s Choice Award for Best Performance. 
x Financial Times Gold Management Consulting Rating for 6 consecutive years receiving Gold 
ratings across 28 possible categories.  
x 182 HCM Excellence Awards in 2023 (Accenture + Accenture/Client Wins) 92 Gold, 49 Silver, 41 
Bronze: Accenture won more awards than any other company for the 8th consecutive year and 
was recognized across all 8 program areas. 
x FT Management Consultant Ratings: Received Gold ratings across 29 possible categories for six 
consecutive years  
x Most Admired for HR in 2021: Accenture ranked 22, marking 14th consecutive year. 
x HR Executive of the Year and HR Honor Roll in 2020: Ellyn Shook, Chief Leadership and Human 
Resources Officer. 
Please visit our external site for a full list of recognition: Awards and Recognition | Accenture  
 
Relevant Project Experience 
We want Maricopa County to feel comfortable and confident with the quality and relevancy of services 
and potential results that Accenture can bring to future projects. We feel that the projects listed below 
prove our ability to provide the services necessary to support Maricopa County through your leadership 
development, organizational analysis and process improvement, management and supervisory training, 
succession planning, and coaching needs The University of Massachusetts project below is an example 
of our expertise in partnering with our clients to support their leaders in developing leadership skills to 
motivate others and collaborate across teams.  
 
Qualification Area  
Leadership Development  
Company Name  
University of Massachusetts, Dartmouth 
Project Dates  
April 2023- June 2023 
Project Description  
Accenture partnered with the University of Massachusetts Dartmouth leadership to design 
and deliver a curriculum in strengths-based leadership for 12 senior participants including 
the Chancellor, Provost, and the full cabinet. Coursework leveraged Clifton Strengths 
assessment, individual coaching, small group activities and a full team workshop. 
Participants learned how to best collaborate across the team and how they might better 
align their unique strengths in team projects and influencing others.  
 
The PSI project below is an example of our expertise in partnering with our clients to develop their 
leadership skills provided coaching on what it means to be a great leader.   
Qualification Area  
Leadership Development  
Coaching 
Company Name  
PSI 
Project Dates  
2021 – present (ongoing)

SERIAL 240024-RFP 
 
Project Description  
We partnered with PSI to ensure their leaders were equipped to successfully drive the 
organization’s business approach to achieve its mission. The leaders, who had previously 
not received formal upskilling, were responsible for leading and managing teams, making 
critical business decisions, and working through difficult and uncomfortable situations. Our 
approach consisted of anchoring to organizational goals. We co-created a program aligned 
on what it means to be a greater leader and manager at the organization. We then designed 
and delivered a tailored program through in-person sessions, virtual learning labs, 360 
Assessment, and group coaching.  
 
The Church project below is an example of our expertise in partnering with our clients in Utah to provide 
Management and Supervisor Training, leadership development, and coaching to support leaders in being 
prepared to lead through transformational change.  
Qualification Areas 
Leadership Development 
Management and Supervision Training 
Coaching 
Company Name  
The Church of Jesus Christ of Latter-Day Saints 
Project Dates  
June 5, 2023 - August 4, 2023 
Project Description  
The Church of Jesus Christ of Latter-day Saints saw a need to invest in its key leaders in 
preparation for their unique role in an upcoming large-scale, global transformation. As a 
trusted partner, Accenture offered a powerful experience in leadership development, 
management training, and coaching to the Church’s Global Process Owners and 
Transformation Leaders. 
 
The program used a variety of adult learning and training strategies and modalities, 
including workshops, group discussions, lectures, case studies / simulations, skill practice, 
1:1 coaching, team coaching, office hours, self study, reflections, knowledge checks, 
assessments, and digital behavioral nudges. 
 
Through these strategies and modalities, participants worked on leadership skills and 
activities focused on communication (e.g., listening, asking powerful questions), motivation 
and influence (e.g., advocacy, creating safer cultures), decision making (e.g., decision-
making simulations, working with polarities) and accountability (e.g., leadership 
commitments, behavioral experimentation, reflections, digital nudges, 1:1 coaching).  
 
Throughout the program, participants were encouraged to focus their learning and impact at 
multiple levels: 1) the individual leader’s abilities, growth actions, and accountability, 2) 
relationships with others, such as their teammates, and 3) the health of the broader systems 
they were leading within. For instance, 1:1 Coaching focused on performance improvement 
around the individual behaviors that enable change. Team coaching focused on the 
collective leadership skills that enable effective team building and the team’s ability to 
impact organizational effectiveness at scale. 
 
Pre-, mid-, and post-program surveys evaluated progress and gave valuable feedback on 
the effectiveness of the program. In the post-program survey, all participants felt more ready 
and prepared to take on their role in the transformation than they did before the training, and 
they were much more confident in their personal leadership skills to perform effectively in 
the transformation.

SERIAL 240024-RFP 
 
The assessment we did for Arizona Strategic Enterprise Technology (ASET) is an example of our 
expertise in partnering with our clients in Arizona on an organizational analysis and developing 
recommendations to meet the client’s long-term goal of providing best-in-class service. 
Qualification Area  
Organizational Analysis and Process Improvement  
Company Name  
Arizona Strategic Enterprise Technology (ASET)  
Project Dates  
April 2021- July 2021  
Project Description  
Accenture worked with Arizona Strategic Enterprise Technology (ASET) to perform an 
organizational analysis and develop a strategic plan to meet the departments’ long-term 
goal of providing best-in-FODVVVHUYLFHVௗ$6(7HQJDJHG$FFHQWXUHWRDVVHVVDQGLGHQWify 
RSSRUWXQLWLHVWRIXUWKHULPSURYH$6(7¶VVHUYLFHGHOLYHU\DOLJQPHQWTXDOLW\DQGHIILFLHQF\ௗ 
 
Accenture conducted interviews with IT executives, managers, and business departments to 
understand business expectations and the business perception of ASET, current 
organization and operating model maturity, and the target state for the central shared 
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service in ASET’s service portfolio and worked with the state to identify a future state service 
portfolio, identify the party that should deliver each service in the portfolio, and to define a 
plan to improve service delivery maturity and implement capabilities to rotate to a service 
brokerage model where ASET oversees vendors deploying select services. Accenture 
worked with the state to consolidate these recommendations into sequenced projects on a 
three-year transformation roadmap and develop a high-OHYHOEXVLQHVVFDVHIRUFKDQJHௗ  
 
The Fi$Cal project below is an example of our expertise in partnering with our clients in California to 
provide Management and Supervisor Training for adult learners and to drive learning through large and 
diverse populations. 
Qualification Area  
Management and Supervision Training  
Company Name  
State of California, Fi$Cal  
Project Dates  
July 2012- June 2022  
Project Description  
The California Department of Financial Information System for California (FI$Cal) is the 
state of California financial and procurement IT infrastructure. Over 20,000 end users across 
154 state departments and related entities across the state use the system to process 
finance, accounting, and procurement transactions.   
 
As one of the largest IT undertakings in the history of California, Accenture integrated over 
200 state legacy systems with the new ERP solution and retired over 50 state legacy 
systems. The scope and impact of the project was highly complex and broad, and 
introduced a significant degree of change across accounting, budgeting, cash management, 
and procurement. This impacted business processes, roles, organizational structure, control 
agency oversight, data, and support.   
 
To support change readiness for 154 departments across the state, Accenture:  
• Led the strategy, development, and execution of all change management efforts across 
readiness, communications, and manager and end-user training for the first three annual 
releases, after which these activities were transitioned to the state for ownership and 
execution while Accenture change management continued to support new control 
functionality enhancements related to the State Controller’s and State Treasurer’s office  
The change management approach was highly effective in supporting change readiness 
across the State.   
• Accenture worked with the state to develop training strategies focused on adult learners, 
identifying learning methods that would work best for the end users including managers and 
supervisors at each of the Departments and their Finance divisions. Departments received 
modern, engaging, and interactive change management and training and all in-scope 
departments and end users successfully adopted the system which contributed to the 
overall health of the organization.

SERIAL 240024-RFP 
 
 
The Vaccine Management Solution project below is an example of our expertise in partnering with our 
clients in California to provide Management and Supervisor Training for adult learners, using a variety of 
the leading training methods, to drive learning through large and diverse populations. 
Qualification Area  
Management and Supervision Training  
Company Name  
California Department of Public Health (CDPH) – Vaccine Management Solution   
Project Dates  
December 2020- Current   
Project Description 
The California Department of Public Health chose Accenture as their partner to create a 
comprehensive vaccine management solution. A part of Accenture’s approach included 
delivering live training sessions to enable and empower the internal stakeholders by 
demonstrating the new and updated system features. These sessions were focused on 
creating an engaging experience for the target group of adult learners. Trainings were 
simple, story-driven, and bite-sized, and tailored to respond to end-user pain points. These 
sessions were also delivered “just-in-time” based on the anticipated impact on the 
stakeholder group. The goal was to minimize operational impacts and to ensure “business 
as usual”. These trainings enabled participants to understand how they contributed to the 
health of the organization.  
  
CDPH also collaborated with Accenture to leverage a comprehensive change impact 
analysis. The analysis was done with subject matter experts, business unit leaders, and 
other stakeholders to understand better the user groups, their roles and needs, and how the 
upcoming portals would impact them. Each user group for myCAvax and My Turn presented 
a unique set of challenges and opportunities – for example, Vaccine Administrators work 
with a heavy load of appointments every day, which requires fast reference points and 
support. This group deals with a heavy load and needs on-the-job performance support that 
aids them in adding/editing/canceling appointments, editing vaccine administration data, and 
accessing the clinic dashboard. They also document adverse reactions and check in 
patients that require support to familiarize themselves with the types and their implications  
 
The Large Retail Bank project below is an example of our expertise in partnering with our clients to 
understand the workforce needs and developing a plan focused on targeted improvements for talent 
retention to develop a future proof organization that could match the pace of new technology.  
Client   
Dates of Service   
Description   
Qualification Area  
Succession Planning 
Company Name  
Large Retail Bank  
Project Description  
In response to the pace of change across technology, the competitive environment and 
regulatory frameworks, a large retail bank was embarking on a substantial agile 
transformation journey. The intent was to deliver 80% of agile change over a three-year 
period. With approximately 9,000 employees involved in the transition, retaining key, skilled 
talent during the transformation was crucial and essential to the success of the program 
overall. Feeling at risk for losing critical talent during this time of change, the bank  
turned to Accenture for help in understanding potential retention issues and designing 
intervention solutions that would benefit both the business and the workforce.  
 
We took a data-driven approach to talent retention that supported leadership’s goal of 
identifying and addressing risks proactively. A Tableau dashboard consolidated employee 
data from multiple data sources, continuously tracked retention risk for each employee and 
enabled visualizations that provided insight on potential risk. Tableau analytics helped us 
understand the baseline level of retention risk so we could design interventions for specific 
employee groups. Retention risk was regularly assessed and discussed at monthly Risk  
Committee meetings, where members could address areas of concern.  
 
Based on our analysis, we identified potential attrition ‘trigger events’ during the transition. 
The solution also revealed that the most significant trend affecting retention risk was that 
employees with less than a year of tenure were leaving the company at the highest rate.

SERIAL 240024-RFP 
 
This knowledge allowed the company to take proactive steps to better support and retain 
this group of valuable talent. Our data-driven approach empowered the transition team to 
address retention risk before employees left the company. Identifying key attrition-related 
insights also helped leadership be more accountable for retention efforts.  
 
The Regional Leadership Governing Body for a Large State project below is an example of our expertise 
in partnering with our clients to understand the workforce needs and developing a workforce training plan 
to support large and diverse populations.  
Client   
Dates of Service   
Description   
Qualification Area  
Succession Planning 
Company Name  
Regional Leadership Governing Body for a Large State 
Project Description  
The Regional Leadership Governing Body for a Large State is responsible for the planning, 
oversight, and evaluation of workforce development activities for its respected area.  
 
We worked together to enhance the Body’s Upskilling Program and designed a “Go To 
Employer Strategy” to help advance their mission and strategic plan to connect local citizens 
with local employment opportunities. We collaborated to define target state operations and a 
roadmap for standing up the future state operating model.  
 
In the end, we defined a vision and completed a current state discovery by documenting 
current capabilities, opportunity areas, and future needs. Conducted interviews with range of 
diverse stakeholders (eg. Board staff, Board members, Workforce Center contractors, 
training providers, employers, community partners, and ecosystem collaborators). 
Developed future state recommendations for the Upskilling Program and Employer 
Engagement. We defined future state operating model for Upskilling Program that was data 
led, employer focused, met future needs, and rooted in the organization’s culture. This 
encompassed developing an implementation roadmap for recommended future state 
operating model.

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

SERIAL 240024-RFP 
 
5.0 
Contractor is responsible for all costs not directly related to the travel except those that have been 
pre-approved by the County contract administrator. These costs include, but are not limited to, the 
following: in-room movies, valet service, valet parking, laundry service, costs associated with 
storing luggage at a hotel, fuel costs associated with non-County activities, tips that exceed the per 
diem allowance, health club fees, and entertainment costs. Claims for unauthorized travel 
expenses will not be honored and are not reimbursable. 
 
6.0 
Travel and per diem expenses shall be capped at 15 percent of project price unless otherwise 
specified and approved by the County in individual contracts. 
 
7.0 
Contractor shall provide, (upon request) with their invoice(s), copies of receipts supporting travel 
and per diem expenses, and, if applicable, with a copy of the written consent issued by the County 
contract administrator. No travel and per diem expenses shall be paid by County without copies of 
the written consent as described in this policy and copies of all receipts.