240024-CONTRACT - GUIDEHOUSE INC.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 Guidehouse Inc, a Delaware corporation (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 A-1 Fee Schedule. 
5.2 
Payment shall be made upon the County’s receipt of a properly completed invoice.

5.3 
INVOICES 
 
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 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. 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 directed 
in writing by the procurement officer. 
 
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 third-party 
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 defend, indemnify, and hold harmless the County, its agents, 
representatives, officers, directors, officials, and employees shall arise in connection with 
any claim, damage, loss, or expense that is attributable to bodily injury, sickness, disease, 
death, or injury to, impairment of, or destruction of tangible property, including loss of use 
resulting therefrom, caused by negligent acts, errors, omissions, or mistakes in the 
performance of this contract, but only to the extent caused by the negligent acts or 
omissions of the Contractor, a subcontractor, anyone directly or indirectly employed by 
them, or anyone for whose acts they may be liable, regardless of whether or not such claim, 
damage, loss, or expense is caused in part by a party indemnified hereunder. 
 
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 Any failure to comply with the claim reporting provisions of the insurance policies or any 
breach of an insurance policy warranty shall not affect the County’s right to coverage 
afforded under the insurance policies. 
 
10.2.6 The insurance policies may provide coverage that contains deductibles or self-insured 
retentions. Such deductible and/or self-insured retentions shall not be applicable with 
respect to the coverage provided to County under such policies. Contractor shall be solely 
responsible for the deductible and/or self-insured retention and County, at its option, may 
require Contractor to secure payment of such deductibles or self-insured retentions by a 
surety bond or an irrevocable and unconditional letter of credit. 
 
10.2.7 The insurance policies required by this contract, except Workers’ Compensation and Errors 
and Omissions, shall name County, its agents, representatives, officers, directors, officials, 
and employees as additional insureds. 
 
10.2.8 The policies required hereunder, except Workers’ Compensation and Errors and 
Omissions, shall contain a waiver of transfer of rights of recovery (subrogation) against 
County, its agents, representatives, officers, directors, officials, and employees for any 
claims arising out of Contractor’s work or service. 
 
10.2.9 If available, the insurance policies required by this contract may be combined with 
Commercial Umbrella Insurance policies to meet the minimum limit requirements. If a 
Commercial Umbrella insurance policy is utilized to meet insurance requirements, the 
Certificate of Insurance shall indicate which lines the Commercial Umbrella Insurance 
covers. 
 
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, and shall not contain 
any provisions which would serve to limit third party action over claims. There 
shall be no endorsement or modifications of the CGL limiting the scope of 
coverage for liability arising from explosion, collapse, or underground property 
damage. 
 
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; 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.

10.2.9.3.2 Contractor, its subcontractors, and sub-subcontractors waive all 
rights against this contract and its agents, officers, directors, and 
employees for recovery of damages to the extent these damages 
are covered by the workers’ compensation and Employer’s Liability, 
or Commercial Umbrella Liability insurance obtained by Contractor, 
its subcontractors, and its sub-subcontractors pursuant to this 
contract. 
 
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 Crime 
 
Contractor shall maintain Commercial Crime Liability Insurance with a limit of not 
less than $1,000,000 for each occurrence. The policy shall include, but not be 
limited to, coverage for employee dishonesty, fraud, theft, or embezzlement. 
 
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 prior to the expiration date. 
 
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 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 request for purchase shall be accompanied by a valid purchase order issued by a County 
department or directed by a Certified Agency Procurement Aid (CAPA) with a purchase card for 
payment. 
 
10.5 
PROCUREMENT CARD ORDERING CAPABILITY 
 
County may opt to use a procurement card (Visa or Master Card) to make payment for orders under 
this contract. 
 
10.6 
NO MINIMUM OR MAXIMUM PURCHASE OBLIGATION 
 
This contract does not guarantee any minimum or maximum purchases will be made. Orders will 
only be placed under this contract when the County identifies a need and proper authorization and 
documentation have been approved. 
 
10.7 
PURCHASE ORDERS 
 
10.7.1 County reserves the right to cancel purchase orders within a reasonable period of time 
after issuance. Should a purchase order be canceled, the County agrees to reimburse the 
Contractor for actual and documentable costs incurred by the Contractor in response to 
the purchase order. The County will not reimburse the 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. 
 
10.7.2 Contractor agrees to accept verbal notification of cancellation of purchase orders from the 
County procurement officer with written notification to follow. Contractor specifically 
acknowledges to be bound by this cancellation policy. 
 
10.8 
BACKGROUND CHECK 
 
Respondents may be required to pass multiple background checks (e.g., Sheriff’s Office, County 
Attorney's Office, Courts, as well as Maricopa County general government) to determine if the 
respondent is acceptable to do business with the County. This applies to, but is not limited to, the 
company, subcontractors, and employees, and the failure to pass these checks shall deem the 
respondent non-responsible.

10.9 
SUSPENSION OF WORK 
 
The procurement officer may order the Contractor, in writing, to suspend, delay, or interrupt all or 
any part of the work of this contract for the period of time that the procurement officer determines 
appropriate for the convenience of the County. No adjustment shall be made under this clause for 
any suspension, delay, or interruption to the extent that performance would have been so 
suspended, delayed, or interrupted by any other cause, including the fault or negligence of the 
Contractor. No request for adjustment under this clause shall be granted unless the claim, in an 
amount stated, is asserted in writing as soon as practicable after the termination of the suspension, 
delay, or interruption, but not later than the date of final payment under the contract. 
 
10.10 
STOP WORK ORDER 
 
10.10.1 The procurement officer may, at any time, by written order to the Contractor, require the 
Contractor to stop all, or any part, of the work called for by this contract for a period of 90 
calendar days after the order is delivered to the Contractor, and for any further period to 
which the parties may agree. The order shall be specifically identified as a stop work order 
issued under this clause. Upon receipt of the order, the Contractor shall immediately 
comply with its terms and take all reasonable steps to minimize the incurrence of costs 
allocable to the work covered by the order during the period of work stoppage. Within a 
period of 90 calendar days after a stop work order is delivered to the Contractor, or within 
any extension of that period to which the parties shall have agreed, the procurement officer 
shall either: 
 
10.10.1.1 cancel the stop work order; or  
 
10.10.1.2 terminate the work covered by the order as provided in the Termination for 
Default or the Termination for Convenience clause of this contract. 
 
10.10.1.3 The procurement officer may make an equitable adjustment in the delivery 
schedule and/or contract price, and the contract shall be modified, in writing, 
accordingly, if the Contractor demonstrates that the stop work order resulted in 
an increase in costs to the Contractor. 
 
10.11 TERMINATION FOR CONVENIENCE 
 
Maricopa County may terminate the resultant contract for convenience by providing 60 calendar 
days advance notice to the Contractor. 
 
10.12 
TERMINATION FOR DEFAULT 
 
10.12.1 The County may, by written Notice of Default to the Contractor, terminate this contract in 
whole or in part if the Contractor fails to: 
 
10.12.1.1 deliver the supplies or to perform the services within the time specified in this 
contract or any extension;  
 
10.12.1.2 make progress, so as to endanger performance of this contract; or 
 
10.12.1.3 perform any of the other provisions of this contract. 
 
10.12.2 The County’s right to terminate this contract under these subparagraphs may be exercised 
if the Contractor does not cure such failure within 10 business days (or more if authorized 
in writing by the County) after receipt of a Notice to Cure from the procurement officer 
specifying the failure.

10.13 
PERFORMANCE 
 
It shall be the Contractor’s responsibility to meet the proposed performance requirements. 
Maricopa County reserves the right to obtain services on the open market in the event the 
Contractor fails to perform, and any price differential will be charged against the Contractor. 
 
10.14 
CONTRACTOR EMPLOYEE MANAGEMENT 
 
10.14.1 Contractor shall endeavor to maintain the personnel proposed in their proposal throughout 
the performance of this contract. 
 
10.14.2 If Contractor personnel’s employment status changes, Contractor shall provide County a 
list of proposed replacements with equivalent or greater experience. 
 
10.14.3 Under no circumstances shall the implementation schedule to be impacted by a personnel 
change on the part of the Contractor. 
 
10.14.4 Contractor shall not reassign any key personnel an awarded Task Order without the 
express consent of the County. 
 
10.14.5 County reserves the right to immediately remove from its premises any Contractor 
personnel it determines to be a risk to County operations. 
 
10.14.6 County reserves the right to request the replacement of any Contractor personnel at any 
time, for any reason. 
 
10.15 
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. 
 
10.16 
INSPECTION OF SERVICES 
 
10.16.1 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. 
 
10.16.2 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. 
 
10.16.3 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: 
 
10.16.3.1 require the Contractor to take necessary action to ensure that future 
performance conforms to contract requirements; and 
 
10.16.3.2 reduce the contract price to reflect the reduced value of the services performed. 
 
10.16.4 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:

10.16.4.1 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 
 
10.16.4.2 terminate the contract for default. 
 
10.17 
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. 
 
10.18 
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. 
 
10.19 
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. 
 
10.20 
SUBCONTRACTING 
 
10.20.1 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. 
 
10.20.2 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. 
 
10.21 
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. 
 
10.22 
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.

10.23 
RIGHTS IN DATA 
 
10.23.1 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. 
 
10.23.2 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. 
 
10.24 
ACCESS TO AND RETENTION OF RECORDS FOR THE PURPOSE OF AUDIT AND/OR OTHER 
REVIEW 
 
10.24.1 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. 
 
10.24.2 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. 
 
10.25 
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. 
 
10.26 
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. 
10.27 
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. 
 
10.28 
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. 
 
10.29 
RELATIONSHIPS

10.29.1 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. 
 
10.29.2 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. 
 
10.29.3 The County reserves the right of final approval on proposed staff for all Task Orders.  
Also, upon request by the County, the Contractor will be required to remove any 
employees working on County projects and substitute personnel based on the discretion 
of the County within two (2) business days, unless previously approved by the County. 
 
10.30 
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). 
 
10.31 
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. 
 
10.32 
CERTIFICATION REGARDING DEBARMENT AND SUSPENSION 
 
10.32.1 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: 
 
10.32.1.1 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; 
 
10.32.1.2 have not within a three-year period preceding this contract: 
 
10.32.1.2.1 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 
 
10.32.1.2.2 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.

10.32.1.3 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. 
 
10.32.1.4 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  
 
10.32.1.5 have not within a three-year period preceding this contract had any public 
transaction (Federal, State or local) terminated for cause or default. 
 
10.32.2 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. 
 
10.32.3 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. 
 
10.33 
VERIFICATION REGARDING COMPLIANCE WITH A.R.S. § 41-4401 AND FEDERAL 
IMMIGRATION LAWS AND REGULATIONS 
 
10.33.1 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. 
 
10.33.2 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. 
 
10.34 
CONTRACTOR Employee WHISTLEBLOWER RIGHTS AND REQUIREMENT TO INFORM 
EMPLOYEES OF WHISTLEBLOWER RIGHTS 
 
10.34.1 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.

10.34.2 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. 
 
10.34.3 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). 
 
10.35 
CONTRACTOR LICENSE REQUIREMENT 
 
10.35.1 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. 
 
10.36 
INFLUENCE 
 
10.36.1 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. 
 
10.36.2 An attempt to influence includes, but is not limited to: 
 
10.36.2.1 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. 
 
10.36.3 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.  
 
 
10.37 
CONFIDENTIAL INFORMATION 
 
10.37.1 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. 
 
10.37.2 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. 
 
10.37.3 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. 
 
10.38 
PUBLIC RECORDS 
 
Under Arizona law, all offers submitted and opened are public records and must be retained by the 
County at the Maricopa County Office of Procurement Services. Offers shall be open to public 
inspection and copying after contract award and execution, except for such offers or sections 
thereof determined to contain proprietary or confidential information by the Office of Procurement 
Services. If an offeror believes that information in its offer or any resulting contract should not be 
released in response to a public record request, under Arizona law, the offeror shall indicate the 
specific information deemed confidential or proprietary and submit a statement with its offer 
detailing the reasons that the information should not be disclosed. Such reasons shall include the 
specific harm or prejudice which may arise from disclosure. The records manager of the Office of 
Procurement Services shall determine whether the identified information is confidential pursuant to 
the Maricopa County Procurement Code. 
 
10.39 
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. 
 
10.40 
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. 
 
10.41 
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. 
 
10.42 
FORCED LABOR 
 
10.42.1 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. 
 
10.42.2 Contractor certifies that it does not currently, and agrees for the duration of the contract, 
that it will not use:  
 
10.42.2.1 The forced labor of ethnic Uyghurs in the People’s Republic of China. 
 
10.42.2.2 Any goods or services produced by the forced labor of ethnic Uyghurs in the 
People’s Republic of China.  
 
10.42.2.3 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.

10.42.3 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. 
 
10.43 
Intentionally Omitted. 
 
10.44 
ORDER OF PRECEDENCE 
 
In the event of a conflict in the provisions of this contract and Contractor’s license agreement, if 
applicable, the terms of this contract shall prevail. 
 
10.45 
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. 
 
10.46 
RELIGIOUS ACTIVITIES 
 
The contractor agrees that costs, planned or claimed, including costs incurred, shall not include 
any expense for any religious activity. 
 
10.47 
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. 
 
10.48 
EQUAL EMPLOYMENT OPPORTUNITY 
 
10.48.1 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. 
 
10.48.2 Contractor shall comply with the following provisions: 
 
10.48.2.1 Title VI and VII of the Civil Rights Act of 1964, as amended (42 U.S.C. §§ 2000a, 
et seq.); 
 
10.48.2.2 The Rehabilitation Act of 1973, as amended (29 U.S.C. §§ 701, et seq.); 
 
10.48.2.3 The Age Discrimination in Employment Act of 1967, as amended (29U.S.C. §§ 
621, et seq.);

10.48.2.4 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. 
 
10.48.2.5 Contractor understands that the United States has the right to seek judicial 
enforcement of this assurance. 
 
10.49 
CERTIFICATION REGARDING LOBBYING 
 
10.49.1 Contractor certifies, to the best of their knowledge and belief, that: 
 
10.49.1.1 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. 
 
10.49.2 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. 
 
10.49.3 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. 
 
10.49.3.1 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. 
 
10.50 
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). 
 
10.51 
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). 
 
10.52 
The County reserves the right to select any contractor under this contract for Task Orders under 
$25,000 without completion of any other procurement action when the Procurement Officer 
determines that it is in the County’s best interest.  Vendors receiving an award under this contract 
will be notified of requirements valued over $25,000 and they will be given time to respond to the 
Task Order with their proposed work plan, staff and price.  The vendor that best meets the need of 
the county will be awarded the Task Order.

10.53 
INCORPORATION OF DOCUMENTS 
 
10.53.1 The following are to be attached to and made part of this Contract: 
 
10.53.1.1 Exhibit A – Vendor Information  
 
10.53.1.2 Exhibit A-1 Fee Schedule 
 
10.53.1.3 Exhibit B – Scope of Work 
 
10.53.1.4 Exhibit C – Office of Procurement Services Contractor Travel and Per  
Diem Policy 
 
10.54 
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: 
 
Guidehouse Inc. 
1676 International Drive, Suite 800 
McLean, Virginia 22102 
Attention: Collin Lopes 
 
10.55 
INQUIRIES 
 
10.55.1 Inquiries concerning information herein must be submitted prior to the question deadline 
date/time posted in the e-procurement platform, Periscope S2G, using the link in the “Q&A” 
tab. 
 
10.55.2 Administrative telephone/email inquiries shall be addressed to: 
 
LAWRENCE RUSSELL, PROCUREMENT OFFICER 
TELEPHONE: (602) 506-3248  
Lawrence.Russell@maricopa.gov 
 
10.55.3 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: GUIDEHOUSE INC. 
 
 
 
 
 
 
 
 
 
AUTHORIZED SIGNATURE 
PRINTED NAME AND TITLE 
 
 
 
 
 
 
 
 
ADDRESS 
DATE 
MARICOPA COUNTY 
 
 
 
 
 
 
 
 
 
 
 
 
 
CHIEF PROCUREMENT OFFICER, 
 
 
DATE 
BOARD OF SUPERVISIORS 
 
 
APPROVED AS TO FORM: 
 
 
DEPUTY COUNTY ATTORNEY  
 
 
 
DATE 
 
 
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T ORIZED SI
1676 International Dr St 800, McLean, VA 22102
Collin Lopes, Partner
02/05/2024

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: 
Guidehouse Inc. 
MAILING ADDRESS: 
1676 International Dr St 800, McLean, VA 22102 
REMIT TO ADDRESS: 
Lockbox 7970 P.O. Box 7247-6037, Philadelphia, 
PA 19170-6037 
REMITTANCE NOTIFICATION: 
arcashreceipts@guidehouse.com 
TELEPHONE NUMBER: 
571-633-1711 
FAX NUMBER: 
703-506-6740 
WWW ADDRESS: 
www.guidehouse.com 
REPRESENTATIVE NAME: 
Collin Lopes 
REPRESENTATIVE  TELEPHONE 
NUMBER: 
571-633-1711 
REPRESENTATIVE EMAIL ADDRESS 
slgcontracts@guidehouse.com 
  
   
  
YES 
NO 
REBATE 
WILL ALLOW OTHER GOVERNMENTAL ENTITIES TO 
PURCHASE FROM THIS CONTRACT: 
  
 
 
 
WILL ACCEPT PROCUREMENT CARD FOR 
PAYMENT: 
 
 
 
  
  
  
                              FUEL COMPRISES (if applicable) % 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  
FEE SCHEDULE 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
SERIAL 240024-RFP
NIGP CODE:91858 
COMPANY NAME: 
Guidehouse Inc. 
DOING BUSINESS AS (DBA) NAME: 
Year 1 
Year 2 
Year 3 
1.1 PRINCIPAL 
374.00 
$ 3  
387.00 
$ 
3  
400.00 
$ 4  
PER HOUR 
1.2 DIRECTOR 
299.00 
$ 2  
309.00 
$ 
3  
320.00 
$ 3  
PER HOUR 
1.3 ASSOCIATE DIRECTOR / SUBJECT MATTER EXPERT 
PER HOUR 
1.4.1 LEADERSHIP DEVELOPMENT 
274.00 
$ 2  
284.00 
$ 
2  
293.00 
$ 2  
PER HOUR 
1.4.2 OPERATIONAL/CULTURAL 
274.00 
$ 2  
284.00 
$ 
2  
293.00 
$ 2  
PER HOUR 
1.4.3 HUMAN RESOURCES 
274.00 
$ 2  
284.00 
$ 
2  
293.00 
$ 2  
PER HOUR 
  
1.4.4 TRAINING DEVELOPMENT
274.00 
$ 2  
284.00 
$ 
2  
293.00 
$ 2  
PER HOUR 
1.4 MANAGER
244.00 
$ 2  
252.00 
$ 
2  
293.00 
$ 2  
PER HOUR 
1.5  SENIOR CONSULTANT
190.00 
$ 1  
196.00 
$ 
1  
203.00 
$ 2  
PER HOUR 
1.5 CONSULTANT 
150.00 
$ 1  
155.25 
$ 
1  
160.68 
$ 1  
PER HOUR 
HOURLY RATES ARE TO INCLUDE GENERAL OFFICE SUPPLIES, FAXES, , LOCAL TRAVEL 
EXPENSES AND GENERAL ADMINISTRATIVE FUNCTIONS. ( 
. (SEE SECTION 2.6.2) 
1.0    PRICING:

EXHIBIT B 
SCOPE OF WORK 
 
Guidehouse’ s State and Local Government practice is a leader in helping cities and states execute 
change. Our team focuses domestically on bringing top-tier talent and the integrity of our brand to cities, 
counties and states to solve their most pressing problems. We work with state and local governments to 
connect citizens, plan and drive investments, and increase efficiency to promote long-term economic, 
environmental, social, and cultural prosperity. From overhauling information technology business 
processes to vendor selection and stakeholder management, we intentionally seek out opportunities to 
work with clients like the Maricopa County on addressing issues that are core to their future success. Over 
the past five years, we have successfully completed a number of similar engagements from which to 
draw previous insights and instill confidence in throughout the County that we are the best choice for this 
engagement. 
As workforce engagement continues to flux, clients engage with Guidehouse to help shape their own 
people-first solution so all levels within their organization can deliver upon their mission with passion, 
alignment and meaningful outcomes. Our team understands that success is as much about internal 
collaboration as it is internal controls. Working together, our clients are able to implement strategies, 
frameworks and innovative solutions to optimize efficiency across their organization and face what's next 
with confidence. 
In our response we will provide a high-level outline for the approach we would take to providing the 
services listed in the Scope of Work for this RFP. When specific requirements are detailed under the Task 
Orders released for this contact, we will further refine our approach and provide a detailed plan for 
applying our methodologies to best accomplish the goals of the County. 
Guidehouse offers services in a variety of services to fit the needs of the County across Change 
Management, Culture & Leadership, Operating Model & Organizational Design, and Workforce 
Transformation. We look forward to working with the county to achieve their goals. 
 
2.0 Services Offered 
In today's age of transformation, organizations' workforce needs and skillsets are rapidly changing, which 
poses a challenge to both public and private sector entities. Demonstrating agility amid rapid change 
requires a deep understanding of the people, processes, and technologies that make up these entities, 
and of the customers and communities they serve. Our vast expertise in executive coaching and 
leadership development, organizational analysis, process improvement, performance management, and 
succession planning, along with our cultural and contextual understanding of the Maricopa County, and 
the diversity of thought our team brings enable us to accomplish the goals and objectives of the Agencies 
in the County. Guidehouse will be able to efficiently assess the current state of Maricopa County’s seventy 
departments and agencies and over 13,000 staff, then build a strategy that is focused on meeting the 
internal needs of the agencies, while also delivering outstanding services to the residents and visitors of your 
county. 
In addition to our ongoing work with the Maricopa County Treasurers office, where we have assisted in 
developing their new Property Tax system through our Project Management, Business Process Mapping & 
Redesign and Organizational Change Management Services. We have performed projects with various 
departments, agencies, and municipalities in Arizona, including providing Training and Coaching for the 
Governor’s Office Grants Management and Monitoring project, and Process Improvement at the Arizona 
Department of Housing. 
Our understanding of how public sector organizations in Arizona operate enables us to assist Maricopa 
County in effectively implementing and realizing your 2023-2026 Strategic Plan Government 
Operations Objective to deploy an effective and efficient infrastructure to implement streamlined

policies and procedures to improve delivery of services and promote a healthy workplace and fully 
engaged workforce. 
2.1.1 – Leadership Development 
In times of uncertainty and transformation, good leadership has never been more important to 
organizational success. Bad leadership is often easy to spot, while good leadership can sometimes go 
unnoticed and is difficult to define and even harder to replicate. Its “know-it-when-you-see-it” quality 
can make improving your organization’s leadership skills difficult. Though it may feel elusive, good 
leadership makes change sustainable and long-lasting; it sets the tone and vision of the organization, 
and it is inspirational and encourages growth among employees whereas bad leadership can create a 
toxic workplace culture felt all the way down to constituent-customers. 
Good leadership can also generate buy-in from employees at all levels; a successful team requires that 
everyone cares about the team’s success and that individuals feel cared for by the team itself, whereas 
bad leadership may stifle necessary buy-in. 
Guidehouse will leverage our behavioral economics and Human-Centered Design (HCD) based 
concepts and materials to develop customized leadership and management development plans for the 
County and your agencies. 
Our approach begins with a contextual assessment to identify key friction points, institutional values, and 
leadership objectives. Aligning leadership priorities with organizational will and skill is critical, but so is the 
frequency and tone of the communication required for commonplace understanding so that employees 
at all levels can see the connection of their job to achieving strategic priorities. 
To achieve this Guidehouse will: 
• 
Use blended group and 1-on-1 coaching to assist key leaders in both individual 
development and organizational transformation. 
• 
Use storytelling to assist managers and key leaders in identifying institutional and 
personal struggles and creating their own leadership narratives for the future. 
 
• 
Develop customized offsite modules for leadership teams as needed to help improve 
individual performance and team cohesion. 
 
While these activities will help develop your current leaders, we will also focus on embedding an approach 
and providing the necessary tools for the County to develop upcoming managers long after our contract 
has finished. We can provide materials and even design training courses for future leaders to ensure they 
will be able to: 
• 
Better allocate time and attention to building a culture of improvement 
• 
Apply an empathetic model of leadership to improve employee performance. 
• 
Take an active role in future state visioning and strategic planning. 
• 
Understand the importance of goal setting and measuring performance and outcomes. 
• 
Contribute to a culture of continuous 360 feedback. 
• 
Take an active role in development and succession planning for future leaders. 
Sample tools and templates that Guidehouse has provided to previous clients include Performance 
Coaching Framework, Managing Attention Prioritization Tool, SMART Goals and Template, and KPI Matrix. 
2.1.2 - ORGANIZATIONAL ANALYSIS AND PROCESS IMPROVEMENT 
To assess organizational effectiveness and understand current and future needs of the County, 
Guidehouse will perform a current state and gap analysis, to develop actionable recommendations for 
improvement. The current state assessment will assess the County’s “as-is” state, which will pull in existing 
documentation, research on similar agencies, and the perspectives of County Leadership and

employees. The gap analysis will compare the data collected in the current state with the information 
gathered and focus on identifying gaps in the County’s organizational effectiveness that present threats 
and/or challenges to meeting its mission. 
The steps below outline the approach we will use to assess the County’s current state: 
Step 1: Gather documentation. Guidehouse will perform an environmental scan of the 
County’s current Mission, Vision, Values, Goals, Strategies, Actions, Technological planning to name a 
few. Capabilities, and Performance Objectives and Metrics. We will also gather and analyze 
documentation on your workforce, at all staff levels, to understand functions, roles, and responsibilities, 
and relationships between divisions/offices. To accomplish this, we will obtain and review organizational 
structure documentation, staffing documentation, position descriptions, workload data, career 
development models, standard operating procedures (SOPs), and other documentation specific to the 
County’s daily operations to inform an in-depth organizational diagnostic. 
 
Step 2: Perform Leading Practices Research on 5-7 Peers. We believe in brining teamwork and 
collaboration to all of our project. Our team will work with the County to identify peer organizations 
and specific areas they want to be benchmarked against. We will then conduct leading practice 
research of those agencies to understand success stories and identify lessons learned. This research 
will be leveraged throughout all engagement phases and span important topics from staff structures, 
organizational practices, innovative technologies, and succession. 
 
Organizational Strategic Assessment and Realignment 
U.S. Department of State (DoS), Bureau of Information Resource Management (IRM) 
Supported IRM in a massive bureau-wide organizational strategic assessment and realignment. The organizational assessment conducted led to the 
following outcomes: 
x Better alignment of its mission, vision, and goals outlined in the Department’s Strategic Plan and in IRM’s IT Strategic Plan 
x Streamlined business and technical operations and improved economies of scale 
x Greater transparency and improved budget formulation processes 
x Improved customer service for IRM’s bureau IT customers 
x Identification of resource (personnel) gaps in the workforce 
x Development of the Department’s first end-to-end organizational realignment process 
 
Step 3: Conduct interviews, focus groups, and surveys. As we analyze the current state, it will be important to 
engage directly with employees to understand their perspectives and priorities. This will also be an 
opportunity for us to establish a baseline of current competencies. We will work with the County’s project 
team to identify a diverse group of individuals and select interview participants. If allowed by the County, 
we may also interview a representative group of end-users within the broader community and how they 
view services by Maricopa County are being met. After performing the interviews, we will develop and 
conduct an employee- wide survey. We find employee surveys to be a useful tool to get a vast and diverse 
amount of data in a 
 
relatively short amount of time. Our surveys are designed to be short and easy to complete in order to 
promote engagement. We will work with the County’s team on the rollout of the survey so that there is 
enough awareness. After receiving the survey results, we will organize focus groups to probe the survey 
results and better understand them. By using this three-step approach we can gain a deeper 
understanding of how the County’s workforce is feeling on key issues. 
 
 
Step 4: Customize gap analysis evaluation method. We will customize our gap analysis approach to 
define what constitutes a gap between the best practices for an organization established in our 
benchmark activities and the County’s current state. Gaps will be identified using the following scale:

• 
Significant. Significant gap exists between current state performance and ideal state 
requirements; new capabilities are required to reach ideal state. 
• 
Moderate. Moderate gap exists between current state performance and ideal state 
requirements. Most capabilities are present; existing capabilities need to be 
strengthened to reach ideal state. 
• 
Small. Small gap exists between current state performance and ideal state requirements; most 
capabilities are present and need to be minimally strengthened to reach ideal state. 
Step 5: Perform gap analysis. Guidehouse will compare the County’s current organizational elements 
and workforce to the desired future state identifying variances, gaps, and areas requiring improvement. 
This will enable our team to identify what the County is currently doing well, as well as areas needing 
attention. We will then review and evaluate identified gaps. 
While evaluating the gaps, we seek to fully understand the nature of each gap and devise 
recommended resolutions. We will use the gap analysis to look at the organizational design and 
determine if it is meeting the strategic needs of the organization. The proposed gap resolutions will 
enable the County’s leadership to identify specific areas that, if addressed, will have a positive 
impact on the County’s mission execution and may include changes to key functions, workflows, 
business processes, and human capital practices. These findings and gaps will be validated with 
relevant stakeholders before being finalized and incorporated into an action plan. 
Step 6: Develop Actionable Recommendations and Plan. The County must continue to embrace 
innovative change and work toward more rapid incremental fielding of capabilities that works in a closer, 
more integrated way with its staff and customers. We appreciate the importance of designing 
implementation strategies that can help transform the County into the culture and operating model to 
achieve that vision. Our assessment will conclude with the development of actionable recommendations 
and a comprehensive change management plan that identifies the capabilities and actions needed for 
the County to realize their vision. 
 
2.1.3 - MANAGEMENT AND SUPERVISION TRAINING 
We are experts in learning and development. We bring lessons learned both from having implemented 
training concepts "in the field,” and from developing trainings across numerous public organizations. From 
health care networks to public school districts, to state-wide agencies and beyond, we have developed 
professional trainings that support learning and development in meaningful and sustainable ways. For 
example, for the Veterans Office of Community Care we developed a Training Strategy, Product Design, 
and Development – generating over 270 learning programs and working with over 500 offices to unify and 
streamline training delivery and content. We can create both virtual and hybrid trainings to support the 
modern remote and hybrid work practices. Our experiences developing and delivering trainings 
extensively across numerous state and local agencies and various topics will prime us with knowledge and 
skills to properly assess the County’s current inventory on learning and development materials and turn this 
assessment into actionable recommendations. We will review the specific needs of the county as detailed 
in the SOWs of the TO’s and develop a learning and development training for management and 
supervisors based on those needs. 
2.1.4 - SUCESSION PLANNING 
Succession planning is critical to the long-term health of any organization. To ensure that the county is set-
up for success now and in the future Guidehouse recommends a succession planning program that 
follows these steps: 
Step 1: Workforce Analysis. To understand Maricopa County’s workforce needs, Guidehouse will. 
perform a workforce analysis to understand where your staff are where you want them to be based on 
the organization’s needs. The workforce analysis for the County will include an assessment of current

staffing levels by classifications and, to the extent the data is available, the workforce’s capacity to meet 
the required workload given existing customer demand, existing workflow processes, and the critical 
functions, goals, and service level targets of the department. Guidehouse can also perform a workload 
gathering exercise if needed to supplement this data. 
Our analysis will also consist of identifying and prioritizing critical positions and skillset/ competency gaps 
to support the talent management plan that Guidehouse will develop. Building on this foundation, 
Guidehouse will conduct a future analysis to further consider and analyze the impact of planned process 
improvement initiatives, automation and introduction of new technologies, and other planned changes 
in its workforce composition or in the way services will be provided in the future in accordance with the 
County’s strategic direction. The ultimate objective is ensuring the right number of employees, with the 
right skills, in the right jobs, at the right time. 
A critical part of succession planning is understanding the employees and how they operate within the 
organization. As a part of the workforce analysis, we will conduct interviews. 
and focus groups, to engage with staff about the current knowledge transfer and succession 
planning processes. From these conversations we can map the current state of the counties plan. 
Together, the current state and workforce analysis, will result in the identification of the County’s 
critical positions, skillset gaps, and current state process maps. 
Step 2: Employee Experience Mapping. In order to fully understand your workforce to create a talent 
management program, we must also understand the intangibles of their employee experience. We 
believe creating employee journey maps, and framing our documentation, interviews, and other activities 
through the lens of the employee journey will be key to achieving the County’s objectives. To achieve this, 
we will apply human-centered design techniques to map selected employee personas end-to-end 
through each critical stage of their employment with Maricopa County. 
Through this, we will build a strong understanding of and insights into what employees are thinking, 
feeling, and doing at each stage of their journey, including their explicit and implicit objectives and 
goals, leveraging insights from our interviews and documentation review. 
Step 3: Develop and Implement Talent Management Plan. Using data, we gather in Step 1, and the 
insights we identify of your employees' experience from hiring and onboarding, all the way through to 
exiting, Guidehouse will build a Talent Management Plan. This plan will aim to not only make the County 
a highly desired organization for potential applicants, but also the kind of place for which current, high-
performing employees want to keep working. Elements of this plan may include: 
• 
Launch new competency model throughout the County 
• 
Manager Training – recruitment focused 
• 
Align training opportunities to gaps 
• 
Stay Interview Program 
• 
Employee Onboarding Program 
• 
Job Rotation Program 
• 
Personal Growth Plans 
• 
Development of knowledge management practices 
• 
Mentoring & Coaching programs 
2.1.5 - COACHING 
Guidehouse provides coaching to clients through one-on-one leadership coaching and team coaching 
services. We believe that coaches hold their clients accountable for the commitments they make to 
themselves. They work to bring out the best in their clients on a consistent basis. Because many limitations 
are self-imposed, a coach can help overcome them.

To assist individuals and teams in unlocking their full potential, we plan to use an integrated team and 
executive coaching approach which includes the 3 phased approach in Figure 11. 
 
Figure 3 - Three phased coaching approach 
 
Step 1: Initial Assessment. The initial assessment portion of our approach establishes a baseline on which 
to design and build the coaching strategy. This phase includes the following activities: 
• 
Conduct senior stakeholder(s) initial interview to set the context for organizational 
challenges, perceived executive team strengths and weaknesses, and executive team 
composition. 
• 
Observe executive interactions in staff meetings to baseline communications, culture, time 
management, and decision focus. 
• 
Conduct initial “intake” coaching sessions with individual executives/key leaders. 
Step 2: Customized Coaching. After the initial assessment is completed, our coaching subject matter 
experts will design a strategy for individual and team coaching to further Maricopa County’s goals. 
This phase includes the following activities: 
• 
Provide an assessment to senior stakeholders with recommended focus areas for group and 
individual coaching. 
• 
Conduct one or more group coaching sessions (i.e., offsites) focused on 2 to 3-hour modules to 
highlight executive dynamics (i.e., time management, systems thinking) common to executive 
team. Provide take home handouts/reading for self-paced learning. 
• 
Conduct individual coaching sessions and co-create action plans with specified 
individuals when applicable. 
Step 3: Coaching Follow-up. 
• 
One-on-one follow-ups for actions and follow-through after group session(s) (can extend for 
multiple sessions depending on need). 
• 
Provide close-out assessment/recommendations to senior stakeholders. 
• 
Optional – provide support for executive assistants/schedulers to implement time 
management suggestions (if any). 
As a supplement to our coaching framework, we are also developing a new skill building approach 
that can be used for organizational development within Maricopa County. Some activities include: 
• 
Assessment of key executive skill gaps with senior stakeholders. 
• 
Development of “micro-learning” topics focused on addressing gaps (i.e., executive 
attention management, dealing with poor performers, etc.). 
• 
Creating sessions that wrap the micro-skill in organization context and aligned with 
strategic priorities and upcoming organizational actions. 
Leadership coaching is a powerful tool that establishes a supportive, authentic, and encouraging 
partnership between a leadership and staff. Coaches provide powerful questions and candid 
feedback to help improve leadership effectiveness while increasing self-awareness and generating 
powerful insights to lead self and others.

2.5. OTHER CONSULTING SERVICES 
Guidehouse offers consulting across a wide variety of services and can provide the county with a 
broad range of additional offerings based on any needs they may have. We have experience 
providing consulting across the following industries and would be happy to provide more 
information to the county upon request. 
 
x 
Data Analytics and Intelligence 
o 
AI/ML & Intelligent Automation 
o 
Analytics & Data Visualization 
o 
Data Ecosystems 
o 
Data Management 
x 
Digital & Technology 
o 
Cloud 
o 
Cybersecurity 
o 
IT Strategy 
o 
Low Code Platforms 
o 
Technology Modernization 
x 
Finance 
o 
Financial Management 
o 
Grants Management 
o 
Managed Services 
o 
Risk Management 
x 
Growth Acceleration 
o 
Business Optimization 
o 
Portfolio & Asset Management 
o 
Strategy & Innovation 
o 
Transformation 
x 
Mission Support 
o 
Customer & Citizen Experience 
o 
Financial Management 
o 
Grants Management 
o 
Mission Optimization 
o 
Mission Strategy & Transformation 
x 
Operations 
o 
Business Operations 
o 
Portfolio & Asset Management 
o 
Program Management 
o 
Supply Chain 
x 
People and Organization 
o 
Change Management 
o 
Culture and Leadership 
o 
Operation Model & Org Design 
o 
Workforce Transformation 
x 
Risk, Regulatory and Compliance 
o 
Cybersecurity 
o 
Compliance 
o 
Financial Crime, Fraud & Investigative Services 
o 
Risk Management 
o 
Infrastructure Recovery & Resilience 
x 
Sustainability 
o 
Beyond Net Zero 
o 
Climate Risk 
o 
Disaster Recovery 
o 
Environmental, Social & Governance 
o 
Infrastructure Recovery & Resilience 
o 
Mobility/EV

SERIAL 240024-RFP 
 
EXHIBIT C  
OFFICE OF PROCUREMENT SERVICES CONTRACTOR TRAVEL AND PER DIEM POLICY 
 
1.0 
All contract-related travel plans and arrangements shall be prior-approved by the County contract 
administrator. 
 
2.0 
Lodging, per diem, and incidental expenses incurred in performance of Maricopa County/Special 
District (County) contracts shall be reimbursed based on current U.S. General Services 
Administration (GSA) domestic per diem rates for Phoenix, Arizona. Contractors must access the 
following internet site to determine rates (no exceptions): www.gsa.gov. 
 
2.1 
Additional incidental expenses (i.e., telephone, fax, internet, and copying charges) shall 
not be reimbursed. They should be included in the contractor’s hourly rate as an overhead 
charge. 
 
2.2 
The County will not (under 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.