CONTRACT SERVICES

RequestforProposal
(RFP)Manual
 REQUEST FOR PROPOSALS

A Comprehensive Guide

Contract Services
Eastern Washington University
211 Tawanka
Cheney, WA 99004
Phone 509.359.6403 • Fax 509.359.2266
Table of Contents
1. Introduction………………………………………………………………………………………….……….…... 4
1.1 Definition……………………………………………………………………………………………..……... 4
1.2 Competitive Requirements…………………………………………………………………………….… 4
1.3 OFM Reporting Requirements…………………………………………………………………………. 7
2. Preparation…………………………………………………………………………………………………….…… 8
2.1 Planning the RFP.……………………………………………………………………………………….…. 11
2.2 Components of an RFP…………………………………………………………………………………... 11
3. Initiating the RFP Process..……………………………………………………………………………………. 14
4. RFP Evaluation Process…………………………………………………………………………………..……. 15
4.1 Responsibilities and Duties of the Chairperson……………………………………………..…….. 15
4.2 Responsibilities and Duties of the Committee Member(s)…………………………….….……. 18
5. Contract Award……………………………………………………………………………………………..…… 21
5.1 Bidder Communication……………………………………………………………………….……..…… 21
5.2 Negotiation…….……………………………………………………………………………….……..…….. 21
5.3 Bid Award……………………………………………………………………………………………..…….. 21
5.4 Draft Contract…………………………………………………………………………………………..….. 22
5.5 File with OFM………………………………………..……………………………………………..……… 22
5.6 Contract Signatures…………………………………………………………………………………..….… 22
5.7 Execute Contract Amendments…..……………………………….…………………………..…….… 22
5.8 Congratulations…………...………………………………………………………………………...……… 23

Appendix A – Declaration Conflict of Interest and Confidential Information………….…….. 24

Appendix B – Basic Components of a Contract…………………………………………………………. 25
Appendix C – Overview of RFP Process…………………………………………………………..……… 27
Appendix D – Sample Evaluation Sheet…………………………………………………………..…….… 28
Appendix E – Sample Reference Check Questions…………………………………………...……..… 29
 1
Chapter

Introduction

1.1 Definition

S o you want to do an RFP...

The RFP is a formal competitive solicitation process. It is used when there is an

identified need or problem with no pre-defined specifications for a set of outcomes or
deliverables needed to meet the project objective(s). This allows the responding vendors
(bidders) to describe solutions using their best resources to address the need or problem.

Use of the RFP is generally considered advantageous when:

ƒ Relative skills, expertise, or technical capability of the bidders will have to be

evaluated;

ƒ Cost is secondary to the characteristics of the property or service sought;

ƒ Conditions of the service, property or delivery conditions are unable to be sufficiently

described in an Invitation to Quote;

ƒ Acquisition is for highly complex or technical property or services and evaluation of

the bidder's approach, management capabilities, innovation, or other technical factors
are secondary to cost.

1.2 Competitive Requirements

The Request for Proposal is the preferred method for soliciting Professional and Consultant
Services (Personal Services). Personal Services contracts over $4,999 need to be competitive
procured. (RCW 39.29)

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 Major Steps in Competitive Processes for Personal Services – OFM Policy 15.20

Dollar Summary of Personal Services Competitive Procurement

Threshold Competitive Major Activities
Process
$ 5,000 - Informal Prepare written document including, at a minimum:
$19,999 Competition, description of services required, project schedule, request for
which is also consultant’s qualifications, request for costs or fees and due
called date for responses.
“Evidence of Send to a minimum of three firms/individuals. May be faxed
Competition” or e-mailed and responses may be faxed or emailed to agency
to expedite processing.
Evaluate responses and make award decision.
Negotiate contract.
Document for file: names of firms solicited; copy of
solicitation document; copy of bids received; basis for award
decision; copy of contract.
Sign contract and begin work.
$20,000 Formal Prepare formal solicitation document, e.g., Request for
or more Competition Proposals (RFP). Include all requirements in order for
proposers to understand what is needed and how responses
will evaluated.
Post in GA WEBS or publish a legal notice in major daily
newspaper in Washington State to notify firms of upcoming
solicitation. Develop bidder list from firms responding to
legal notice, internal agency listings, etc.
Develop score sheets.
Issue RFP directly or through GA WEBS to a minimum of 6
firms or may also just send a notification to 6 or more
businesses that the solicitation document is posted on their
web site and can be accessed there. (NOTE: Document in file
if fewer than 6 firms are contacted and state why.)
Conduct pre-proposal conference, if required in RFP, and
issue an addendum.
Provide answers to bidders’ questions via an addendum to all
who receive the RFP. Or advise those who download the
RFP from the web site to check back for any addenda that
may be posted.
Date and time stamp proposals received by the due date.
Electronic proposals will have the date and time
automatically noted.

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1.21 Exception to Competitive Procurement Requirements
Personal service contracts that qualify as sole source contracts are exceptions to the
competitive procurement requirements.

1.211 Advertising Sole Source Contracts (RCW 39.29.018)

Contracts in the amount of $20,000 or more that qualify as sole source need to be
advertised for a minimum of one day in either a statewide or regional newspaper.

Sole Source Advertisement

Shall include at a minimum:
ƒ A description of the services contemplated for sole source award;
ƒ The proposed period of performance for the services;
ƒ Information on how an interested party may contact the agency; and
ƒ The deadline for an interested party to make such contact.

Response to Sole Source Advertisement

If a formal response to the sole source advertisement is received from a
firm and it is determined the firm is also qualified to provide the service, competitive
solicitation, as set forth in Subsection 15.20.30.a, shall be conducted. If it can be
demonstrate that the proposed contractor is the only qualified and available
firm to provide the service, even though another firm responded, the contract is to be
filed with OFM as a sole source with a complete explanation as to how this conclusion
was reached. (See Section 1.3 for OFM Reporting Requirements)

Exemptions to Sole Source Advertisement Requirement

Exemptions from the requirement for advertising sole source contracts include:
ƒ Contracts for services where selection of the contractor is based on an exceptional
personal accomplishment or characteristic, such as national experts on a specialized
topic or issue, authors of acclaimed books or articles, guest speakers, performers, and
artists. This does not apply, however, to contracts for services such as training,
facilitation, etc.
ƒ Contracts for services where the funding source mandates with whom we shall
contract and, therefore, do not have discretion in making the award decision.
Examples include requirements set forth in statute (RCWs), budget provisos, federal
grant awards, etc.
ƒ Contracts for services that will be provided entirely outside of Washington, Oregon
and/or Idaho and/or services provided outside of the United States.
ƒ Sole source contracts under $20,000.

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 1.3 OFM Reporting Requirements.
PERSONAL SERVICE CONTRACT FILING & REPORTING for Higher Education

Personal Service Contracts/Amendments Fund Source File Filing Period Rpt

w/OFM OFM
SOLE SOURCE Contracts and Amendments (singly State Funds $5,000 or OFM 10-working day
or cumulatively awarded to a contractor in a fiscal more Review advance filing
year) (Contract must have $5,000 or more in state
funds to be filed; therefore contracts with less than
$5,000 in state funds are not calculated cumulatively Non-State Funds or
for filing purposes, but they are for reporting <$5K State Funds X
purposes.) $5,000 - $19,999
SOLE SOURCE Contracts and Amendments (singly State Funds $5,000 or OFM 10-working days
or cumulatively awarded to a contractor in a fiscal more Approval advance filing
year) (Contract must have $5,000 or more in state
funds to be filed; therefore contracts with less than
$5,000 in state funds are not calculated cumulatively Non-State Funds or
for filing purposes, but they are for reporting <$5K State Funds X
purposes.) $20,000 or more
EMERGENCY Contracts and Amendments State Funds $5K or> OFM 3-working days
$5,000 or more Review advance filing

Non-State Funds or
<$5K State Funds X
COMPETITIVE Contracts and Amendments. Any Fund Source
$5,000 - $19,999 X
COMPETITIVE Contracts and Amendments for: State Funds $20,000 or OFM Work may start
Computer & Information Services, Legal and Expert more Review on working day
Witness, Financial Services, Social Research Services, filed w/OFM
Technical Research, Other Personal Services Non-State Funds or
$20,000 or more <$20K State Funds X
COMPETITIVE Contracts and Amendments for: State Funds $20,000 or OFM 10-working day
Management Consulting, Organizational more Approval advance filing
Development, Marketing, Communications,
Employee Training and Employee Recruiting. Non-State Funds or
$20,000 or more <$20K State Funds X
AMENDMENTS to competitive or sole source State Funds: Sole OFM 10-working day
contracts that result in the contract amount being Source, $5K or more; Approval advance filing
GREATER THAN 50% of the original contract Competitive $20K or
value or that constitute a substantial change in the more
scope of work. Non-State Funds or
Contract, when amended, equals $5,000 or more <$5K State Funds if
Sole Source and
<$20K if Competitive X

If contract amendments in these categories result in the contract exceeding 50% of the original contract amount or if they
make a substantial change in the scope of work, the amendment is subject to OFM approval, rather than to review. Such
amendments should be filed under the greater than 50% amendment category, subject to fund source.

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1.31 Questions for filing competitive agreements with OFM
The following information needs to be provided to submit a competitive solicitation to OFM.

Contractor Information
1. Tax Identification Number:
2. Legal Name:
3. Address:

Filing Justification
Specific Problem or Need
4. Identify and fully describe the specific problem, requirement or need which the
contract is intended to address and which makes the services necessary.

5. Describe how EWU determined the services are critical or essential to agency
responsibilities or operations and/or whether the services are mandated or authorized
by the Washington State Legislature.

Other Public Resources

6. Explain what effort has been taken to conclude that sufficient staffing or expertise is
not available WITHIN ALL OF EWU, NOT JUST WITHIN YOUR DIVISION, to
perform the service.

7. Explain what effort has been taken to conclude that OTHER GOVERNMENTAL
RESOURCES (LOCAL, STATE OR FEDERAL AGENCIES) OUTSIDE OF EWU
are not available to perform the service more efficiently or more cost effectively.

Competitive Solicitation Process

Advertisement Information
8. Where and when was this advertised?

Solicitation Notification
9. Number of solicited documents?

Evaluation
10. Explain the basis on which the contractor was selected. Do not simply list the
evaluation criteria or the scores, but rather explain your analysis of why the contractor
scored well in the evaluation process or what differentiated this contractor from
others.

11. Names of Firms Responding With Proposals.

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 12. Describe the evaluation process (e.g., evaluation committees scored the responses,
selection committee made the award decision, etc).

Reasonableness of Cost
13. How was it determined that costs are fair and reasonable, or within the competitive
range?

1.32 Questions for filing sole source agreements with OFM

The following information needs to be provided to submit a competitive solicitation to OFM.

Contractor Information
1. Tax Identification Number:
2. Legal Name:
3. Address:

Filing Justification
Specific Problem or Need
4. Identify and fully describe the specific problem, requirement or need which the
contract is intended to address and which makes the services necessary.

5. Describe how EWU determined the services are critical or essential to its
responsibilities or operations and/or whether the services are mandated or authorized
by the Washington State Legislature.

Other Public Resources

6. Explain what effort has been taken to conclude that sufficient staffing or expertise is
not available WITHIN ALL OF EWU, NOT JUST WITHIN YOUR DIVISION, to
perform the service.

7. Explain what effort has been taken to conclude that OTHER GOVERNMENTAL
RESOURCES (LOCAL, STATE OR FEDERAL AGENCIES) OUTSIDE OF EWU
are not available to perform the service more efficiently or more cost effectively.

Sole Source Criteria

8. Provide a description of the unique qualifications, abilities or expertise of the

contractor to meet the EWU’s needs and/or the unique nature of the services. Unique
qualifications or services would be those which are highly specialized or one-of-a-kind.
Other factors which may be considered include past performance, cost-effectiveness
(learning curve), and/or follow-up nature of the required services. Past performance
alone does not provide adequate justification for a sole source contract.

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 9. Special circumstances – Provide description of any other circumstances such as
confidential investigations, copyright restrictions, etc.

10. Time Constraints – If time constraint applicable, identify when the agency was on
notice of the need for the services, the entity that imposed the constraints, explain the
authority of that entity to impose them, and provide the timelines within which work
must be accomplished.

11. Geographic Limitation – If the proposed contractor is the only source available in the
geographical area, state the basis for this conclusion and the rationale for limiting the
size of the geographical area selected.

Reasonableness of Cost
12. Since competition was not used as the means for procurement, explain how you
concluded that the costs, fees, or rates negotiated are fair and reasonable. Make a
comparison with comparable contracts, use the results of a market survey, or employ
some other appropriate means calculated to make such a determination.

1.33 Required compliance with the following competitive and sole source contracts

Former state Employees

One-Year Restriction: A former state employee may not accept employment or
compensation from an employer within one year of leaving state employment if for two
years prior to leaving the state, the employee negotiated one or more State Contracts with
the prospective employer; the value of the contract or contracts was more than $10,000;
and, duties for the new employer include implementing or fulfilling contracts negotiated
or administered while a state employee.
Two-Year Restriction: A former state employee may not have a beneficial interest in a
contract that was expressly authorized or funded by executive action in which the
employee participated. (A beneficial interest is the right to enjoy profit, benefit or
advantage from a contract.)
Continuing Restriction: A former state employee has a continuing post- employment
restriction prohibiting him or her from assisting others in any transaction with the state if
he or she participated in the transaction while a state employee.

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 2
Chapter

Preparation
Get Ready.

2.1 Planning the RFP

T he following is a list of items to think about when considering an RFP.

ƒ Do your needs fit the requirements associated with utilization of an RFP?

See section 1.1 for applicability; or
Contact Contract Services to discuss

ƒ Do you have funding and other related resources, i.e. personnel?

RFP’s take time to prepare and review in cooperation with Contract Services.
Along with writing specifications in preparing the RFP the proposal will also need
to be evaluated.

ƒ Can you provide information for the components in section 2.2?

ƒ Will this need to be filed with OFM? (see section 1.3)
ƒ Do you need to advertise for this solicitation? (see section 1.2)
ƒ Does your request need to be reviewed by the Information Technology Committee?

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 2.2 Components of an RFP

Consider each of the following components.

2.21 Purpose and Background

A clear statement of the project’s purpose, present system or process, and perceived need, as
well as any other background about the project, which may be appropriate.

2.22 Objectives and Scope of Work

Explains what the contract is intended to accomplish. Identify the major tasks and/or areas to
be addressed.

2.23 Minimum Qualifications

Include what is required to be able to qualify for a contract.

Examples of minimum qualifications include:

† Licensed to do business in the State of Washington.
† ______ years experience _________________
† Experience with _______________
† Experience with _______________

2.24 Period of Performance

How long will the services take to be performed or how long will the services be needed? Estimate
an approximate start date. Also consider whether you anticipate renewing the agreement after the
initial time period.

2.25 Oral Interview with the Finalists (Optional)

After evaluating the written proposals you may elect to schedule oral presentations of the
finalists. Should oral presentations become necessary, the top-scoring firm(s) from the written
evaluation will be contacted to schedule a date, time and location. Commitments made by the
Consultant at the oral interview, if any, are considered binding.
2.251 Scoring Options
The oral presentation can be used determine the apparent successful contractor. Or the
scores from the written evaluation and the oral presentation combined together can be
used to determine the apparent successful contractor.

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2.26 Pre-Proposal Conference (Optional)
A pre-proposal conference may be considered to further explain, clarify, or identify areas of
concern in the RFP. A pre-proposal conference may be indicated as optional or mandatory.

Pre-bid conferences are an opportunity for dialogue between EWU and bidder Community. It
facilitates the timely exchange of information to enable the University and Bidders to clarify
bidding requirements and specific program needs. Bidder servicing or equipment capabilities,
application of industry requirements or standards may be clarified.

Pre bid Conferences are most appropriate when:

• Specifications or customer requirements are highly technical or complex in
nature. Likelihood of bidders misunderstanding state needs is significant.
• When the potential benefits derived from the conference outweigh the
expenditure of time, cost or resources involved.
• When specifically requested by prospective bidders.
• When the award will be based upon multiple weighted factors.
• When subcontracting opportunities for MWBE firms are likely. When goods
or services have not previously been contracted for or where the vendor
community is unfamiliar with the state’s unique requirements.

2.27 Estimated Schedule of Procurement Activities

Activity: Date:
Issue Request for Proposals 1 Day
Question & answer period 7-10 Days
Pre-Proposal Conference (Optional) 1 Day
Issue last addendum to RFP 1 Day
Proposals due 1 Day
Evaluate proposals 5-10 Days
Conduct oral interviews with finalists, if required 3-7 Days
Announce “Apparent Successful Contractor” and 1 Day
send notification via fax or e-mail to unsuccessful
proposers
Hold debriefing conferences (if requested) 1 Day
Negotiate contract 5-10 Days
File contract with OFM (if required) 10 Days
Begin contract work 1 Day

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 3
Chapter

Initiating the RFP Process

Let’s Go!

T o initiate the RFP Process the following materials need to be prepared and submitted

before an RFP may be issued.

1. Purchase Requisition for Services, with:

a. Estimated cost for services, and
b. Expenditure authorization.

2. Purchase Requisition for advertisements (if applicable).

3. Assign appropriate people to an evaluation committee including a committee chairperson.

4. Schedule time with Contract Services for review of the RFP process, if:
a. You are new to this process.
b. You have not been through RFP training.
c. You have questions and would like to schedule time with Contract Services to aid
in the RFP process.

5. Have answers prepared in electronic format in response to all of the components in section
2.2.

6. Review and prepare the Declaration Conflict of Interest and Confidential form for all RFP
evaluation committee members.

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 4
Chapter

The Evaluation Process

RFP Evaluation Committee Guidelines.

E valuation of RFP responses is best accomplished in a team effort. The evaluation

committee is comprised of the evaluation team and the evaluation team chairperson. The
evaluation team chairperson can be department management or other assigned responsible
individual considered an expert as it relates to the services being requested. This person
coordinates the project through completion of the procurement process in conjunction with
the evaluation team.

4.1 Responsibilities and duties of the Chairperson

4.11 Select Evaluation Team
The evaluation team should be made up of individuals with varied talents and expertise to
assure impartiality. Team members need to be aware of the possibility of an extended time
commitment before agreeing to be a participant.

Evaluators may include:

1) Employees of the Department
2) Knowledgeable employees or consultants from other departments or organizations.

Generally, a representative of the Contract Services department monitors the process and
provides guidance to assure compliance and impartiality.

4.12 Conduct initial evaluation committee meeting to:

ƒ Distribute Proposals and a copy of the RFP to evaluators

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ƒ Ensure that each evaluator reads, understands and signs an "Evaluator Confidentiality and
Conflict of Interest Certification" statement prior to evaluation; gather signed statements
from evaluators. Send signed statements to Contract Services prior to evaluation.
ƒ Distribute score sheets to evaluators for each proposal received.
ƒ Discuss evaluation methodology with evaluators to ensure that everyone is in agreement
as to the meaning of each criterion.

4.13 Schedule subsequent committee evaluation meetings

Serve as facilitator for meetings. Coordinate evaluation committee review and discussion of
individual scores to resolve any wide scoring variances that may occur.

4.14 Schedule oral presentations

If oral presentations have been scheduled as part of the RFP they may be scheduled after
consultation with Contract Services. When oral presentations are to be considered as part of
the evaluation, specific criteria and weighting of the presentation must be developed prior to
the issuing of the RFP and be listed as part of the evaluation criteria. Points awarded for oral
presentations are added to the proposal points in the same manner as listed above. Only those
firms that are potentially acceptable are invited to participate in oral presentations. The
bidder’s original proposal cannot be changed in any aspect at the oral presentation. The oral
presentation is only to allow bidder’s to clarify portions of their proposal.

4.15 Manage References Checks

The purpose of contacting references is to verify the corporate capabilities and prior
performance of the bidder and the qualifications of proposed project personnel. Reference
checks are made by telephone. Staff designated to assist the Evaluation Team Chairperson
will contact the customer references identified by the bidder. The results of the reference
checks are compiled and provided to each evaluator to assist in scoring specific criteria. All
questions must be relevant for all references. All questions must be asked to all references for
all bidders and should be structured to assist the evaluators as they gather information from
each reference and to support follow-up questioning on selected reference responses.

When references are to be contacted as part of the evaluation the following information is
required:

ƒ List of questions for references.

ƒ Instructions to be given to the reference including a numerical scale to be used in rating
the bidder.
ƒ Numerical value to be assigned by the evaluator. References should be contacted only
once. This may be by an appointed individual or by a conference call with all members of
the evaluation team present. Evaluation score sheets are assigned points and added to the
proposal points.

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ƒ Listed below is a set of sample questions that may be used when checking bidder
references.

1. Confirm the information provided by the bidder regarding experience provided in the RFP
by the bidder or referenced subcontractor.

2. Confirm the information provided by the bidder regarding prior experience in performing
functions described in the RFP. Experience may be based on work performed by the bidder
and subcontractors identified in the bid response.

3. How long has the bidder performed the functions described for your organization? Are
they still under an active contract?

4. Was the project or contract on time and under budget? Please explain.

5. Would you use this bidder again? Yes No

a. If No, why?
b. If Yes, what would you do differently?

6. Who are some of the key people of the bidder assigned to your contract? What is or was
their function?

7. One a scale of 1 to 10 (1 = lowest, 10 = highest), how would you rate the bidder?
Rating: Please comment on the overall rating:

8. Do you know of other recent accounts that have used this bidder for similar functions?

9. Overall comments of committee member making call.

4.16 Coordinate evaluation of RFP

Ž Create a compilation of evaluator’s final scores.
Ž Compile all evaluation-related documentation.
Ž Prepare evaluation summary and award recommendation and send to
Ž Contract Services along with:
Compilation of evaluators final scores,
Individual score sheets from each evaluator,
Price in which award is recommended and if applicable any other compiled
evaluation-related documentation.
Ž Conduct de-briefings with unsuccessful bidder’s when requested. The chairperson works
closely with the State Purchasing agent in conducting de-briefings.

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Ž Participate in contract negotiations and contract development.

4.17 Ensure Security and Confidentiality

Throughout all phases of the evaluation, the confidentiality and security of proposals and the
scoring process must be maintained. To ensure confidentiality and security, evaluation
sessions will be closed to the public and staff who are not supporting the Evaluation Team.

™ The evaluators shall not discuss the contents of submitted proposals or the
procurement activities with any persons outside of scheduled meetings of the
evaluators. All evaluators and all other staff involved in the evaluation effort must
strictly adhere to the following requirements.

™ Communications between evaluators and the bidder organizations shall be restricted

from the date of RFP release through contract signing, except as necessary to complete
evaluation activities. Evaluators are not permitted to discuss the procurement or
evaluation process with any other staff or potential or actual bidders. Discussions are
limited to prescribed time periods until selection of the successful bidder.

™ Evaluators shall not communicate the scoring outcomes or content of proposals and
shall not disclose the status of any proposal.

™ Cost components shall be evaluated upon the completion of the scoring of the
technical components.

4.2 Responsibilities and duties of the Committee

Member(s)
ƒ Attend the pre-proposal conference if one is scheduled.
ƒ Attend the initial meeting to receive proposals and discuss the evaluation process.
ƒ Read and sign the Confidentiality and Conflict of Interest Form.
ƒ Read each proposal, evaluate against the criteria and complete an evaluation form.
■ Evaluators will proceed according to the following steps to evaluate responses to each
criterion:

1. Review the appropriate section of the RFP.

2. Locate the section(s) of the proposal where the criterion is addressed.

3. For each criterion, note the RFP sections referenced in this document.

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4. Review and evaluate section(s) of the proposal.

5. For each criterion, evaluate and score the criterion based on the bidder’s overall response to
the requirements indicated for the criterion. Some of the criteria have additional questions
that may be considered in the evaluation.

6. Evaluate how well the bidder’s responses in the referenced sections correlate with other
pertinent sections of the RFP and the overall approach taken to address the technical
components of the proposal.

7. Evaluate the criterion based on all information available that pertains to it directly or
indirectly, including reference checks.

8. Assign a score to the criterion based on the evaluation of the bidder’s capability to meet
that criterion.

4.21 Sample Scoring

Each criterion has a raw score assigned to it. Scores are assigned from a range of 0 to 10, as
defined below:

0 Unacceptable: Zero (0) points are awarded to firms in any category in which they fail either
to provide any information or provide information which cannot be understood.

3, 4 Marginal: 3 or 4 points are awarded to responses considered to be marginally acceptable.

The bidder has not fully established the capability to perform the requirement and has
marginally described its approach. For example: The proposal reiterated a requirement, but
offered no explanation of how or what was to be accomplished in the Technical Scope of
Work. The proposal offered an explanation of how or what was to be accomplished in the
Technical Scope of Work but may have contained inaccurate statements or references which
impacted their approach but did not fully negate the technical approach.
The proposal referred to the quality of their organization but the proposer did not supply
adequate descriptions of his/her past experience/personnel or provided resumes of people or
case histories of work experience that was not relevant.

6, 7, 8 Adequate to Good: Varying amounts of points are awarded if the technical proposal
satisfies the requirement(s) and describes specifically how and /or what is to be accomplished
in clear detail. For example:

10 Outstanding: 10 points are awarded if the proposal satisfies the requirements and describes
specifically how and what will be accomplished in a superior manner, both quantitatively and
qualitatively for their technical approach and the quantity and quality of their previous
similar jobs and the experience and training of their personnel. For example: The proposal

19
provided an innovative, detailed, cost-saving approach or established by references and
presentation of material far superior capability in this area.

4.22 Comparative and Final Reviews

When all evaluators have finalized their individual scoring, a review session is held for the team of
evaluators to discuss findings. Any inconsistencies among sections or proposal material should be
pointed out or become apparent during this review session. At the end of this review session,
evaluators have the opportunity to adjust their scores. It is acceptable for scores to remain
unchanged. Any revised scoring should be explained in the comments section. No attempt is
made to establish a consensus in the scoring. This review will be mediated by the Evaluation Team
Chairperson.

After each evaluator is confident of the final raw score for each item in the evaluation package, the
scoring sheets are submitted to the Evaluation Team Chairperson for the application of criteria
weights.

Note that 1, 2, 5 or 9 points are not used. The purpose is to create differences among the scores
awarded in order to separate the proposals and help create meaningful rankings.

4.23 Contract Award

The chairperson combines the scores and assigns a final ranking. The highest ranking, responsive
bidder is recommended for contract award.

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 5
Chapter
Contract Award

SAAM 15.40

T he following processed are initiated by the Contract Manager. The information listed

below is to provide you with an idea of what takes place after the RFP evaluation.

5.1 Bidder Communication

All communication with the bidders is done through the RFP Coordinator assigned in
Contract Services. The RFP coordinator is the only point of contact for bidders during a
solicitation. The RFP Coordinator will:
1. Issue the RFP
2. Submit Addendum(s)
3. Distribute notification of bid winner

5.2 Negotiation
After bids have been received and prior to award, the Contract Manager can conduct contract
negotiations once an apparent successful contractor has been appointed. It is important to
exercise caution to insure that negotiations do not provide an unfair advantage over other
bidders to the lowest responsible bidder. Negotiations may not be held with a bidder that has
been determined to be non-responsive. The bid information of other bidders is confidential
until award and may not be revealed during negotiations.

5.3 Bid Award

Upon award of a contract all bidders will be notified.

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5.4 Draft Contract
Upon determination of the apparent successful contractor the contract is drafted identifying
all terms of agreement between the contracting parties. The formal written contract is to
accurately document all terms and conditions and record the intent and agreement of the
parties. The contract is the culmination of the entire procurement process and formalizes the
agreement between the parties.

5.5 File with Office of Financial Management(if applicable)

RCW 39.29 Filing Options:
10-Day Filing
Competitively awarded 20K or more or sole source 20K or more and subject to OFM
approval. No contract so filed is effective nor shall work commence under it until the tenth
(10th) working day following the date of filing, subject to OFM approval.

10-Day Filing
Sole source 5K - $19,999 and subject to OFM approval. No contract so filed is effective nor
shall work commence under it until the tenth (10th) working day following the date of filing.

Effective Date of Filing

Competitively awarded 20K or more and subject to OFM review. The contract start date is
the working day that the contract is filed, date of execution, or any date thereafter.

5.6 Contract Signatures

The Contract Manager will facilitate the process for obtaining signatures from both parties.
The contract is executed when all authorized parties sign it. Upon execution, a signed copy of
the contract is provided to the Contractor, Accounts Payable and the Selection Committee
Chairperson.

5.7 Execute Contract Amendments

After the contract is finalized if changes need to be made to the contract an amendment may
be issued. Contract Services will provide guidance as to whether an amendment or a new
contract is appropriate.

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 A Team Effort

5.8 Congratulations
Thank you for taking the time to read through this manual. There are four appendices
that follow this manual.

The first is the Declaration for Conflict of Interest and Confidential Information form.
This form certifies the evaluators’ lack of conflict in the process and agreement to
maintain confidentiality during the evaluation phase.

The second document provides detailed information on the basic components of a

contract. Following the award phase of the RFP a contract is issued for payment of
the contractors services. An understanding of the basic components of a contract will
help you put what is important to you in writing.

Appendix C is a quick overview of the RFP process. There are also additional lines in
chart for you to make your own notes.

Appendix D is a form you may use for checking a bidder’s references. You are not
required to use Appendix D and Appendix B. They have been provided for your
convenience.

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5-19-08
 Appendix A

DECLARATION
Conflict of Interest and Confidential Information

This is to clarify that I have no interest with any person or in any firm, corporation or other
business entity that competes for contracts with the Eastern Washington University or is a current
contractor, nor have I participated, directly or indirectly, by committee or as a consultant, advisor,
employee, officer, director, agent, trustee, or otherwise, in the development, implementation, or
administration of any competitive procurement process with any firm in which I have a interest.
For purposes of this declaration, I understand “interest” to include any consideration or other
thing of economic value, including future consideration, as defined in RCW 42.52.

This is to also certify that I fully understand the confidential nature of the competitive
procurement process and the obligation imposed by Washington law upon Eastern Washington
University to ensure a competitive process that not only operates in fair and equitable manner, but
that appears to be fair as well. I agree, therefore, to maintain the confidences necessary to prevent
unfair advantages to any bidder or contractor engaged in a competition for Eastern Washington
University or Eastern Washington University client dollars and to further abide by all rules and
prohibitions issued by Eastern Washington University as they relate to conflict of interest and
confidentiality. I understand that threshold prohibitions include the discussion, evaluation,
scoring, or status of any proposal(s), action(s) affecting any proposal(s), as well as the copying
and/or dissemination of any portion of any proposal, or of any information designated by Eastern
Washington University as confidential to any person, firm, corporation, or other business entity,
at any time prior to, during or after the procurement process. I also understand that I may be
disqualified from individual or group participation as an Eastern Washington University advisor if
I conduct myself in any manner that would create even the appearance of bias or unfair advantage
with, or on behalf of any competitive procurement contractor, potential contractor, agent,
subcontractor, or other business entity, whether through direct association with contractor
representatives, indirect associations, through recreational activities, or otherwise.

Reference # or description

Name: Agency:

Signed this day of Year .

Signature of Evaluator or Committee Advisor

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Contract Services
211 Tawanka Hall • Cheney, WA 99004 • 509.359.6403 • www.ewu.edu
 Appendix B

Basic Components of a Contract

General Terms and Conditions

The General Terms and Conditions are contract terms established by law. These terms have
been determined by the Attorney General's Office to apply to most agency personal service
contracts. The General Terms and Conditions are not to be changed without specific advance
approval by the Attorney General's Office. They are generally attached as the first exhibit to
the contract.

Special Terms and Conditions

The Special Terms and Conditions are the terms governing a specific contract and include the
elements indicated below. Many other terms may be routinely included in the Special Terms
and Conditions.

Identification of the Parties

This section identifies the parties entering into the contract. It states the name of the
agency, the contractor's legal name and address, and may include other identifying information
such as telephone number, fax number, e-mail address, and either the Federal Tax Identification
number or Social Security number of the contractor.

Scope of Work
Hold the contractor accountable: The contract should hold the contractor
accountable for results. Results or performance should be the focus, not procedure or process.
Work requirements should be written in an auditable, results-oriented manner and clearly
define all performance objectives, work expectations and project milestones. Results may
include reports, training sessions, assessments, evaluations or other tangible services.

Be precise: The more precision in the scope of work, the more likely the agency will
satisfy its need. Performance requirements should be written in such a way that it can easily
be determined if and when the contractor has successfully completed performance. An
auditable, results-oriented scope of work should also include consequences for noncompliance,
such as non-payment or termination of the contract.

Use active voice: The clearest way to indicate who is responsible for the work is to use
the active voice. Precede requirements with "The Contractor will or must" or "The Agency
will or must. "Use of the passive voice obscures who is responsible. “Will” or “must” is
preferable to “may”, “shall” or “should”.

Due dates: Due dates for formal written reports or other deliverables are to be stated
in the contract as well as any timelines for required oral progress reports. Also include
contract monitoring requirements. For example, regular meetings should be scheduled to
review standards, evaluate progress, identify problem areas, and to determine actions to be

25
 Appendix B

taken by parties to resolve problems. Contractor’s staff assignments should also be included in
the scope, as applicable. This ensures that personnel shown in the proposal are assigned to the
contract with the time commitments reflected in the proposal. It also allows the agency to
effectively lock in time commitments of key consultant personnel.

An option is to incorporate the contractor’s proposal. The scope of work section of the
contract may also simply incorporate the contractors' proposal by reference, if all work
objectives are satisfactorily defined. When incorporating the contractor’s proposal, it is
important that it remains accurate and that no changes have been negotiated after the proposal
was submitted. When incorporating the contractor’s proposal and the solicitation document
as part of the Scope of Work, also include them in the contract Order of Precedence clause.

Period of Performance
Personal service contracts are to specify a start date and an end date. Personal service
contracts subject to filing with OFM should include appropriate language to reference the
effective start date. For certain competitive contract filings, work may begin the date the
contract is filed with OFM. For others, the contract effective date will be ten (10) working
days after the date filed with OFM, subject to the review and/or approval of OFM. For
contracts and amendments subject to the ten working day filing

Compensation and Payment

This section must include all elements relating to cost and payment, such as maximum
contract cost, cost per deliverable, rates for individuals providing services, number of hours
required, allowable expenses and total authorized for expenses, payment mechanism, and invoicing
procedures. Clearly defining cost elements authorized for reimbursement will avoid confusion or
minimize disputes later in the contract. We may not pay for any service prior to receipt of those
services. If other types of expenses are to be allowed, they must be clearly defined. Travel
expenses for contractors are generally reimbursed at the current state travel reimbursement rates.

The contract should state the maximum dollar amount allowed to be paid under the contract
for expenses. To determine the contract threshold for OFM filing, the total dollar amount of
the contract, including the amount to be paid for services plus the estimated amount to be
paid under the contract for expenses, is used.

It is also helpful to include invoicing instructions in the contract. The contract should state
how often invoices should be submitted and require that the invoice include sufficient detail
and back-up documentation to determine the appropriateness of the charges.

26
 Appendix
AppendixCC

Overview of the RFP Process

27
 Appendix D

Sample Evaluation Sheet to Score RFP’s

EVALUATION RATING SHEET

BID:
DATE:
EVALUATOR:

CATEGORY BIDDER: (Bidder Name)

CRITERIA POINTS AWARDED NOTES
TECHNICAL Project
PROPOSAL Approach/Methodology
Quality of Work Plan
Project Schedule
Project Deliverables
TOTAL: 0
MANGEMENT Project Team
PROPOSAL Structure/Internal Controls
Staff
Qualifications/Experience
Consultant Experience
TOTAL: 0
COST Cost
PROPOSAL

TOTAL: 0
TOTAL SCORE: 0

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 Appendix E

Date:_________________
Sample Reference Check Questions for RFP#____________

Bidder Name:______________________________________
Company/Organization Contacted:___________________
Name of Person Contacted:__________________________
Telephone: _____________________________
Date and Time:__________________________
State Person Completing Form:_______________________

1. Confirm the information provided by the bidder regarding experience in the RFP by the
bidder or referenced subcontractor.

2. Confirm the information provided by the bidder regarding prior experience in performing
functions as described in the RFP. Experience may be based on work performed by the
bidder and subcontractors identified in the bid response.

3. How long has the bidder performed the functions described for your organization? Are
they still under an active contract?

4. Was the project or contract on time and under budget? Please explain.

5. Would you use this bidder again? Yes or No

a. If No, why?

b. If Yes, what would you do differently?

6. Who are some of the key people of the bidder assigned to your contract? What is or was
their function?

7. One a scale of 1 to 10 (1 = lowest, 10 = highest), how would you rate the bidder?
Rating: Please comment on the overall rating:

8. Do you know of other recent accounts that have used this bidder for similar functions?

9. Overall comments of committee member making call.

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