240024-CONTRACT - SLALOM LLC CONTRACT.PDF
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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 Slalom Inc., a Delaware corporation (Contractor) for
the purchase of various consultants’ services for Maricopa County Departments.
1.0
CONTRACT TERM
1.1
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
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
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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.
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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 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.
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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
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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 Cyber, Network Security, and Privacy Liability
Cyber, Network Security 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 directors, officers, agents and
employees of the Contractor, 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, regulatory defense costs plus fines and
penalties, cyber extortion, electronic data restoration expenses (data
asset protection), network business interruption, computer fraud
coverage, funds transfer loss, third-party fidelity, theft, no requirement
for arrest and conviction, and loss outside the premises of the named
insured.
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
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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.
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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;
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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.
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 Upon completion of each phase of the Services, County shall have ten (10) days
in which to accept or reject such Services and related Work (as defined below),
unless the SOW provides a different acceptance period (in each case, the
“Acceptance Period”). If prior to expiration of the Acceptance Period County
provides Contractor written notice specifying in reasonable detail the manner in
which the Services or Work do not materially conform to the Specifications (as
defined below), then Contractor shall re-perform in accordance with Sections
10.16.2 and 10.16.3. Acceptance shall be deemed to have occurred following
expiration of the Acceptance Period absent a written rejection delivered prior
thereto.
10.16.2 Contractor shall have fifteen (15) days, or such other period as otherwise agreed
to or set forth in the SOW, to implement such changes as shall be reasonably
required to bring the Services or Work in material conformity with the Specifications
pursuant to Section 10.16.1. Contractor shall notify County of all changes it made
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and submit the revised Services and Work to County for acceptance in accordance
with Section 10.16.1.
10.16.3 In the event the corrected Services or Work do not conform materially to the
Specifications after two re-work attempts, County may, in its sole discretion and in
addition to any other legal remedies it may have: (a) accept the non-conforming
Services or Work at a discount negotiated between the Parties; (b) require that
Contractor make additional corrections to the Services or Work according to a
schedule mutually agreed upon by the Parties; or (c) terminate the applicable SOW
and receive a refund of all pre-paid amounts corresponding to the non-conforming
Services or Work.
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 undisputed 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.
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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.
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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
SERIAL 240024-RFP
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
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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.
SERIAL 240024-RFP
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:
SERIAL 240024-RFP
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
PRICES
Contractor warrants that prices extended to County under this contract are no higher than
those paid by any other customer for these or similar services. The phrase “similar
customer” means a customer of Contractor that at the time of commencement of
the applicable project purchases or commits to purchase on substantially similar
terms and conditions as these herein equal or lesser quantities of similar services in
the same approximate geographic location.
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
SERIAL 240024-RFP
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.
SERIAL 240024-RFP
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
TASK ORDER PROCESS
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:
Slalom Inc.
255 S. King Street, Suite 1800
Seattle, WA 98104
With a copy via email to: legal@slalom.com
SERIAL 240024-RFP
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.
10.56 LIMITATIONS OF LIABILITY
IN NO EVENT SHALL EITHER PARTY BE LIABLE HEREUNDER FOR ANY
INCIDENTAL, INDIRECT, SPECIAL, CONSEQUENTIAL, PUNITIVE OR EXEMPLARY
DAMAGES, LOST PROFITS, LOST SALES OR ANTICIPATED ORDERS, OR DAMAGES
FOR LOSS OF DATA OR GOODWILL, EVEN IF A PARTY WAS INFORMED OR KNEW
OR SHOULD HAVE KNOWN OF THE POSSIBILITY OF SUCH DAMAGES OR LOSS.
EACH PARTY’S RESPECTIVE LIABILITY ARISING OUT OF THE SERVICES
PERFORMED UNDER A SOW, REGARDLESS OF THE DAMAGES THEORY, SHALL
NOT EXCEED TWO (2) TIMES THE FEES STATED IN THAT SOW. THE FOREGOING
LIMITATION SHALL NOT APPLY TO A BREACH OF A PARTY’S CONFIDENTIALITY
OBLIGATIONS OR LIMIT A PARTY’S INDEMNIFICATION OBLIGATION WITH
RESPECT TO A THIRD-PARTY CLAIM.
SERIAL 240024-RFP
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
ATTESTED:
CLERK OF THE BOARD
DATE
APPROVED AS TO FORM:
DEPUTY COUNTY ATTORNEY
DATE
SERIAL 240024-RFP
EXHIBIT A
VENDOR INFORMATION
ENDOR 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:
Slalom LLC
DOING BUSINESS AS (dba):
Slalom
MAILING ADDRESS:
7150 E. Camelback Road, suite 250,
Scottsdale, AZ 85251
REMIT TO ADDRESS:
TELEPHONE NUMBER:
206-550-7737
FAX NUMBER:
WWW ADDRESS:
www.slalom.com
REPRESENTATIVE NAME:
Erin Mettille
REPRESENTATIVE TELEPHONE
NUMBER:
206.550.7737
REPRESENTATIVE EMAIL
ADDRESS
erin.mettille@slalom.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
SERIAL 240024-RFP
EXHIBIT A-1
FEE SCHEDULE
SERIAL 240024-RFP
NIGP CODE:91858
COMPANY NAME:
Slalom, Inc.
DOING BUSINESS AS (DBA) NAME:
Year 1
Year 2
Year 3
1.1 PRINCIPAL
192.00
$
198.00
$
$_______ PER HOUR
1.2 SENIOR CONSULTANT
174.00
$
180.00
$
$_______ PER HOUR
1.3 MANAGEMENT ANALYST
160.00
$
165.00
$
$_______ PER HOUR
1.4 CONSULTANT / SUBJECT MATTER EXPERT
1.4.1 LEADERSHIP DEVELOPMENT
229.00
$
235.00
$
$_______ PER HOUR
1.4.2 OPERATIONAL/CULTURAL
229.00
$
235.00
$
$_______ PER HOUR
1.4.3 HUMAN RESOURCES
229.00
$
235.00
$
$_______ PER HOUR
1.4.4 TRAINING DEVELOPMENT
229.00
$
235.00
$
$_______ PER HOUR
1.5 TRAINER
165.00
$
170.00
$
$_______ PER HOUR
1.6 FACILITATOR
165.00
$
170.00
$
$_______ PER HOUR
1.7 ADMINISTRATIVE
129.00
$
133.00
$
$_______ PER HOUR
1.8 OTHER
EXECUTIVE COACH
249.00
$
256.00
$
$_______ PER HOUR
,
,
EXPENSES AND GENERAL ADMINISTRATIVE FUNCTIONS. (SEE SECTION 2.6.2)
1.0 PRICING:
SERIAL 240024-RFP
EXHIBIT B
SCOPE OF WORK
Executive Summary
Slalom has been delivering strategic consulting services to Maricopa County since 2020 and welcomes the
opportunity to continue the valued partnership across leadership development, organizational analysis and process
improvement, management training, succession planning and coaching.
Maricopa County is seeking consultants who bring capabilities in leadership development, organizational analysis
and process improvement, management and supervision training, succession planning and coaching – all elements of
the talent lifecycle. Slalom’s Talent Optimization model provides a holistic and integrated view of these key
capabilities which work together and mobilize your organization’s talent to drive and support business outcomes.
When anchored in your service strategy, Talent Optimization is the essential ingredient that allows your employees
to see themselves in the future of your organization.
We’ve structured our response (Proposal) to include the following subsections:
1.0 - Organizational Effectiveness (OE) Approach: Provides an overview of the consistent methodology we
follow to deliver the requested organizational effectiveness solutions to optimize the County’s talent. We
discuss guiding principles that apply to all our solutions, as well as the common phases with which we approach
the delivery of our services.
2.0 – Leadership Development: We provide an overview of Slalom’s Leadership Development framework
which guides leader and team evolution by addressing the needs of today while preparing for adaptation to
tomorrow. Through an intentional focus on leader/team development, the County can increase productivity and
improve outcomes by delivering results.
3.0 – Organizational Analysis and Process Improvement: We discuss the most effective components of an
organization (strategy, structure, process, metrics/rewards, people practices, and culture/values) and the
importance of alignment and integration to further strategic goals. In addition to the analysis approach we
discuss, we share our belief that all process improvement work is grounded in data, measurement, and the
effective use of insights to drive meaningful outcomes.
4.0 – Management and Supervision Training: Manager and Supervisor development needs to be embedded
into the business, focused on training that drives results and built upon the science of learning. Slalom
recommends a Lean Learning approach and our point of view incorporates traditional adult learning theories
with training strategies that engage and motivate employees to apply learning on the job.
5.0 – Succession Planning: Slalom believes that Succession Planning, as the County has described it, is aligned
to Slalom’s Talent Optimization model, which encompasses a broad view of talent that enables an organization
to mobilize and inspire its workforce in a way that delivers on its strategy. It is the essential ingredient that
allows the employees to see themselves in the future of the organization. Slalom has developed a maturity
model assessment tool that helps an organization to assess its current and aspirational state for each of the core
talent capabilities, explores elements of each core capability and provides input on activities that could be
undertaken to move the organization closer to its aspirations.
6.0 – Coaching: Effective coaching services can activate the untapped potential of individuals, leaders, teams,
and organizations to reach their highest levels of performance. Our approach to coaching shifts leaders from a
task-orientation to a people-orientation, significantly improving team and organizational dynamics. We
introduce Slalom’s approach with the GROW (Goals
Reality
Options
Way forward) model of coaching
where powerful questions are used to engage leaders and help them consider realistic challenges, evaluate
options, then create actionable paths forward to achieving their goals.
7.0 Conclusion: Slalom is a strong partner to organizations seeking to optimize their talent lifecycles by being
human-centric. We recognize that human capital is a vital resource of an organization and skilled talent is in
short supply. We believe that the activities involved in Leadership Development, Organizational Analysis and
Process Improvement, Management and Supervision Training, Succession Planning and Coaching can each
make an impact on their own. We also recognize that they intertwine and interact to impact the results the
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County seeks to achieve. Addressing the various talent needs of the County across these five capabilities
holistically allows us to deliver an even greater impact by optimizing the talent lifecycle of the County’s
organization.
Optimizing our clients’ talent lifecycles and helping organizations become more effective is what we’re passionate
about at Slalom. Our promise, "Love your future," guides our culture, our work, and our relationships—helping us
uncover solutions that others don't.
Across the board, Slalom consultants are strong project athletes who can wear multiple hats and play varied roles.
Our organizational effectiveness consultants flex and advise on related areas of expertise developed from years of
experience. This includes providing deep experience and strong capabilities not limited to:
Project planning and management to deliver the OE workstream in alignment with other initiatives.
Workstream risk and issue management, keeping County sponsors appropriately informed.
Use and sharing of Slalom tools, templates and practices for delivery through sustained adoption.
Measurement tools, including interactive data-driven dashboards for communicating results.
Collaborative approach to working in teams and multi-vendor environments.
Mentoring and developing County resources in organizational effectiveness best practices.
Slalom is excited to partner with Maricopa County, where all our locally based Phoenix OE consultants live and
work, to help the organization become more effective at serving its constituency.
Services
1.0 Organizational Effectiveness (OE) Approach
When we help clients optimize their talent lifecycle, Slalom takes an outcome-focused, collaborative, and human-
centered approach to delivering OE consulting services. With the County’s vision in hand, we take a holistic view,
considering the impacts to people, process, and technology as we tailor OE solutions across your talent lifecycle.
Through these principles, Slalom follows a consistent approach to deliver solutions to help Maricopa County
optimize your talent lifecycle and work more effectively. Slalom begins by working with engagement sponsors to
align on business challenges and opportunities, solution strategy and vision. Getting alignment up front helps the
project clarify outcomes and deliver on expectations. Once the solution strategy is clear and agreed, we seek to
understand the current state and requirements to get to the future state, through assessment and analysis.
We design the appropriate solution centered on the stakeholder and/or participant experience, taking a human-
centered approach that keeps people at the center of the solution. We also think through how the plan will be
implemented and any readiness activities that will be required. We design success measures and help you to begin
preparing for the change.
Next, we operationalize the solution by creating the required work products and preparing the organization for
change. We provide support, gather, and respond to feedback, and adapt the solution to deliver outcomes. Further,
we help embed the solution into your ways of working, so it is adopted and becomes the new “normal”. Finally, we
help you define measures to track, monitor and sustain performance.
While the specific OE solution may differ along the talent lifecycle – from leadership development and coaching,
organizational analysis and process improvement, management and supervision training, to succession planning –
Slalom’s guiding principles and approach remain consistent, delivering high quality results that enable the future
state vision.
The following sections will present Slalom’s point of view on each of the OE capabilities requested. Each respective
section will not repeat the delivery approach but instead will highlight Slalom’s perspective on each capability.
2.0 Leadership Development
The leadership development landscape is changing as retirements create leadership gaps, skilled talent is in short
supply, and today’s employees expect a diverse and inclusive leadership team. Without strong leadership,
organizations struggle to achieve their strategy and objectives. At Slalom, we approach leadership with an eye on
context. Organizations must move away from a functional leader overseeing independent functions to a network
enterprise leader who must lead highly interdependent teams motivated by vision, mission, and trust.
Our perspective includes several core tenants. Leadership is …
A skill, not a position
A social endeavor, not just an intellectual one
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Contextual to the environment / situation
Slalom believes that leadership development should be purpose-driven: It should inspire, enable, and empower high
performance as well as drive organizational outcomes. Leaders must understand the reason for and value of
development efforts before they truly engage in a learning journey. Once engaged, it is important that the learning
has an immediate relevance and impact to leaders’ work or personal lives.
Our Leadership Development approach focuses on unlocking leadership and teaming potential across the
organization. Excellent development programs combine humanistic and operation aspects of organizations to enable
growth through four key elements:
Gaining Awareness – through assessments, feedback, reflections, knowledge, and uncovering biases.
Fostering Alignment – by focusing on establishing trust and norms, aligning to culture, preparing a plan,
and clearly defining roles and responsibilities.
Driving Achievement – leveraging influence, strong communication, decision making, accountability, and
a culture of recognition.
Enabling Adaptation – fostering an agile mindset to drive innovation while emphasizing learning,
problem-solving, flexibility, and resilience.
Based on a solid understanding of the County’s needs, informed by advisory sessions, workshops, and assessments,
we gain awareness to establish a common language for development and educate on core concepts to prepare an
actionable roadmap. Our approach, in addition to developing skills in motivation, decision making and the discipline
to drive accountability, also focuses on the following:
Connection and Safety. The principle of 'psychological safety' isan essential ingredient to high performing
teams. Leaders must create conditions that enable team members to be open and trusting.
Self-awareness. Lack of self-awareness is a blind spot and a limiting factor to performance. Expanding
awareness opens the door to growth.
Constant Learning. A key finding in learning and cognitive science is spaced repetition. While
“cramming” is highly effective for short-term tasks, it is insufficient for sustained behavior change.
Incorporating practice, reflection and coaching provides the continuous, ongoing learning needed for
leadership growth.
How does Maricopa County define leadership? Establishing a shared understanding of leadership clarifies the
development capabilities that will be critical to support the organization’s future.
What type of unique experiences does Maricopa County use to shape the next generation of leaders? People
learn best when they are engaged; it is important to craft unique experiences to shape and inspire future leaders.
Effectively developing leaders increases accountability, improves team and cross-department communications, and
enables an environment for innovative ideas. At Slalom, we “practice what we preach” as evidenced by our 91%
employee engagement score. Many years ago, Slalom recognized the centrality of leadership development to its
organizational success and invested in a comprehensive leadership transformation across multiple levels of the
organization. The leadership development program enables cohorts of leaders to consume content in small amounts,
then experientially apply it through action, reflection, and feedback. Since implementing our leadership
development programs, we have been named one of Fortune's 100 Best Companies to Work For in the last 8 years
and our employees have repeatedly voted us a Best Place to Work in the Phoenix Business Journal’s annual
survey. Additionally, Slalom is named on of Forbes America’s Best Management Consulting Firms and a Best
Workplace for Women for 6 years.
Leadership has a direct impact on organization culture and business results. Great leadership brings the best out of
people at all levels - sustainably and measurably. We believe our leadership philosophy and investment in
developing leaders is a key driver of this success. Our success in developing leaders is the foundation for sharing
our leadership philosophy with clients.
3.0 Organizational Analysis & Process Improvement
The business landscape is constantly evolving, and organizations that thrive are those that can recognize triggers for
change and adapt quickly. Slalom’s approach to analysis and process improvement activities can help ensure smooth
transitions, whether that means adjusting to unexpected external factors (like COVID-19), embracing big data, using
new tools and automation, or simply trying to optimize the way you do business during periods of growth. We
assess organizations holistically to identify current gaps and develop solutions to get to a better future state.
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We believe that organizations are most effective when all components of an organization are aligned and integrated
to further strategic goals.
Current state assessments of every aspect of the framework (strategy, structure, process, metrics/rewards, people
practices, and culture/values) help to provide a holistic picture of an organization’s as-is state and identify gaps and
opportunities. To get a truly comprehensive understanding we approach information gathering from several different
directions, including:
Identifying and interviewing stakeholders who represent a balanced cross-section of the impacted
organization (across levels, teams, etc.).
Benchmarking analysis of the organization, observing work where and as it is happening, and looking at
peer organizations when appropriate.
Reviewing documentation and tracked metrics, especially Key Performance Indicators (KPI’s).
Analyzing the results of the current state assessments, we go beyond symptoms to uncover root causes of problems
that can be addressed systematically. We use them to reveal siloed work, inconsistent processes, highly repetitive or
manual activities that are prone to error, or other sources of conflict. Ultimately, this exercise helps to convey the
need for change, and provides data to inform the design of the future state.
What opportunities does the County have for process improvement?
What are your pain points? Are there bottlenecks, handoffs, repeated errors or rework?
Are you trying to implement a new tool, process, or automation? Is there a previously implemented tool,
process, or automation that is not working the way you expected?
Are there key metrics you’re consistently missing (SLA, productivity metric, error rate, etc.)?
Where do current practices seem misaligned with the strategic goals of the organization?
Slalom brings tools to understand the County’s processes not only today but also tomorrow. Slalom helps
organizations catalog and sequence key business processes, identifying the greatest opportunities based on an
organization’s known challenges. We perform a lean-based Value Stream Analysis (VSA) to uncover improvement
opportunities and prioritize process remediation based on the process’ criticality to planned growth. Using
observations, workshops, and other data gathering approaches, we help define and document value streams, validate
or document current state processes, and define future state process maps. Slalom shares and educates the County on
its repeatable tools and techniques, enabling your investment in process excellence to yield meaningful and lasting
results.
All process improvement work has a strong grounding in data. We measure the success of a process improvement
change by comparing the measured result to our early benchmarking. Identifying and tracking meaningful
measurements enables leaders to make data-driven decisions and hold themselves and their teams accountable in an
objective way. Data analysis provides additional business process insights and can help clarify metrics used to
measure success, create timely reporting, and/or recommend the reallocation of resources. Through this analysis, we
standardize the way work is done for improved end-to-end efficiency.
4.0 Management and Supervision Training
In today’s business environment of unprecedented change and “change fatigue,” it is difficult for employees to focus
on what they learn, when they learn, and how to learn. The focus of learning and development is moving away from
“remember and recall” to providing access to precise pieces of information that aid quick application of learning.
Manager and Supervisor development needs to be embedded into the business, focused on training that drives results
and built upon the science of learning. Our point of view incorporates traditional adult learning theories with
training strategies that engage and motivate employees to apply learning on the job. Slalom recommends a Lean
Learning approach, where learning is done in combination with applicable micro learnings and experiential learning
that addresses the personalized development needs of each learner.
We begin by identifying and analyzing the training needs of the County. This may include participants, timeline,
content, and delivery modality. To develop Management and Supervision Training in a lean learning format, we
perform content and delivery analyses, learning objective alignment (deconstructing content to align with objective),
and objective-to-delivery-method mapping before we begin authoring content. Then we develop, test, refine and
deploy the learning program.
What skills does the County need its Managers and Supervisors to develop?
Communication?
Delegation?
Effective Discipline?
Conflict Resolution?
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Performance Goals, Standards and
Feedback?
Supporting and Communicating Change?
There are many instructional delivery tools that successfully support Lean Learning. Some delivery methods
naturally fit a Lean Learning environment because of their adaptability and potential for high employee engagement,
for example:
Experiential Learning
Shadowing
Coaching/Mentoring
Mobile Learning Apps
Social or Collaborative Learning ex.
Gamification
Web-based or Virtual Led Instructional
Training
eLearning
Microlearning
Performance Support Tools, Videos
Personalized Learning Paths
Learning models like the 70-20-10 model reflect the belief that 90% of learning happens on the job and through
feedback, and only 10% through formal instruction. Lean Learning embraces this model - optimizing the employee’s
time as content is received or pulled and consumed at uniquely opportune moments.
Repetition, effort and reward - encourages the development of new habits.
Experiential learning - new behaviors do not happen by telling but by trying.
Real time feedback - on task performance is an accelerant to learning and knowledge transfer.
Contextual immersion - allows learners to understand the unspoken duties.
Continual learning - learning is a developmental process and is never complete.
5.0 Succession Planning
Slalom believes that Succession Planning, as the County has described it, is aligned to Slalom’s Talent Optimization
model which encompasses a broad view of talent that enables an organization to mobilize and inspire its workforce
in a way that delivers on its business strategy. It is the essential ingredient that allows the employees to see
themselves in the future of the organization.
Slalom has developed comprehensive capabilities in our Talent Optimization model, several components in which
the County has stated an interest, including:
Talent Strategy - We believe that talent strategy should be holistic and developed from a strong symbiotic
relationship between the business and HR. The business strategy should drive the talent strategy, as well as
be used to identify the future workforce mix and capabilities required to successfully deliver on the
mission.
Attract & Acquire - A talent organization's ability to effectively select key talent is dependent on a keen
understanding of, and integration with, the business vision. This drives the recruitment strategy, selection
criteria and workforce planning.
Develop & Perform – Workforce training programs should be developed in consultation with business
leaders and closely aligned with the organization’s strategy and drivers. This approach strengthens the
current and future organizational capabilities and drives retention, engagement and performance.
Retain & Transition – A strong promotion process needs a supportive culture based on performance and
succession planning, which is engrained in the organization. Leaders should be held accountable for
developing employees to enable them to successfully transition to more challenging roles.
Slalom has developed a maturity model assessment tool that helps an organization to assess its current and
aspirational state for each of the core talent capabilities depicted in the graphic above. The tool explores elements of
each core capability and provides input on activities that could be undertaken to move the organization closer to its
aspirations.
As Maricopa County thinks about the future, consider these questions:
What if the top performer(s) left the organization tomorrow? What critical work or service would stop?
Are there people that want to grow into a new role? Does leadership have visibility into who they are? Is
there an established framework to ensure transparency for employee’s lateral / vertical moves?
Are leaders creating opportunities for people to grow or be stretched?
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With Maricopa County being the fastest growing county in the country, it is an imperative to ensure that the
organization has a robust, transparent, and business-centric talent framework in place.
6.0 Coaching
Effective coaching services can activate the untapped potential of individuals, leaders, teams, and organizations to
reach their highest levels of performance. Slalom brings a deeply knowledgeable and diverse team of consultants
experienced in all levels of leadership coaching, from middle management to executive. Professional coaching is a
highly useful method that enables leaders to identify and adopt behaviors that will have positive ripple effects across
your organization as confidence, openness, and trust are enhanced. Our approach to coaching shifts leaders from a
task-orientation to a people-orientation, significantly improving team and organizational dynamics. Slalom
leadership coaches deliver behavioral results with a focus on three key principles:
Impact: Coaching increases interpersonal communication enhancing trust, growth, and effectiveness.
Clarity: Improve communication in 1:1 conversations, team meetings and executive presentations.
Honesty / Privacy: The coach is a business confidante, strategic advisor, sounding board, and more.
At Slalom we apply the GROW (Goals
Reality
Options
Way forward) model of coaching where powerful
questions are used to engage leaders and help them consider realistic challenges, evaluate options, then create
actionable paths forward to achieving their goals. Using this model, individuals are personally invested and active in
identifying problems and generating ideas for solutions. This leads to a higher probability the actions will succeed
and results in sustainable ways of working. Critical questions evoke insight, gain commitment, and trigger
clarifying action towards a defined goal. This approach avoids judgement or deep reflection on the past, focusing
instead on creating a clear path forward.
When coaching a County leader, we may ask:
Goals: What challenges are you struggling with now? How can we measure that goal? How can we break
that goal down into smaller pieces?
Reality: What have you done so far to improve things? How will this goal impact those you work with?
What will you endure to see this become reality?
Options: What should you do first? If time wasn’t a restriction, what would you do? What would (relevant
expert) do in this situation?
Way forward: How committed are you in achieving this? What might stop you from taking your first
step? Who do you need to speak to about this?
What to expect when working with a Slalom Leadership Coach:
How we work:
Dynamic, personalized, confidential sessions
Partnership with a trained professional coach
Growth-oriented and experience-based
Flexible options including 1:1, team, group
Across mediums such as live, phone, video
Benefits and Results:
Immediate and practical application
Sustainable, real change
Increased awareness of strengths and blind spots
Honest, impartial, real-time insights and support
Effective team building skills
Across clients and with our own internal leaders we’ve experienced how 1:1 coaching relationships enable rapid
personal growth and improved team dynamics. With a keen focus on the needs of the individual within the context
of the greater organization, a professional coach is best positioned to enable meaningful and sustainable
improvements that can subtly resonate across teams.
7.0 Conclusion
At Slalom, we put people first. We live and breathe our core values – they’re not just words in a binder that sit on a
shelf. We believe leader effectiveness is rooted in the ability to put people first. Leveraging our own success story,
we partner with clients to align their business strategy with their talent strategy. We focus on sustaining culture,
embodying core values and managing required behavior changes to build a workplace with top talent that delivers
impactful business value.
Slalom is a strong partner to organizations looking to optimize their talent lifecycles by being human-centric. We
recognize that human capital is a vital resource of an organization and skilled talent is in short supply. Succession
planning needs to encompass a broad view of talent that enables you to inspire and mobilize your workforce to
deliver business outcomes. Coaching efforts have a people-orientation that improves team and organizational
dynamics. We believe in purpose-driven leadership development that inspires, enables, and empowers high
performance and drives organizational outcomes. Strategy, capabilities, and culture should all be aligned, and
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organizations are most effective when all components are integrated to further strategic goals; all organizational
assessments or process improvement efforts should keep this in mind. A quick application of learning is facilitated
when we embed development needs of managers and supervisors into the business, focusing on learning that drives
results. Together, this focus on integrating human and business needs in all we do, makes Slalom who we are!
We truly believe that the activities involved in Leadership Development, Organizational Analysis and Process
Improvement, Management and Supervision Training, Succession Planning and Coaching are all activities that can
make an impact on their own. They intertwine and interact to impact the results the County seeks to achieve.
Addressing the various talent needs of the County across these five capabilities holistically allows us to deliver an
even greater impact.
We have extensive experience approaching talent and organizational effectiveness challenges. Our local Slalom
Phoenix team of OE consultants is the largest and most experienced in the Valley of the Sun, bringing an average of
more than 15 years’ OE-related experience to your initiatives. We are Maricopa County citizens who believe in the
power of collaboration. We are invested in this community and want to partner with the County to help it grow,
succeed, and produce future generations of talent.
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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.
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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.