mature.

1.8.2

Quick

Delivery of Ser
vices

Due to the constant changes of policies, procedures, rules and regulations within the Social
Services arena, it is critical for the Vendor to fully understand all of the Systems requirements, as
well as the Systems architecture, and respond to the ne
eds of the Counties in an organized and
consistent manner. In order to meet these needs, the Vendor shall incorporate Systems changes
in an expedient manner and resolve production problems before they become a significant
workload to the Counties. Findin
g a balance between quality and speed shall be required and
these expectations shall be jointly addressed between the Vendor and Counties throughout the
life of the Agreement.

1.8.3

High Quality Delivery of Services

The Counties are seeking services from a Vendo
r who can consistently provide high quality
operations and maintenance services, and consistently and proactively resolve issues and/or
concerns prior to issues impacting the Counties. The day
-
to
-
day sensitivity around cyclical
timelines and user producti
vity cannot be overstated. Because the Vendor shall be responsible
for maintaining Systems usability, availability and stability, as well as for the smooth integration
of complex new business rules, all issues must be proactively addressed to ensure the d
ay
-
to
-
day
health and consistency of all benefits and services offered to the Counties’ stakeholders.

1.8.4

Understanding the Business Needs

The Counties require a Vendor who clearly understands the business purposes of the Systems
and is willing to enhance their

understanding as the Social Services industry continues to change.
The Counties are seeking a Vendor who understands the Systems regulations, policies,
procedures and the conversion of these functions into the Systems that will be operated and
maintained
by the Vendor.

The Counties do not expect to be responsible for training a Vendor
with regard to how welfare programs are administered in the State of California. The Counties
are interested in jointly working with a Vendor to provide exceptional benefits
, services and
Systems to the State of California citizens to ensure customer satisfaction and increasingly
improve the overall standing of the Systems. In order to do this, the Vendor will need to make a
clear and concerted effort to utilize subject matt
er experts from the beginning and continuously


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provide training to all Vendor staff to ensure that the base of knowledge possessed is consistently
increased and improved over time.

1.9

Background

M
ost public assistance programs
i
n California, whether federally

mandated, State required or
wholly County funded, are administered by the Counties. These programs include:



California Work Opportunity and Responsibility to Kids (
CalWORKs
)
;



Medi
-
Cal

(MC);



Foster Care (
FC
)
;



Adoption Assistance Program (
AAP
)
;



Kinship
Guardianship Assistance Payment Program (
KinGAP
)
;



CalFresh
;



Refugee Cash Assistance (
RCA
)
;



County Medi
-
Cal Services Program (
CMSP
)
;



General Assistance or General Relief (
GA/GR
)
;



Cal
-
Learn;



Cash Assistance Program for Immigrants (
CAPI
)
;



Welfare to Work (
WTW
)
;



Child Care;



Low Income Health Program (LIHP);



Food Stamp Employment and Training (
FSET
)
; and



County Specific Employment Services
.

The administration of these constantly changing programs requires the collection and
maintenance of extensive
Data

on each

participant and the application of thousands of rules

to
determine eligibility and benefit computation
.

1.9.1

Statewide Automated Welfare Systems (SAWS)

The Welfare and Institutions Code
(WIC)
Section 10823 enabled the development of a multiple
County consortiu
m strategy as the foundation of the SAWS effort. The purpose of the
consortium concept was to facilitate the collaboration of
Counties

in meeting their business
needs
and working with a
Contractor

in the areas of system planning, development,
implementation, and maintenance. The consortium concept was intended to provide flexibility to
c
ounty welfare departments while balancing funding limitations.



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Although the Counties

lead the development and im
plem
entation of automated systems,
Counties

recognize that autonomy in admi
nistering welfare is guided by F
ederal and State laws,
regulations, rules, and policies.

State project management and oversight for SAWS is provided by the California Health and
Hum
an Services Agency

(CHHSA)
, Office of Systems Integration (OSI).

1.9.2

Welfare Client Data System (WCDS) Consortium

The WCDS Consortium is one of the
three

con
sortia within the SAWS Project.

State level
project management for SAWS is provided by
the CHHSA

and

O
SI. The

WCDS Consortium is
managed

by the
18
Consortium Counties. These C
ounties include:

18

WCDS

C
ONSORTIUM
C
OUNTIES

Alameda

Contra Costa

Fresno

Orange

Placer

Sacramento

San Diego

San Francisco

San Luis Obispo

San Mateo

Santa Barbara

Santa Clara

Santa Cruz

Solano

Sonoma

Tulare

Ventura

Yolo

The
WCDS C
onsortium has a user base that
exceeds 30
,000 users dispersed at more than
800

sites providing services to approximately 2.
8

million clients.


This consortium represents
approximately 38 percent of
the clients

statewide
.

1.9.3

CalWIN System

The CalWIN System is
an on
-
line, real time update, automated eligibility determination, benefit
calculation and issuance, and management system. The CalWIN System helps provide clients
with benefits in a timely manner,
assesses employability, provides automated correspondence,
and provides the Counties’ managers a tool to increase productivity and efficiency, reduce
payment errors, and reduce the overall cost of program administration. CalWIN has automated
interfaces wi
th State and County
Systems
. The CalWIN system supports
CalWORKs, Medi
-
Cal,
Foster Care, AAP, KinGAP, CalFresh, RCA, CMSP, GA/GR, Cal
-
Learn, CAPI, WTW, FSET,
and County specific employment services
required by the programs
.

1.9.4

Benefits CalWIN

Benefits CalWIN is
a
Web

based application that collects initial application information
,

allows
clients to apply for
CalFresh,

Medi
-
Cal
, and CalWORKs

through the internet

and submit
periodic reports
. Clients can apply either individually or through
c
ommu
nity
b
ased
o
rganizations
.

Benefits CalWIN interfaces with the CalWIN System

please refer to
Attachment R


Interfaces
.



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1.9.5

MyBenefits CalWIN

System

MyBenefits CalWIN

System

provides a single access point that allows clients to interact with
CalWIN using an int
ernet browser. Users can schedule appointments, access their benefit
information view incoming RRR dates, email their case worker, and/or live chat,
upload/download documents via scanning applications, and includes links to other self
-
help
entities and ot
her useful applications. The portal can display emergency information for users to
be directed to staging areas.

1.9.6

CalWIN Mobile Application

System

The CalWIN Mobile Application

System

allows
Apple
iOS and Android smartphone users
access to
:



Get an overview

of the programs and services offered in CalWIN;



Check to see if a disaster has been declared in their area and if assistance is available;



Find information regarding their CalWIN Benefits; and



Find the nearest
CalWIN

office location utilizing their smartp
hone’s GPS.

1.9.7

ACCESS CalWIN System

ACCESS CalWIN is
a centralized and standardized Interactive Voice Response (IVR) system
from which clients can obtain up
-
to
-
date case information for the
CalFresh
, CalWORKs, Medi
-
Cal and General Assistance programs. This se
lf
-
service automated system is available to answer
the most co
mmon questions from the Counties clients

without
c
ounty
w
orker intervention. The
near
-
term goal is to add County
Medi
-
Cal

Services Program (CMSP) to
ACCESS

CalWIN
System
and increase the number
of languages available
.

1.9.8

SMART System

SMART
facilitates client self
-
sufficiency by streamlining service delivery through electronic
information sharing. The
SMART S
ystem provides the ability to interface with individual
County service partners such as
contractors, and other County agencies in coordinating services
for clients.

1.10

WCDS M&O Project Structure

The following Counties personnel, organizations, stakeholders, and Vendors participate with the
WCDS M&O Project Organization.

1.10.1

Board of Directors

The
Co
unties
Board of Directors

(BOD)
, which is comprised of the
18
County Directors, has
ultimate decision
-
making responsibility for administration of the Agreement that results from
this RFP.
As needed, the Counties Board of Directors and appropriate staff wi
ll be briefed by


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the Counties Executive Director, legal counsel, the Counties Policy Board, and representatives
from Vendor teams or State stakeholder organizations, concerning the business of the Counties
including procurements and the Maintenance and Ope
ration of the Systems.

The Counties Board of Directors, or its designee, acts as a liaison to State and Federal agencies,
to the public, and the Legislature on critical policy and budget issues. Responsibilities include
the allocation of resources to supp
ort the WCDS M&O Procurement Project and resolution of
key WCDS M&O Project issues.

1.10.2

Portfolio Management Board (PMB)

The PMB is the decision
-
making body that translates the Counties strategy into a portfolio of
strategic and operational initiatives
.
The P
MB is comprised of the Policy Board Executive
Committee which
includes

the Chair, Vice
-
Chair, Past Chair, Fiscal Chair, and two members at
large
. The PMB is responsible for
:



Capitalizing

on opportunities
;



Minimize the impact of threats
;



Respond to extern
al dynamics/changes
;



Reinforce focus on critical operational activities
;



Evaluates, selects, prioritizes and controls program and project activity, with input
from BOD and Change Recommendation and Evaluation Workgroup (CREW)
;



Provides high
-
level oversight

of initiatives to ensure achievement of the
intended

benefits
; and



Approves all exceptions to the Project Steering Committee structure
.

1.10.3

Portfolio Manager

The Portfolio Manager is the Counties Director of Operations and is responsible for the
following:



Th
e execution of the Portfolio Management process
;



Guiding the selection, prioritization and balancing of the portfolio to ensure the
components align with strategic goals and organizational priorities
;



Acting as the liaison to the PMB; receives performance
information on initiative
performance and progress and conveys to the PMB how the initiatives as a whole are
aligned with the strategic goals and provides appropriate recommendations or options
for action
; and



Providing key stakeholders with timely
assessment of component selection,
prioritization and performance, as well as early identification of (and mitigation of)
portfolio
-
level issues and risks that are impacting performance
.



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1.10.4

Change Recommendation and Evaluation Workgroup (CREW)

The CREW consis
ts of the Portfolio Manager and six to eight Integrat
ion

Oversight Committee
members.

The
members of the
CREW
are a mix of program policy specialists (e.g. Medi
-
Cal,
CalWORKs) and are well versed on county business model
s and practices.

The CREW is respon
sible for the following:



Represent
ing

the
entire Consortium;
they have
decision
making
authority regarding
chang
e

recommendations (may consult IOC and other groups/SMEs as needed
)
;



Continuously reviews, reallocates, reprioritizes and optimizes the
portfolio, and
ensures ongoing compliance with evolving organizational goals and external
opportunities
; and



Mak
ing

recommendations to the

PMB

regarding
c
hange and
t
entative
r
elease
t
imeframes
.

1.10.5

Policy Board

(PB)

The Counties have established a
PB

that deve
lops strategies and policies to guide and direct
operational decisions.

The Policy Board meets regularly to obtain WCDS M&O Project updates,
review and resolve outstanding issues, provide insight and feedback regarding the direction of
the WCDS M&O Projec
t. As needed, the Policy Board will act as advisors to Counties Project
staff during policy discussions. The Policy Board functions at the direction of the WCDS Board
of Directors.

In addition, as requested the PB provides input to the portfolio/program
/project
alignment decision
-
making process and provides the chair for all project steering committees.

1.10.6

Integrat
ion

Oversight Committee

(IOC)

The IOC is responsible for management of the daily operations of the Systems. IOC members
also participate on the
Project Steering
Committees to facilitate communication and provide
cross
-
functional knowledge. The IOC provides leadership and support for the
Project Steering
Committees and Workgroups, and will escalate issues to the Policy Board as needed.

Relative to

the CREW and PMB

the IOC is responsible for the following:



Providing high level oversight to Project Steering Committees based on direction
from the PMB; and



As requested provide input to the CREW.

1.10.7

Project Sponsor

The Project Sponsor is a single individual from either the
Policy

Board

member or a member of
the Board of Directors. The Project Sponsor is responsible for the following:



Championing the project across the Counties (and the State as needed
)
; and



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Removing

roadblocks.

1.10.8

Project Steering Committee (PSC)

The PSC consists of the PB Chair plus one member each from the IOC, the Vendor, and WCDS.
The PSC is responsible for the following:



Overall accountability for project success; achieving its strategic goals/ben
efit
s;



Champion
ing the

initiative(s) across the consortium;



Provide direct oversight of initiative(s)

and conduct
s


issue & risk management
;



Provide input to
p
roduct
o
wner regarding strategic alignment, project objectives,
goals,
and
needs
; and



Approving
the
p
roject
t
eam structure and the project transition by phase from
inception to closure.

1.10.9

Project Manager

(PM)

The Project Managers consist of Vendor representative and one WCDS Project Team
representative. There may be multiple project managers if it is
determined that there are various
skill sets needed (e.g. overall, technical, business). The Project Managers are responsible for the
following:



Providing effective planning, execution, monitoring, controlling, delivery and closure
of assigned projects in

accordance with objectives, specifications and established
standards;



Providing project performance indicators to the PSC and others; and



Working with the PSC and
p
roduct
o
wner to define
p
roject
t
eam structure/members.

1.10.10

Product Owner

The Product Owners ar
e the WCDS
Project Managers
and are responsible for the following:



Working with the
vendor
p
roject
m
anager to define
p
roject
t
eam structure/members;



Representing the Counties’ product vision and business priorities;



Engaging with County Representatives,
Business Subject Matter Experts and project
stakeholders;



Decision maker regarding assigned “Change”;



Obtaining feedback from County Representatives,
B
usiness
S
ubject
M
atter
E
xperts
and stakeholders of delivered functionality, including scope prioritizatio
n;



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Defining
f
unctional
r
equirements and associated Acceptance Criteria, along with
identifying the
b
usiness
v
alue for each
r
equirement/
f
eature;



Working with the Team to provide input on the development of the solution;



Representing the
p
roduct
f
eature pri
orities at all times; provides input and feedback
during design, development and testing;



Making decisions and providing timely responses to questions and clarifications
required by the Project Team; and



R
eporting project status to Counties and leadership
jointly
with
the vendor
Project
Manager.

1.10.11

Project Team

The Project Team consists of Vendor, Counties, and Quality Assuran
ce Contractor a
s appropriate
based on the specific project. The Project Team is responsible for the following:



Performing
p
lanning acti
vities;



Collaborating with the
Counties
in product feature development;



Integrating and testing the completed components using loaded test data to verify the
suitability
and
usability;



R
efining the test specifications based on the test strategy to reflect

any additional
information about the application; and



Participating in project team meetings and reporting status and needs.

1.10.12

County Representatives

The County Representatives are subject matter experts responsible for the following:



Collaborating with the

p
roduct
o
wners to define product vision, business value, and
priorities; and



Collaborating with
p
roduct
o
wners in business functional requirement development,
prioritization and testing to meet acceptance criteria
.

1.10.13

Counties

Executive Director

Under the direction of the Board of Directors, the Counties Executive Director is responsible for
ensuring that the WCDS M&O Project proceeds as scheduled, to meet the Counties goals of
maintaining, enhancing, and operating a fully integrated, automated we
lfare management system
that meets the needs of the Counties and all State and Federal requirements. Throughout the
term on the
Agreement

that results from this procurement, the Counties Executive Director will
be the point of contact for all WCDS M&O Pro
ject decisions and contractual items.



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1.10.14

Counties Project Staff

The
Counties

have
assign
ed

full
-
time staff to
support

the
Maintenance and Operations

activities.
The
Counties Pr
oject
Staff
consist
s

of the
Counties Executive Director
, Chief Financial Officer,
D
irector of Operations,
Operations Deputy
and
Deputy Admin Director
supplemented by staff
positions representing the technical, functional and administrative ne
eds
.

1.10.15

Program Committees

The Program Committees are comprised of the following programs
/functions
:



CalWORKs;



CalFresh;



Employment Services;



Benefit Issuance/Benefit Recovery
;




Foster Care;



Medi
-
Cal/CMSP
;



Management Reporting (MR);



Fiscal Planning/Stat Reporting;



Service Management Access and Resource Tracking (SMART) System Committee
;



Interfaces; and



Technical.

The
Program Committees
are responsible for the following
:



Providing subject matter expert resource pools for project teams
;



As requested by the CREW, provid
ing

expert opinion
s

to assist the CREW in making
well informed Change Management recommen
dations to the
PMB;



Supporting implementation of Change Requests;



Providing support to county staff on Counties changes being developed;



Supporting the implementation of changes to the applications and their incorporation
into the County’s business model;



Providing County input to the
p
roduct
o
wner (WCDS
Project Manager
) on a project
team for any special functions or concerns a county may have regarding an approved
change that has been assigned to a project team
;




Developing the Business Environment Desig
n Strategies (BENDS);



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Communicating with other counties with common interests in resolving service
requests (SRs), BENDS, and in the development of common business processes to
achieve a level of standardization across the Counties;



Developing and maintain
ing a skills matrix of County committee/workgroup SMEs to
be utilized by the County CalWIN Managers in timely identification and assignment
of county resources to work with project teams and the CREW;



Taking the leadership role in reviewing
select

SRs and

Function As Design (FAD)
documents with interested
parties, and

developing a recommendation for a mutually
agreed upon solution; and



Initiatin
g

program based change recommendations to CRE
W.

1.10.15.1


Workgroups

Similar to Program Committee, Workgroups are committ
ees that are formed to work on specific
activities. Workgroups are structure to have an end date and to disband. If Workgroups need to
continue further
,

the IOC will review and grant Acceptance for extension. The following
Workgroups currently exist.



Tr
aining Workgroup:

The Training Workgroup oversees the development and delivery of
induction training for the CalWIN System. This group determines strategies for induction
training and maintaining materials during Maintenance and Operations.



County Inform
ation Server (CIS) Workgroup:

The CIS Workgroup manages the
development and maintenance of the CIS database for the Counties. This includes the
submission of change requests to develop the Data management tools used by all Counties.



Client Correspondence
(CC) Workgroup:

The CC Workgroup manages the client
correspondence development, maintenance and issues for all Notice of Action (NOAs),
forms and other client correspondence.



General Assistance/General Relief (GA/GR) Workgroup
: The GA/GR Workgroup
provides

direction in the development, design and maintenance of the CalWIN System as it
relates to their respective Counties. This includes tracking and implementing State policy
changes, evaluating the system for performance standards and identifying areas of
im
provement.

1.10.15.2

Committees Meeting Schedule

The following table depicts the Committee meetings frequency.



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C
OMMITTEE

F
REQUENCY

R
EGULAR
M
ETHOD

1

CalWORKs

Quarterly

Meeting and call

2

Client Correspondence

Quarterly

Meeting and call

3

CIS

Quarterly

Meeting and

call

4

Employment Services

Quarterly

Meeting and call

5

Fiscal Planning/Stat Reporting

Quarterly

Meeting and call

6

CalFresh

Quarterly

Meeting and call

7

Foster Care

Quarterly

Meeting and call

8

General Assistance/General Relief

As Needed

Teleconference

9

Interfaces

Quarterly

Meeting and call

10

IOC

Monthly

Meeting and call

11

Management Reporting

Quarterly

Meeting and call

12

Medi
-
Cal/CMSP

Quarterly

Meeting and call

13

Policy Board

Monthly

Meeting and call

14

SMART

Quarterly

Teleconference only

15

Technical

Quarterly

Meeting and call

16

Training

Quarterly

Meeting and call

17

Benefit Issuance/Benefit Recovery

Quarterly

Meeting and call

18

CREW

Monthly/Weekly

Meeting and call

19

PMB

Bi
-
Weekly

Meeting and call

1.10.16

Counties by
Size

The following table represents the State Person Counts Categories of the Counties based upon
Person Counts from State Fiscal Year 2008/09.

S
MALL

M
EDIUM

L
ARGE

C
OUNTY

T
OTAL

C
OUNTY

T
OTAL

C
OUNTY

T
OTAL

Placer

35,778

San Mateo

73,244

Alameda

276,867

San
Luis Obispo

393,50

Santa Barbara

91,786

Contra Costa

154,264

Santa Cruz

51,757

Solano

90,501

Fresno

430,094

Yolo

37,229

Sonoma

75,947

Orange

488,750



Ventura

155,586

Sacramento

405,919





San Diego

467,297





San Francisco

126,418





Santa Clara

289,877





Tulare

229,264

1.10.17

Counties
Quality Assurance Vendor

The
Counties

utilize the services of a Quality Assurance (QA) services provider.
The QA
Contractor provides

oversight and I
ndependent
V
erification and
V
alidation
(IV&V) throughout


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the WCDS M&O

Project. Tasks typically performed by the QA service provider include but
may not be limited to the following:



Project management support;



Contract management support;



Financial management suppo
rt;



Input and review of plans and approaches for each major
Change Request
;



Risk assessment and mitigation planning;



Issue identification and recommendations for resolution;



Review of
work

products and deliverables;



UAT management and coordination;

and



Independent t
est managem
ent and independent testing.

1.10.18

WCDS M&O O
versight

The WCDS
M&O
Project is subject

to oversight by State and
Federal

a
gencies and the
California State Legislature. As part of their oversight responsibilities, these entities, or their
designees, may undertake various activities during the course o
f the Project. These activities
may include, but are not necessarily limited to: risk assessment, independent testing and review
of products
,

deliverables
, and changes
. The Vendor shall be required to cooperate fully with all
authorized oversight entiti
es in their performance of these and similar activities throughout the
duration of the term of the Agreement.

Any Oversight
Vendor

engaged by the
Counties,
State

or
Federal

agencies

shall be provided full
access to the Vendor's work products at all times d
uring this Agreement. Any Oversight
Vendor

shall be afforded full cooperation from the Vendor in this activity.

1.10.19

WCDS M&O Project Stakeholders

WCDS M&O Project Stakeholders are individuals and organizations who are actively involved
in the WCDS M&O Project
or whose interests may be affected positively or negatively by
WCDS M&O Project execution or successful WCDS M&O Project completion.

The following are the WCDS M&O Project Stakeholders:



The Citizens of the State of California
;



WCDS
Counties (18);



Board of
Directors;



Policy Board;



Integrat
ion

Oversight Committee;



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Counties Project Staff;



Program Committees;



State and Federal Sponsors
:



California Office of the Chief Information Officer (OCIO);



California Office of Systems Integration (OSI);



California
Department of Social Services (CDSS);



California Department of Health Care Services (CDHCS);



California Department of Finance (DOF);



U.S. Department of Agriculture Food and Nutrition Services (FNS); and



U.S. Department of Health & Human Services, Center
for Medicare &Medicaid Services
(CMS).



County Medical Services Program (CMSP) Board;



California Welfare Directors Association (CWDA)



supports all programs in SAWS;



Counties
Project Contractors and Subcontractors
; and



Counties

Interface Partners
.

1.10.20

M&O
Vend
or

The
Vendor will be responsible for providing the
Counties
with ongoing
WCDS M&O
Project
operations

and maintenance

and adhering to all functional, technical, and contractual
requirements as described in the Statements of Work and Agreement. The Vendor
will also be
expected to provide support services for other activities, as requested by the
Counties
. The
V
endor must work closely and cooperatively together, with all stakeholders, and all other
v
endors throughout the term of the Agreement.
The Vendor sh
all be responsible for the

transition
and Maintenance and Operations
of the System
s

as more fully described in this RFP and in
accordance with the Agreement.




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20

2.

PROCUREMENT PROCESS

This RFP establishes guidelines, criteria, and procedures for submitting prop
osals. It is the duty
of each Vendor to thoroughly review the entire RFP, including all Attachments, for terms,
conditions and requirements that are included throughout this RFP. Vendors experienced in the
transition, management, and operations of system
s and services as described in
Section

1

Introduction and
G
eneral
I
nformation

are invited to respond to this RFP. Final
Proposals are due to the Counties by 5:00 p.m.,
Pacific Time, on J
u
ly

2
9
, 201
3
, after which

a
Vendor may be selected. Late draft and final proposals will not be accepted.

The evaluation of proposals is a multi
-
phased process as described in Section
6.3

Evaluation

Process
. Counties may, at their sole discretion, reject any or all responses submitted in response
to this RFP at any time. Counties shall not be liable for any costs incurred by any Vendor in
connection

with the preparation, submission, or presentation of any proposal.

Counties’ recommendation for Vendor selection is subject to Acceptance at the State and
Federal

level and with final Acceptance by the Counties’ Board of Directors. The Counties may then
enter into an Agreement with
one prime

Vendor for the Maintenance and Operations (M&O)
Project, including all work described in this RFP.

The selected Vendor shall provide, implement and perform according to Counties’ requirements,
continued ongoing manage
ment, operations, support, modifications, and Enhancements.
Counties shall own, without limitation, the Systems Data and the design and configuration of the
Systems technical infrastructure. The Vendor shall provide all Software and Equipment
necessary t
o host, manage, and to operate the Systems.

Any resultant Agreement will be a fixed cost contract with a Total Maximum Contract Sum for
all work under any resultant Agreement.

2.1

Procurement Schedule

A procurement schedule has been established for the
WCDS Pr
ocurement P
roject. The ultimate
timing of procurement events will be determined
solely
by the
Counties
.

Vendo
rs must watch the procurement Website for updates to the procurement schedule
.

The
procurement Website is located at http://www.calwinprocurement
.org.





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Section
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-

21

Deadline times for all du
e date schedule components are 5:00

PM, Pacific Time (PT). The
P
rocurement
S
chedule

is as follows:

#

A
CTIVITY

D
ATE

1.


Procurement Library Open to Vendors
-

Announcement E
-
mail Sent

December 2010

2.


Release of RFP

April 23,
2013

3.


Written Questions Accepted

March 4
, 2013


March 22
, 201
3

4.


Vendor Conference

March
20
, 201
3

5.


Letter of Intent to Respond Due Date

March

22
, 201
3

6.


Release of Answers to Questions

April 1
, 201
3



April
23
, 2013

7.


System Demonstrations to Vendors

May

7
, 201
3



May 9
, 201
3

8.


Draft Proposals Due

May 13
, 201
3

9.


Oral Presentations & Key Staff Interviews

July 9
-
12, 2013

10.


Final Proposals Due

July 29, 2013

11.


Release of Notice of Intent to Award

September 27
, 2013

12.


Protest Period

September 30
, 2013


October 4, 2013

13.


Contract Negotiation Period

October

2013


December

2013

14.


County,
Federal, State and Board
Acceptance

of Agreement

December 2013
-

January 30, 2015

15.


Transition
-

I
n

February 2, 2015


July 30, 2015

(up to 6 months duration)

16.


M&O Period
Begins

August 3, 2015

2.2

Procurement Library

A Procurement
Library has been established

for use by
prospective
Vendors in developing their
proposals. Vendors should
carefully examine the entire RFP

and any addenda thereto, and all
related materials contained in the Procurement Library. The

Procurement Library is accessible
via the internet at:
http://www.calwinprocurement.org
.

Requirements specified in this
RFP
, or any addenda, take precedence over any documentation in
the Procurement Library if a conflict exists.



WCDS M&O Project



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Section
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-

22

For more detailed information regarding the Procurement Library, refer to
Attachment A


Contents of the Procurement

Library
, of this RFP.

2.3

WCDS Procurement Contacts

This RFP is issued by the
Counties

through the WCDS Board of Directors.

Vendors may contact
only
the
WCDS Procurement Project Manager
, or
a
designee, and are
specifically directed not to contact any other Co
unty, State, or
Counties
’ Project Team member
s
for meetings, conferences, clarifications or technical

or other matters related to the RFP. Failure
to adhere to this policy may result in the Vendor's disqualification.

The following is the address for the W
CDS Consortium Procurement Contact:

Address:

WCDS Procurement Project

Sheila L
ossner
, WCDS Procurement Project Manager

8875 Washington Blvd

Roseville
, CA
95648

Email:


calwin@calwinprocurement.org

Phone:


(916)
789
-
6513

All electronic communication with the Counties regarding this RFP or its exhibits or attachments
shall be submitted to the email address given above and must be clearly identified as ‘
WCDS
Procurement Project RFP’
.
All written co
mmunicati
ons with the Counties

regarding this
RFP

or
its exhibits or attachments shall be

submitted to the address above, to “WCDS Procurement
Project Manager or Designee,”
in sealed envelopes

or
packages clearly labeled
WCDS
Procurement Project

RFP
’. Delivery may

be accomplished via regular m
ail, expedited delivery
,
messenger

or
courier service, or by a Vendor representative.

Failure to adhere to this policy may
result in the Vendor's disqualification.

The following additional information must appear on the
outsi
de of the envelope

or
package
, or in the electronic communication
:



The name and address
of the originating Vendor; and



An indication of the contents (e.g., 'Questions Regarding the
WCDS Procurement
Project RFP
', or
WCDS Procurement Project RFP
Cost Proposa
l').

Any material received that does not explicitly indicate its
RFP

related contents will be opened as
general mail

which may result in a delay or no response to the Vendor
.

Counties

are responsible only for that which is expressly stated in this RFP and
any authorized
written Addenda thereto.
Counties

are not responsible for and shall not be bound by any
representations otherwise made by any individual acting or purporting to act on
Counties
’ behalf.



WCDS M&O Project



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Section
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-

23

2.4

Examination of the RFP

Vendors should carefully examine the entire RFP and any addenda thereto, and all related
materials and
Data

referenced in the RFP or othe
rwise available to the Vendors. Vendors
should
become fully aware of the nature and location of the work, the quantiti
es of the work, and the
conditions to be encou
ntered in performing the work.

2.5

Questions Regarding
the

RFP

The purpose of the question and answer period is to provide clarification to Vendors regarding
the
WCDS Procurement Project

requireme
nts, the procureme
nt process, the

schedule,
and
the
evaluation process,
the Agreement

terms and conditions, or any other area of the
RFP
. Vendors
requiring clarification of the intent or content of the
RFP

or procedural matters regarding the
procurement process may request

clarification by submitting questions to the contact person
identified in Section
2.3

WCDS Procurement Contacts
. Vendors

are required to submit soft
copies of all questions

in
Microsoft Word 2007 format
.
Vendors may submit hard copies of all
questions at their discretion. All questions must be
clearly marked ‘Questions Regarding the
WCDS Procurement Project

RFP

.


Vendors are urged to submit questions as early as possible in
advance of the deadline provid
ed in
Section
2.1

Procurement Schedule
.

W
henever applicable,
indicate the RFP page number, section/subsection numbers and paragraph when submitting
questions.

S
oft copy question and answer documentation sets will be provided to all Vendors who
submit a
Letter of Intent to Respond
, without identif
ying the originator of the questions. Soft copies will
be provided
at http://www.calwinprocurement.org
in M
icrosoft Word 2007 format
.

If a Vendor believes that one or more of the
RFP

requirements is onerous or otherwise imposes
unreasonable constraints on

the Vendor in proposing less costly or alternative solutions, the
Vendor may request a change to the
RFP

by submitting, in writing, the recommended change(s),
the facts substantiating this belief, and reasons for making the recommended change. Such
reque
sts must be submitted within the time frame and process as described for questions
regarding the
RFP
. All changes recommended by a Vendo
r, if accepted by the Counties
, shall be
subject to the provisions of Section
2.6

Interpretations
and

Addenda
, and, thereby, made
applicable to all Vendors

as in
stituted by the Counties
.

A Vendor who desires clarification or further info
rmation on the content of the RF
P, but whose
questions relate to the proprietary aspect of that Vendor’s proposal and which, if disclosed to
other Vendors, would expose that Vendor’s proposal, may submit such questions in the same
manner as above but also marked “Confidential” and not la
ter than the scheduled date specified
in the procurement schedule. The Vendor must explain why any questions are sensitive in
nature. If the
Counties

concur that the disclosure of the question or answer would expose the
proprietary nature of the proposal
, the question will be answered and both the question and
answer will be kept in confidence. If the
Counties

do not concur with the proprietary aspect of
the question, the question will not be answered in this manner and the Vendor will be so notified.



WCDS M&O Project



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Section
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-

24

2.5.1

Wh
at to Include in an Inquiry

All questions and comments regarding this RFP must
include the following element:

Vendor identification, including:

a)

Vendor name,

b)

Mailing address,

c)

Inquirer’s name,

d)

Mailing address,

e)

Email address,

and

f)

Telephone & Fax numbers.

A de
scription of the subject or issue in question or discrepancy found;

The RFP Section, page number or other information useful in identifying the specific problem or
issue in question; and

Remedy sought, if any.

Inquiries must be formatted as follows:


R
EFER
ENCE

S
ECTION

P
AGE

Q
UESTION

R
EMEDY
S
OUGHT

1.


Example: Use “General” if a general
question or “RFP” if the question
deals with a section within the RFP or
“Appendix 2” etc.

Indicate the section or sub
-
section number along with
paragraph or bulleted list
identifiers.




2.6

Interpretations
and

Addenda

Any interpretation of or change in this
RFP

shall be made by addendum, sent to each Vendor to
which

the
RFP

has been issued

and posted to the Website at
http://www.calwinprocurement.org
,

and shall become a part of the
RFP

and of any
Agreement awarded. The Counties

will respond
to written questions or requests for clarifications submitted to
the WCDS Consortium
Procurement Contact,
as provided in Section
2.5

Questions Regarding
the

RFP
. If, as a
resu
lt of
a question, the Counties determine

a change to the
RFP

is required, an addendum to the
RFP will
be issued. The Counties

will not be responsible for any other method of explanation or
interpretation
.

In the sole discretion of the Counties, if the

Vendor responses indicate significant problems with
the RFP requirements, the Counties will examine the stated reasons for problems, and may
amend the RFP if it is in the best interest of the Counties.



WCDS M&O Project



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Section
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-

25

2.7

WCDS M&O Project
Notice of Intent to Respond

Interest
ed Vendors
shall

submit
the WCDS M&O Project Letter of Intent to Respond
(
Attachment P
)

to

this RFP by the date and time specified in Section
2.1

Procurement Schedule
.

Only those Vendors acknowledging interest in this RFP will continue to receive additional
correspondence throughout this procur
ement.
The WCDS M&O Project Letter of Intent to
Respond must identify a single contact person for the solicitation process,

and email address,
phone, and fax number for that person. All communication between the Vendor and the
WCDS
M&O

Procurement Projec
t must come and go through that single point of contact.
The Counties
will not respond to communications from other Vendor personnel.
It shall be the Vendor’s
responsib
ility to notify the Counties s
ingle
p
oint of
c
ontact identified in
Section
2.3

WCDS
Procurement Contacts
,
in writing, regarding
any changes to the contact information. The
Consortium is not responsible
for

proposal correspondence not received by the Vendor if the
Vendor fails to provide
updated contact

information as soon as administratively possible.

Delivery of
the WCDS M&O Proj
ect Letter of Intent to Respond may be

accomplished via
regular mail, expedited delivery such as
Federal

Express, messenger, or courier service, by a
Vendor representative, or as an attachment to an e
-
mail addressed in accordance with

Section
2.3

WCDS Procurement Contacts
.

F
AILURE TO SUBMIT A
TIMELY
WCDS

M&O

P
ROJECT
L
ETTER OF
I
NTENT TO
R
ESPOND
WILL RESULT IN ELIMI
NATION FROM FURTHER
CONSIDERATION
.

If Vendors have indicated significant problems with the RFP requirements, the Counties will
examine the stated reasons for the problems and will atte
mpt to resolve any issues in contention,
if not contrary to the Counties interest, and will amend the RFP if appropriate. All Vendors who
have been furnished a copy of this RFP for bidding purposes will be advised by the Counties of
any actions taken as a

result of the Vendors' responses. If after such actions, a Vendor
determines that the requirements of the RFP unnecessarily restrict its ability to bid, the Vendor is
allowed
five working

days to submit a protest to those RFP requirements or the Counties
' action,
according to the instructions contained in Section
6.8

Administrative Appeal Procedure
.

2.8

Rules Governing Competition

2.8.1

Confidentiality

During the term of
the
Agreement
,

the Vendor

will have access to and may become acquainted
with confidential information maintained in the records of the Co
unties and/or its member
Counties. The Vendor is required to protect from unauthorized use or disclosure names or other
identifying information concerning persons receiving services through the Counties and the
Systems.

To preserve the integrity of the se
curity and confidentiality measures integrated in to the
Counties information systems, each Vendor is required to sign the
Confidentiality Statement
(Attachment
B
) and

to submit it
with its WCDS M&O Project Letter of Intent to Respond
.



WCDS M&O Project



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Section
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May 23, 2013


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-

26

Similarly, any Vendo
r awarded an
Agreement

as a result of this RFP will be required to exercise
security precautions as described in the
Agreement

to protect the confidentiality of Data that may
be provided.

2.9

Determination of Capacity/Responsibility

Inquiries to determine the
operational abilities of a
Vendor

may

be conducted by the Counties
based up
on information provided in the P
roposal or as otherwise deemed necessary by the
Counties
. The failure of a Vendor to supply information promptly in connection with such
inquiry by the
Counties,

including but not limited to
,

information regarding past performance,
and ability to perform on schedule, may be grounds for a determination of non
-
r
esponsiveness
and may result in elimination of the Ven
dor’s P
roposal from further consideration, as determined
solely by

the
Counties.

2.10

Exclusion for Conflict of Interest

All Ve
ndors bidding on this RFP shall
ensure that no conflict of interest exists betwe
en its
officers, employees, or subcontractors
,

and the Consortium
, its contractors or subcontractors
.
Vendors

shall

prevent employees, consultants, or members of governing bodies from using their
positions for purposes that are, or give the appearance of
,

being motivated by a desire for private
gain for themselves or others such as those with whom they have family, business, or other ties.

Officers, employees, and agents of cities,
Counties
, districts, and other local agencies are subject
to applicable con
flict of interest codes and State law, including
section

23
-
602 (Code of
Conduct) of Chapter 23
-
600 of the CDSS Manual of Policies and Procedures. In the event that

the
Consortium determines that a conflict of interest situation exists, any increase in co
sts
associated with the conflict of interest situation may be disallowed by Consortium and such
conflict may constitute grounds for termination of
the
Agreement
.

This provision shall not be construed to prohibit employment of persons with whom Vendor's
officers, employees, or agents have family, business, or other ties so long as the employment of
such persons does not result in increased costs over those associated with the employment of any
other equally qualified applicant.

2.11

Release of Information

No n
ews releases, advertisements, public announcements
,

or photographs arising out of this
procurement, the resultant
Agreement

or Vendor’s relationship with
Counties

may be made or
used without prio
r written Acceptance of the Counties Executive Director
.

2.12

Impr
oper Consideration

Vendors shall not offer (either directly or through an intermediary) any improper considerations
such as, but not limited to, cash, discounts, services, the provision of travel or entertainment, or
any items of value to any officer, empl
oyee, or agent of the Consortium, in an attempt to secure
favorable treatment regarding this solicitation.



WCDS M&O Project



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-

27

Vendors shall immediately report any attempt by a Consortium officer, employee or agent to
solicit (either directly or through an intermediary) impro
per consideration from Vendor. The
report shall be made to the Consortium’s single point of contact as defined in Section
2.3

WCDS
Procurement Contacts
.

The
Counties
by written notic
e may immediately terminate the
Agreement

if it determines that
any improper consideration as described in the preceding paragraph was offered to any officer,
employee
,

or agent of the
Counties

with respect to any amendment, extension or evaluation
process once an
Agreement

has been awarded.

2.13

Noti
ce Regarding Public Disclosure of
Proposal
Contents

All information submitted in the Proposal or in response to a request for additional information is
subject to disclosure under the provisions of the California Public Records Act, Government
Code section

6250 and following. The Proposal may contain financial or other Data that
constitutes a trade secret. To protect such Data from disclosure, each Proposing Vendor should
specifically identify the pages that contain confidential information by properly ma
rking the
applicable pages and inserting the following notice on the front page of its response:








The proprietary or confidential Data
shall be readily separable from the Proposal in order to
facilitate eventual public inspection of the non
-
confidential portion of the Proposal.

The Counties assumes no responsibility for disclosure or use of unmarked Data for any purpose.
In the event dis
closure of properly marked Data is requested, the proposing Vendor will be
advised of the request and may expeditiously submit to the Counties a detailed statement
indicating the reasons it has for believing that the information is exempt from disclosure u
nder
Federal, State and local law. This statement will be used by the Counties in making its
determination as to whether or not disclosure is proper under, State and local law. The Counties
will exercise care in applying this confidentiality standard but

will not be held liable for any
damage or injury that may result from any disclosure that may occur. The Proposing Vendor
may be provided an opportunity to seek judicial action to prevent disclosure. The Proposing
NOTICE

Pages __ of this Proposal, which are identified by an asterisk(*) or
marked along the margin with a vertical line, contain proprietary or
confidentia
l Data and information which are for the evaluation of our
Proposal, but we understand that disclosure will be limited to the
extent that the Counties determines it is proper under Federal, State,
and local law
.



WCDS M&O Project



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Section
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-

28

Vendor will also indemnify, defend, and

hold harmless the Counties from any Third
-
party
litigation regarding disclosure of such Data or information.

2.14

Counties

Right to Change or Terminate this RFP

The
Counties

reserves the right to change or terminate this RFP, in whole or in part, at any time
a
nd for any reason whatsoever without any liability resulting from such action.

2.15

Contingencies

This RFP does not commit the Counties to award a contract. The Counties reserve the right to
accept or reject any or all Proposals or portions of Proposals if it
is in the best interest of the
Counties to do so. All Proposals will become part of the Counties’ official files without
obligation on its part.

2.16

Proposal Submission

To be considered, all P
roposals must be submitted in the manner set forth in

Section
5.6

Proposal
Format and Organization
.

It
is the proposer’s res
ponsibility to ensure that its P
roposal arrives on
or before the specified time. All Proposals and materials submitted become the property of the
Counties
.

The lack of response to this RFP will not prevent inclusion in future procure
ments.

2.17

Letter of Credit

The
Counties

require a
Letter of Credit in the amount of Five
-
Million dollars

as part of this
procurement.

In addition, the Counties reserve the right to require a bond or other security document

from the
Vendor

in an amount not to exceed the amount of the contract. In the event a surety bond is
required by the
Counties

which have not been expressly required by the specification, the
Counties

will reimburse the
Vendor
, as an addition to the purchase price, in an

amount not
exceeding the standard premium on such bond.

2.17.1

Follow
-
O
n
C
ontracts

No person, firm, or subsidiary thereof who has been awarded a consulting services contract, or a
contract which includes a consulting component, may submit a bid for, nor be award
ed a contract
for the provision of services, delivery of goods or supplies, or any other related action which is
required, suggested, or otherwise deemed appropriate as an end product of the consulting
services contract. Therefore, any Vendor who contract
s with any of the
Counties
’ agencies to
develop recommendations or suggestions for the acquisition of Electronic Data Processing
(EDP) products or services within the scope of the consulting contract is precluded from
contracting for any work recommended o
r suggested. (Recommendations include, among other
things, feasibility studies.)



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-

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2.18

Restrictions on Lobbying

2.18.1

Federal Restriction on Lobbying

The
Anti
-
Lobbying Act: This Act prohibits the recipients of federal contacts, grants, and loans
from using appropria
ted funds for lobbying the Executive or Legislative Branches of the
Federal

government in connection with the specific contract, grant, or loan.
Vendor shall comply with
all certification and disclosure requirements prescribed by Section
1352, Title 31 of

the U.S.
Code and implemented at 34 CFR Part 82 for persons entering into a grant or cooperative
agreement over $100,000, as defined at 34 CFR Park 82, Sectio9n 82.105 and 82.110, the
applicant certifies that:

1.

No federal appropriated funds have been paid

or will be paid, by or on behalf of the
undersigned, to any person for influencing or attempting to influence an officer or
employee of any agency, a member of Congress, an officer or employee of Congress, or
an employee of a member of Congress in connect
ion with the making of any federal
grant, the entering into of any cooperative agreement, and the extension, continuation,
renewal, amendment, or modification of any federal grant or cooperative agreement;

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, a
member of Congress, an officer or employee of Congress, or an employee of a member
of Confess in connection with this federal g
rantor o cooperative agreement, the
undersigned shall complete and submit Standard Form


LLL, “Disclosure Form to
Report Lobbying,” in accordance with its instructions;

3.

The undersigned shall require that the language of this certification be include in th
e
award documents for all sub
-
awards at all tiers (including sub
-
grants, contracts under
grants and cooperative agreements, and subcontracts) and that all sub
-
recipients shall
certify and disclose accordingly.

The Vendor

shall be responsible for ensuring t
hat all sub
-
contractors or sub
-
grantees of funds
provided under the Agreement also fully comply with all such certifications and disclosure
requirements.

2.18.2

The Counties’ Restriction on Lobbying

Each Vendor submitting a response to this
RFP

certifies that any

lobbyist, retained by the
Vendor, is in f
ull compliance with the Counties

rules and regulations regarding such.

Failure to comply with this requirement may constitute a material breach of the Agreement
which is entered into as a result of this
RFP
, and th
e
Counties
will have
the

right to immediately
terminate or suspend the Agreement in the event of any such noncompliance by the Vendor.



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-

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2.19

Proposal Preparation Costs

The Counties or any single

County that is a member of
the Counties

is not liable for any costs

incurred by any Vendor in responding to this RFP. Proposal preparation and procurement
process participation costs are born solely by the proposing Vendor.

2.20

Disposition of Proposals

All materials submitted in response to this RFP will become the property
of the Counties and
will be returned only at the Counties option and at the Vendor's expense. The Master Copy shall
be retained for official files and will become a public record after the date and time for Final Bid
submission as specified in Section
2.1

Procurement Schedule
. However, confidential financial
information submitted in suppor
t of the requirement to show Vendor responsibility will be
returned upon request.

The purpose of competitive bidding is to secure public objectives in the most value
-
effective
manner and avoid the possibilities of graft, fraud, collusion, etc. Competitive

bidding is
designed to benefit the public body (the State, in the present context), and is not for the benefit of
the Vendors. It is administered to accomplish its purposes with sole reference to the public
interest. It is based upon full and free biddi
ng to satisfy State specifications, and Acceptance by
the State of the most value
-
effective solution to the State's requirements, as determined by the
evaluation criteria contained in the RFP.

2.21

Competitive Bidding and Bid Responsiveness

Competitive bidding
is not defined in any single statute but is more in the nature of a
compendium of numerous court decisions. From such court decisions, the following rules have
evolved, among others:

1.

Requests for Proposals must provide a basis for full and fair competitiv
e bidding among
Vendors on a common standard, free of restrictions tending to stifle competition.

2.

The Counties may modify the RFP, prior to the date fixed for submission of bids, by
issuance of an addendum to all parties who have been furnished with the
RFP for bidding
purposes.

3.

To have a valid bid, the bid must respond and conform to the RFP, including all the
documents that are incorporated therein. A bid that does not literally comply may be
rejected.

4.

For a variance between the request for bids and th
e bid to be such as to preclude
Acceptance (the bid must be rejected), the variance or deviation must be a material one.

5.

Counties usually have the express or implied right to reject any and all bids in the best
interests of the Counties. Bids cannot, howe
ver, be selectively rejected without cause.



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6.

Bids cannot be changed after the time designated for receipt and opening thereof. No
negotiation as to the scope of the work, amount to be paid, or contractual terms is
permitted.

7.

A competitive bid, once opened
and declared, is in the nature of an irrevocable option
and a contract right of which the public agency cannot be deprived without its consent,
unless the requirements for rescission are present. All bids become public documents.

8.

Bids cannot be accepted "
in part," unless the RFP specifically permits such an award.

9.

Contracts entered into through the competitive bidding process cannot later be amended,
unless the Request for Proposals includes a provision, to be incorporated in the contract
awarded, providin
g for such amendment
.

Since competitive procurement became the required method for securing certain EDP goods or
services, the Counties have received a number of bids which were deemed to be non
-
responsive
to the RFPs or which could not be considered as va
lid bids within the competitive bidding
procedures. Non
-
responsive bids or bids which contain qualifications must be rejected. Many of
the causes for rejection arise from either an incomplete understanding of the competitive bidding
process or administra
tive oversight on the part of the Vendors.

The following
examples

are illustrative of more common causes for rejection of bids. These
examples are listed to assist potential Vendors in submission of responsive bids.

A bid stated, "The prices stated with
in are for your information only and are subject to
change."

A bid stated, "This bid shall expire
30

days from this date unless extended in writing by the ____
Company." (In this instance award was scheduled to be approximately
ninety (
90
)

days after bid
submittal date.)

1)

A bid for lease of EDP Equipment contained lease plans of a duration shorter than that
which had been requested in the RFP.

2)

A personal services contract stated, “Vendor, in its judgment, believes that the schedules
set by the Counties are
extremely optimistic and probably unobtainable. Nevertheless,
Vendor will exercise its best efforts..."

3)

A bid stated, "This bid is not intended to be of a contractual nature."

4)

A bid contained the notation "prices are subject to change without notice."

5)

A b
id was received for the purchase of EDP Equipment with unacceptable modifications
to the Purchase Contract.

6)

A bid for lease of EDP Equipment contained lease plans of a duration longer than that
which had been requested in the RFP with no provision for earl
ier termination of the
contract.

7)

A bid for lease of EDP Equipment stated, "...this bid is preliminary only and the order,
when issued, shall constitute the only legally binding commitment of the parties."

8)

A bid was delivered to the wrong location.



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9)

A bid wa
s delivered after the date and time specified in the RFP.

10)

An RFP required the delivery of a performance bond covering 25 percent of the proposed
contract amount. The bid offered a performance bond to cover "X" dollars which was
less than the required 25 p
ercent of the proposed contract amount.

11)

A bid did not meet contract goal for Disabled Veterans Business Enterprise Network
(DVBE) participation and did not follow the steps required by the bid to achieve a "good
faith effort."

A bid appeared to meet contra
ct goal for DVBE participation with the dollars submitted, but the
Vendor had miscalculated the bid costs. When these corrections were made by the State, the
Vendor’s price had increased and the dollars committed for DVBE participation no longer met
goal.

The Vendor had not followed the steps to achieve a "good faith effort".

2.22

Loss Leader Admonition

It is unlawful for any person engaged in business within this
State

to sell or use

any article or
product as a “loss leader” as defined in Section 17030 of the

Business and Professions Code.

2.23

Determination of Capacity/Responsibility

Inquiries to determine the operational and financial abilities of a Vendor may be conducted by
the Counties, based upon information provided in the proposal or as otherwise deemed nec
essary
by the Counties. The failure of a Vendor to promptly supply information in connection with
such inquiry by the Counties including, but not limited to, information regarding past
performance, financial stability, and ability to perform on schedule,
may be grounds for a
determination of non
-
responsiveness and may result in elimination of the Vendor’s proposal
from further consideration, as determined by the Counties’ sole judgment.

2.24

Mandatory

Pre
-
bid Vendor Conference

There will be a Pre
-
bid Vendor Con
ference, which location and time will be posted on the
procurement Website. Vendors are required to attend.

The
Counties
will accept oral questions during the conference and will make a reasonable
attempt to provide answers during the conference. Oral
answers shall not

be binding on the
Counties.
Both hard and soft copies of
responses to
all questions
received in writing or during
the Vendor Conference will be issued on the WCDS M&O Procurement Project Website.

2.24.1

Americans with Disabilities Act (ADA)

To
comply with the nondiscrimination requirements of ADA, it is the policy of the Counties to
make every effort to ensure that its programs, activities and services are available to all persons,
including persons with disabilities. The WCDS Procurement Proje
ct
will provide reasonable
accommodations, including the provision of informational material in an alternative format, for
qualified individuals with disabilities upon request.



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IMPORTANT: TO ENSURE THAT WE CAN MEET YOUR NEED, IT IS BEST THAT WE
RECEIVE YOU
R REQUEST FOR REASONABLE MODIFICATION AT LEAST TEN (10)
BUSINESS DAYS BEFORE THE SCHEDULED EVENT (e.g., MEETING, CONFERENCE,
WORKSHOP, etc.) OR DEADLINE DUE DATE FOR PROCUREMENT DOCUMENTS.

If you think you need accommodations at any time during the RFP pro
cess, please contact
the
Counties designee in accordance to the Section
2.3

WCDS Procurement Contacts
.

2.25

System Demonstrations

CalWIN
System demonstrations
may

be held by the
Counties

for Vendors to review the existing
functionality and scale of the
CalWIN
System. Vendors who submit a Letter of In
tent to
Respond
may

be invited to the
CalWIN S
ystem demonstrations.

2.26

Draft Proposal Submission

The Vendors shall submit their draft proposal(s), according to the proposal format specifications
detailed in Section
5.6

Proposal Format and Organization
,
to the addresses as specified in
Section
2.3

WCDS Procurement Contacts
. The draft proposal(s) shall be clearly labeled in
accordance with the format requirements as set forth in Section
5.6

Proposal Format and
Organization
.

2.26.1

Draft Proposal Submission Deadline

The draft proposals are due at the address as specified in Section
2.3

WCDS Procurement
Contacts
, on or before the dates and times specified in Sectio
n
2.1

Procurement Schedule
. The
responsi
bility for timely draft proposal submission rests solely with the Vendor. Draft proposals
received after the closing date and time will not be opened for evaluation.

2.26.2

Withdrawal and Resubmission/Modification of Bids

A Vendor

may withdraw its Draft Bid at a
ny time by

written notification.
The
Vendor

may
thereafter submit a new or modified bid prior to such bid submission time. Modification offered
in any other manner, oral or written, will not be considered.

2.26.3

Evaluation of Draft Proposals

The Counties’ Eval
uation Team will evaluate each draft proposal received by the draft proposal
deadline specified in Section
2.1

Procurement Schedule

unless the draft proposal is so defective
that the Counties’ Evaluation Team does not believe that their time to evaluate the draft proposal
would result in the Vendor being able to correct the deficiencies prior to the final proposal due
date, or the Ven
dor has placed conditions on the proposal that are unacceptable to the Counties.
For draft proposals that are evaluated, the Vendor will be notified of any deficiencies the
Counties have noted.



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Notification to the Vendor of such deficiencies is intended to

minimize the risk that the final
proposal will be deemed noncompliant; however the Counties will not provide any warranty that
all deficiencies in the draft proposal have been detected and that such notification will not
preclude rejection of the final pr
oposal if Deficiencies are found later.

The Counties’ evaluation of Draft Proposals is cursory. Therefore, Vendors are cautioned to not
rely on the Counties, during these evaluations and reviews, to discover and report to the Vendors
all Deficiencies and
errors in the submitted documents. Before submitting each document, the
Vendor should carefully proof it for errors and adherence to the RFP requirements.

2.26.4

Notification to Counties of Pending Acquisitions/Mergers by Vendor

Vendor shall notify Counties of a
ny pending acquisitions/mergers of its
company. This
information shall be provided by Proposer on
Attachment Q


Vendor Registration Packet
.

Failure of Vendor to provide this information may eliminate its proposal/bid from any further
consideration.

2.27

Oral
Presentations

After an initial review of Draft Proposals by the Counties, Oral Presentations will be held for the
purpose of reviewing proposals and clarifying information. Included in this phase will be oral
presentations by Vendors, as well as panel int
erviews of proposed Key Staff. After these
discussions, Vendors will have the opportunity to submit Final Proposals. This process is further
described in Section
6

Proposal Evaluation and Selection
. If all Final Proposals are deemed
deficient, the Counties may amend the RFP, initiate another r
ound of Oral Presentations,
terminate this RFP, or take other such action as deemed in the Counties’ best interest.

In addition, the Vendor shall demonstrate the Business Intelligence, Rules Engine, and
Integrated
Document Management
Solution at the Oral P
resentations.

2.28

Final Proposal Submission

The Vendors shall submit their final proposal(s), according to the proposal format specifications
detailed in Section
5

Proposal Structure
and
Submission Requirements
, to the address as
specified in
Section

2.3

WCDS Procurement Contacts
. The final

proposal(s) shall be clearly
labeled in accordance with the format requirements as set forth in Section
5

Proposal Structure
and Submission Requirements.

2.28.1

Completion of Final Proposal

A final proposal may be rejected if it is conditional or incomplete or if it contains any alterations
of form or other irregularities of any kind. A final proposal will be rejected if any such
Deficiency
or irregularity constitutes a material deviation fro
m the RFP requirements. The final
proposal must contain all costs required by Section
5.6.5

Volume 3


Cost Proposal
. Cost Data,
including any electronic copies (as identified in Section
5.6.5

Volume 3


Cost Proposal

and
Submission Requirements) must be submitted under separate sealed cover. If the Cost Data is not


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submitted under separ
ate sealed cover, the proposal will be rejected.
Section
5.6

Proposal Format
and Organization
, describes specific guidelines applicable to the submission of the final proposal
to the RFP and is applicable to the new final proposal if all original final proposals are declared
flawed by the Counties’

Evaluation Team.

2.28.2

Inaccuracies or Misrepresentations

If in the course of this Procurement or in the administration of a resulting
Agreement
, the
Consortium determines that a Proposing Vendor has made a material misstatement or
misrepresentation, or that ma
terially inaccurate information has been provided to the
Consortium, the Proposing Vendor may be terminated from the Procurement Process or in the
event an
Agreement

has been awarded, the
Agreement

may be immediately terminated.

2.28.3

False or Misleading
Statements

Bids which contain false or misleading statements, or which provide references which do not
support an attribute or condition claimed by the Vendor, may be rejected. If, in the opinion of
the Counties, such information was intended to mislead t
he Counties in their evaluation of the
bid, and the attribute, condition, or capability is a requirement of this RFP, it will be the basis for
rejection of the bid.

2.28.4

Flawed Final Proposals

At the Counties sole discretion, if the Evaluation Team determines t
he final proposal from all
Vendors contain material deviations, they may amend the RFP, initiate another round of Oral
Presentations, terminate this RFP, or take other such action as deemed in the Counties’ best
interest. A Vendor may not protest the Eval
uation Team’s determination that all proposals have
material deviations.

2.28.5

Errors in the Final Proposal

An error in the Final Proposal may cause the rejection of that proposal; however, the Counties
may at their sole option retain the proposal and make certa
in corrections.

In determining if a correction will be made, the Counties will consider the conformance of the
proposal to the format and content required by the RFP, and any unusual complexity of the
format and content required by the RFP.

1)

If the Vendor's

intent is clearly established based on review of the complete Final Proposal
submittal, the Counties may at their sole option correct an error based on that established
intent.

2)

The Counties may at their sole option correct obvious clerical errors.

3)

The Cou
nties may at their sole option correct discrepancy and arithmetic errors on the basis
that if intent is not clearly established by the complete proposal submittal the Master Copy
shall have priority over additional copies, the proposal narrative shall have

priority over the


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contract, the contract shall have priority over the cost sheets, and within each of these, the
lowest level of detail will prevail. If necessary, the extensions and summary will be
recomputed accordingly, even if the lowest level of det
ail is obviously misstated. The total
price of unit