Project Title: IT Staff Augmentation Services
Project #: RFP-12-2020
Issued by: Multnomah County view agency website
Publish Date: 9/21/2019
Due Date: 10/23/2019 This opportunity has closed.

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PRE-PROPOSAL CONFERENCE: There will not be a pre-proposal conference for this sourcing event.  Please direct all questions regarding this solicitation to the Q&A board included with this sourcing event. SERVICE DESCRIPTION, FUNDING AND CONTRACTING INFORMATION PURPOSE AND OVERVIEW The DCA Human Resources team is requesting the assistance of professional staffing firms for temporary contractor positions in information technology and business administration because the talent, skills, and experience that the County requires are in scarce supply and job seekers do not commonly include the public sector in their job search. We are one of the most innovative and technologically dynamic organizations in the region. Our organization is surprisingly complex with dozens of lines of business working on the most challenging social, community, and structural problems that exist. This is the kind of work that private sector organizations rarely take on. We need professional services firms that can help us bring in expert talent who thrives on these challenges and who are committed to public service.  INTRODUCTION AND PROGRAM HISTORY The Department of County Assets (DCA) is the operational backbone of Multnomah County. Every program at the County depends on the operational services and systems delivered by DCA. The department's  Fiscal Year 2020 budget is $352 million. The Human Resources team is responsible for supporting the needs of our own department plus the Department of County Management, as well as half a dozen specialized offices, and six elected officials including the Chair/CEO of the County Board of Commissioners. What We Do The Department of County Assets provides county staff with the tools, technology and the space they need to serve the residents of Multnomah County. We manage computer systems and software, 140 buildings and property, mobile devices and telephones, a fleet of 780 vehicles, and archives that reach back to 1831. We also provide budget and finance services for a billion dollar organization. In short, we serve the people who serve the people. Information Technology Our Information Technology division consists of over 170 full-time employees. Our customer base includes approximately 6,000 county staff located in over 140 buildings throughout the Portland metro area. In addition, we provide services for, and partner with, external government agencies, application service providers, non-profit service providers, and other stakeholders. We are one of the most innovative government IT organizations in the nation, dynamically aligned with emerging industry trends. We are a group of creative, smart, and talented people who foster an inclusive environment of collaboration and fun. Our strength is the diversity of our people. We provide the technology that is needed to deliver services to county residents. In the last 7 years, we have consolidated disparate technologies, stabilized key systems, and modernized infrastructure. We use cloud solutions, third party products, and custom development. Our hard-working, loyal workforce has a passion for excellence and innovation. In the next 7 years, we will integrate new solutions with current ones. As data and analytical needs expand swiftly, we will respond with greater cloud and remote platforms to offer speedier deployment of new capabilities. Mobility, open data, citizen involvement, and new partnerships will provide seamless and low-barrier access to the government services that residents depend on. Our environment includes over 400 servers running Microsoft Windows, UNIX, and Linux, primarily located in the new central data center. IT supports approximately 285 business applications throughout the County, as well as 8,000 voice/fax lines and multiple call centers. Our 7,000 desktops are a mix of laptops, Windows desktops, and thin clients. We manage 109 network circuits and 544 servers. Our mobility services continue to expand but we primarily support iOS and Android based devices. Our Specializations: Server Hosting Data Center Operations Network Management  Help Desk Services Telecommunications Desktop Services Database Design and Administration Software Development Project Management IT Security and Risk Management IT Planning and Budgeting IT Administration and Support What Our Employees Say: ●       “We are an innovative, forward thinking IT organization running more than 175 critical applications. We are a Google shop, with a Cloud first strategy.” ●       “We search for the path to “yes" while being fiscally responsible to the citizens of Multnomah County.” ●       “We are audacious, exceptional, and leading the way.” ●       “We are evenly mixed on .NET and Drupal and tend toward agile software development.” ●       “We prioritize work/life balance and offer innovative professional development opportunities for IT staff.” ●       “We continuously look for ways to improve how we do our work.” Facilities and Property Management The Facilities and Property Management division manages over 3.5 million gross square feet of offices, libraries, courts, detention centers, workshops, clinics, and other leased and owned space in 140 locations. We fulfill over 17,000 work orders in a typical year. We plan for the County’s future space needs strategically and proactively. We coordinated the design and construction of the new downtown courthouse at the foot of the Hawthorne Bridge and the new Health Department headquarters next to Union Station. These vital new buildings modernize the services we provide to the citizens of the County. We ensure our buildings operate in a safe, accessible, healthy, energy-efficient and cost-effective manner.  Business Administrative Services This team provides human resources, procurement, contracting, finance, budget, rate-setting, capital planning, and accounts payable services, and other services to our department. The team also manages enterprise-wide strategic sourcing and administrative support to the Department of County Management, to the Board of County Commissioners, to elected officials, and to small specialized offices such as the Office of Emergency Management and the Office of Diversity and Equity. Fleet, Motor Pool, Records, Distribution These teams maintain and manage a fleet of 780 vehicles including several specialized motor pools. They maintain and archive county records in a 35,000 square feet records center, and provide pickup and mail delivery services.  Executive Leadership Leadership at the executive level operates six primary program areas: Health services (health clinics, pharmacies, mental health, and regulatory health) Social services (services for seniors, juveniles, families, developmental disabilities, veterans, and people without housing) Justice services (juvenile and adult jails, community corrections, parole and probation, and law enforcement) Library services (19 branches, digital and analog materials, millions of free internet sessions) Environmental services (roads and bridges, land use planning, animal services) Administrative and Specialized Services (archives, tax collection, elections, etc.) Executive positions exist at several levels including: C-Suite Executives (CIO, CFO, COO, CHRO, etc…) Department Director (Assets, Health, Human Services, Community Services, etc.) Division Director (Facilities, IT, Fleet, Business Services, Health, etc.) Executive or Management Analyst Staff Assistant to elected County Commissioners or Chairperson GOALS, VALUES AND OTHER IMPORTANT CONSIDERATIONS Equity and InclusionWe are creating a workplace of equity and inclusion, where people from all backgrounds and experiences can truly belong, where they can bring their unique talents, and do their best work. We aspire to be a place where openness, fairness, and collaboration propel us to create awesome modern innovations. This is the passion that drives us. DCA is committed to fostering an organizational culture of safety, trust, and belonging. The Workforce Equity Strategic Plan was adopted by the Board of County Commissioners on January 31, 2019. Workforce equity demands that the County identify and address structural and policy barriers to equal employment opportunity faced by our employees and communities because of their race, ethnicity, national origin, disability, gender and gender identity, sexual orientation and other protected classes. County employees across the organization have stepped forward to develop a strategic plan and help create a workplace where everyone can reach their full potential. One focus area of the Workforce Equity Strategic Plan is Recruitment and Workforce Pipelines. Multnomah County recognizes that employment patterns can be a reflection of opportunity across the entire life course. DCA is dedicated to investing and applying best practices that will enhance recruitment and support pipelines to employment. This includes: ●     Relationships with community organizations and professional associations focused on enhanced diverse representation in our applicants ●     Ensuring that qualifications for positions do not unnecessarily screen out applicants ●     Investing in intentional and targeted pipeline models that focus on communities historically underrepresented People are the Focus of our Strategy Though our work is often technical - engineers, analysts, trades people, software developers, accountants, procurement specialists, and technicians of all sorts - it is people who get things done, and it is people who create team-work and a positive attitude. We work for the common good and for the residents of Multnomah County. This is what it means to us to be public servants. We are entrusted by the residents of Multnomah County to meet the highest ethical standards. Our Service Principles: Think Yes We provide the highest quality service possible in the midst of constant change and modernization. Our vision is that customers and our co-workers have an outstanding experience that supports their ability to serve each other and our community with excellence. An attitude of “yes!” in our relationships with our customers and colleagues will lead to mutual understanding, greater satisfaction, and improved service. It has the potential for us to enjoy our jobs more. This approach is not about always saying yes. Sometimes we have to say no, but we will do so with mutual understanding, and creatively finding ways to support a desired outcome. Customer service is about how we treat each other. This approach is not about always saying yes; it’s about having an attitude, a way of thinking, that engages customers and colleagues in a fuller vision of what is possible. We aspire to build an inclusive workplace culture. If we genuinely enjoy our work, a positive customer service attitude will naturally occur. When we take pride in our work, we make a difference, and we feel motivated to provide exceptional service to our co-workers and customers. FUNDING Funding of the work described in this RFP is not guaranteed. Fluctuations in funding year to year should be expected. The County cannot assure that any particular level of work will be provided and the contract will permit the County to add or remove work as necessary depending on availability of funding. SCOPE OF SERVICES The Proposer will work directly with DCA Human Resources and, or, hiring managers to fill open temporary contractor placements. The County expects Proposers to demonstrate experience in sourcing and recruiting highly qualified candidates and making successful referrals for positions in the specific area of the proposal. The selected Proposer(s) should specialize in recruitment for information technology and business administrative contractor positions. To be eligible for consideration, the proposing firm must demonstrate that it, or the principal(s) assigned, has successfully completed similar services to those specified in the Scope of Services, with institutions similar in size and complexity as Multnomah County. The successful Proposer will work directly with the DCA Human Resources team and DCA hiring managers. The successful proposer may be responsible for the following staffing areas but not limited to them. Staffing Areas: As requested under this RFP, services will include temporary contractor placements for technology and business administrative assignments.  Information Technology temporary contractor recruitments include (but are not limited to) the following job classifications:  Software Developer  Business Systems Analyst IT Manager Project Manager Database Administrator Information Specialist Network Administrator Systems Administrator Common Functions Server Hosting Data Center Operations Network Management Help Desk Services Telecommunications Desktop Services Database Design and Administration Business Intelligence IT Security and Risk Management IT Administration and Support Business Administrative temporary contractor recruitments include (but are not limited to) the following job classifications:  Accountant Budget Analyst Contracts Specialist Procurement Specialist Office Assistant Finance Analyst Payroll Specialist Human Resource Generalist Core Functions Business Administration Accounts Payable Payroll support Contract and procurement activities General office and administrative support General ledger and budgeting activities Classification and compensation, employee relations, recruitment and HRIS support Referring Qualified Candidates Proposers will follow a distinct processes when they refer qualified applicants. County hiring manager will submit a call for candidates directly to all awarded Proposers. Proposers will respond by submitting the resumes of qualified candidates directly to the County hiring managers within one (1) week of receiving the County's request. Considerations will be given to all submitted candidates and the top candidates may be requested to appear for interviews.  Applicants may be required to participate in selection interviews by phone, in person, or by video.   Once a candidate has been selected, the County will issue a Purchase Order under the Contract which, when paired with the selection description and a negotiated schedule and cost for the placement, will constitute a Work Order under the Contract. All technology contractors must pass a criminal justice information services (CJIS) criminal records check. Business Associate Some temporary contractor placements requested under this RFP may require the use of Protected Health Information in the performance of the work. In these cases, agencies supplying employees for the functions will be subject to federal rules requiring the proper handling of information protected under the Health Insurance Portability and Accountability Act of 1996 (HIPAA) under a Business Associate Agreement. At the County's request, additional resources may be engaged to complete the work defined under this procurement. Rules regarding Qualified Rehabilitation Services Multnomah County is required to obtain temporary staff placement services from a Qualified Rehabilitation Services when available as detailed in Oregon revised statute (ORS) 279.835 - 279.855​ and Oregon administrative rules (OAR) 125-055-0005 through -0045​. If services are not available through this program, or if they are not available timely or to the specification needed under the specific job description, the County will perform a selection process for services across the entire pool of awarded suppliers obtained under this RFP. FISCAL REQUIREMENTS AND REPORTING  The County will negotiate final reporting and invoicing requirements with the selected Proposer(s) during contract negotiations. The County may require the inclusion of additional reporting, task, deliverable and/or invoicing requirements in any individual work order or purchase order, to be tailored specifically to address the particular work of the temporary position being contracted for. PERFORMANCE MEASURES/PERFORMANCE CONTRACTING Tier Levels There is no guarantee of being contacted when the County has a need for staff augmentation under this RFP. Staff augmentation firms will be evaluated over time and be assigned to a Tier level: ï‚· Tier 1 – Preferred Providersï‚· Tier 2 – Secondary Providersï‚· Tier 3 – Poor Performing Providers Initially, all staff augmentation firms under this RFP will be considered Tier 1 – Preferred Providers. When Multnomah County needs staff augmentation, the determination of which staff augmentation firm(s) is contacted is based on the Firm’s Tier Level and Multnomah County’s requirements. Example: Multnomah County has a requirement for ‘contract to hire’ temporary IT positions, only firms awarded under this RFP that indicated under this RFP that they have the ‘contract to hire’ capability will be contacted. In order to have a manageable number of staff augmentation firms to send the requirement out to, Multnomah County may decide to limit the number of staff augmentation firms contacted. Examples: 1. Multnomah County sends the requirement to all Tier 1 firms only2. Multnomah County sends the requirement to all Tier 1 and all Tier 2 firms only3. Multnomah County sends the requirement to a subset of Tier 1 firms only. In this case, the staff augmentation firms contacted will be randomly selected by lot. This RFP establishes a process for evaluating staff augmentation firms. The information gathered during this RFP evaluation phase and post award can be used for information in any/all future RFPs as evidence of past performance and quality. Staff augmentation firms will be evaluated on their own performance and their candidate’s performance:ï‚· Filling the County’s requirementsï‚· Providing a quality candidate in response to new staff requestsï‚· Ensuring the quality of staff when they are on site and workingï‚· Ease of interaction between the County and the staff augmentation firmï‚· Ratesï‚· Quality of candidate interviewsï‚· Measurement of failure to meet scheduleï‚· Measurement of failure to meet term completionï‚· Measurement of failure to performï‚· Measurement of failure to startï‚· Number of sales callsï‚· Other quality measuresOver time, staff augmentation firms could move to a lower tier. Also, staff augmentation firms could be moved directly from Tier 1 to Tier 3 or not renewed during the annual renewal process. Staff augmentation requests for the positions described will be sent to those firms awarded under this RFP. No sales calls are needed to Multnomah County since this RFP contains a list of staff augmentation firms we have contracted with. The requirements are sent out according to the process described here. Staff augmentation firms that choose to perform sales calls anyway may move to a less preferred status (lower tier). During the RFP process, communication with Multnomah County is only with the Procurement Analyst listed in this solicitation. After the contracts have been awarded, questions are to be sent to SAP manager or designate. Multnomah County contacts will be identified during the contracting process. Tier 1 – Preferred Providers Tier 1 consists of preferred firms.Initially, all staff augmentation firms under this RFP will be considered Tier 1 - Preferred Providers. Staff augmentation firms that are in Tier 1 may or may not be contacted when a requirement arises. Note: At the County’s sole discretion, Tier 1 companies may be moved to Tier 2, Tier 3 or not be renewed during the annual renewal process. Tier 2 – Secondary Providers Tier 2 contains staff augmentation firms that have lower quality of their engagement with the County or staff issues as measured above. Staff augmentation firms that are in Tier 2 may or may not be contacted when there is a requirement. Examples include but are not limited to Staff augmentation firms that:ï‚· Present a candidate that doesn’t match the County’s requirementsï‚· Present a candidate with a poor quality resume and is not selected for interview.ï‚· Present a candidate scoring lower than other firms’ candidates during interviews.ï‚· Have poor performing staff that has worked at the County. ï‚· Do not address issues and concerns raised by the County in a mutually agreeable manner.ï‚· Rates for candidates submitted are higher than industry norms.ï‚· Non-performance as described in the PERFORMANCE MEASURES section.A firm that has not performed satisfactorily will be sent a written notification either via mail or email from the County’s Manager or designate regarding the change of Tier level. The firm will have one week from post mark or sent date to respond in writing to the SAP Manager or designate regarding the issues noted. Example: Company Ajax is a Tier 1 staff augmentation firm that has been contacted a number of times. The candidates submitted for interviews during this time are a lower quality than other staff augmentation firms. Company Ajax is moved to be a Tier 2 provider. A requirement comes up for a Analyst Senior in IT. They are not contacted for this requirement.Note: At the County’s sole discretion, Tier 2 companies may be moved to Tier 3 or not be renewed during the annual renewal process. Tier 3– Poor Performing Providers Tier 3 contains staff augmentation firms that have poor quality of their engagement with the County or staff issues as measured above. Staff augmentation firms that are in Tier 3 are not contacted when there is a requirement. Examples include, but are not limited to, Staff augmentation firms that:ï‚· Continue to perform sales calls.ï‚· Present a candidate that doesn’t match the County’s requirementsï‚· Present a candidate with a poor quality resume and is not selected for interview.ï‚· Present a candidate with poor quality interviews.ï‚· Present poor performing staff when working at the County.ï‚· Do not perform quality assurance processes prior to presenting a candidate to the County.ï‚· Lie on resume (Example: Lists experience that a candidate does not have).ï‚· Do not address issues and concerns raised by the County in a mutually agreeable manner.ï‚· Present candidates with rates that are higher than industry norms.ï‚· Present candidates with rates inconsistent with RFP responses.ï‚· Present candidates that they do not have sole right to represent to the County.ï‚· Non-performance as described in the PERFORMANCE MEASURES section.ï‚· Other quality measures.A firm that has not performed satisfactorily will be sent a written notification either via mail or email from the County’s Manager or designate regarding the change of Tier level. The firm will have one week from post mark or sent date to respond in writing to the Manager or designate regarding the issues noted. Example: Company XYZ presents a candidate as having experience per the County’s request. The resume lists requisite experience for the Analyst Senior role. During the interview process, it is determined that the person being interviewed does not have the requisite experience. The resume is inconsistent with the interview. Company XYZ is moved to be a Tier 3 provider. A requirement comes up for a Analyst Senior in IT area and they are not contacted for this requirement. Note: Tier 3 companies may not have their contracts renewed during the annual renewal process. PERFORMANCE MEASURES Performance measures and reporting metrics will be required by all awarded Proposers. The specific reporting requirements will be defined during the contracting activities. It is Multnomah County’s intent to establish the specific retainage structure at the time of contracting for all awarded Proposers. Failure to start: If designated staff is not on site and available for work on the agreed upon start date, Multnomah County will determine if other qualified candidates exist from the panel of candidates interviewed for that job requirement. If there are other qualified candidates, Multnomah County will select the remaining highest scoring candidate. If the highest scoring candidate is from the same staff augmentation firm, the staff augmentation firm will commit to a discount for the newly selected candidate. If no other qualified candidates exist in the interview panel for that job requirement, Multnomah County will send out a new request to the remaining staff augmentation firms. The staff augmentation firm that submitted the staff that failed to start will not be included in this process. Failure to meet schedule: If staff does not adhere to the schedule requirements, the following retainage may be assessed against the staff augmentation firm:ï‚· For staff that has travel expenses included in their rate, Multnomah County will not pay the loaded hourly rate for that week of travel. The travel expenses are subtracted out for that week of travel.ï‚· For staff that does not have travel expenses included in their rate, Multnomah County will not pay 25% of staff’s invoice for that week.Failure to meet term completion: There will be a retainage of 22% of the total fees for a period of time (to be determined at the time of contracting or work order creation) to cover consultants that do not work until term completion. When the consultant works to term completion, supplier may invoice for the 22% retainage. If the consultant does not work to term completion, Multnomah County is not obligated to pay this 22% retainage held. Failure to perform: If Multnomah County determines that the staff is not performing adequately and needs to be replaced, this person will be terminated as defined by Multnomah County. The 22% retainage equivalent to the time the staff worked will be forfeited to Multnomah County. There will be a new retainage of 22% of the total fees for the period of time specified in the contract to cover the new staff. When staff works to term completion, supplier may invoice for the 22% retainage for the new staff only. When staff does not work to term completion, Multnomah County is not obligated to pay the 22% retainage held. A firm that has retainage assessed will be sent a notification either in writing or via email from the County’s SAP Manager or designate regarding the assessment. The firm will have one week from post mark or sent date to respond in writing to issues noted. CONTRACT NEGOTIATION  The County will initiate contract negotiations with the responsive and responsible Proposer with the highest scoring proposal. Multnomah County may, at its option, elect to negotiate general contract terms and conditions, services, pricing, implementation schedules, and such other terms as the County determines are in the County’s best interest. If negotiations fail to result in a contract, the County reserves the right to terminate the negotiations and initiate contract negotiations with the next highest scoring responsive and responsible Proposer. This process may continue until a contract agreement is reached. CONTRACT AWARD  Through this RFP process, the County is seeking to award multiple contracts to form a pool of qualified Proposers.  In order to be considered for award, a Proposer's submitted Proposal must score at least 70% of the points available.  In addition, award, as determined by the County, will be made to the responsible Proposer(s) whose Proposal(s) the County determines is most advantageous to the County based on the evaluation process and evaluation factors described in this RFP. Proposers interested in providing these services to the Multnomah County Department of County Assets may respond to all or any combination of three (3) RFPs [RFP-12-2020;  RFP-14-2020;  RFP-16-2020] which may be released in parallel or at a later date during Fiscal Year 2020. No contract award under any single RFP will be conditioned upon an award on another RFP.  Multnomah County reserves the right to issue single contract awarded for firms responding to multiple RFPs providing multiple service areas. Multnomah County strongly encourages the participation of Minority-Owned, Women-Owned, and Emerging Small Businesses and Organizations in providing these services.  CONTRACT TERM The initial contract term shall be one (1) year. The County shall have the option to renew this contract for four (4) additional one (1) year period(s). COMPENSATION AND METHOD OF PAYMENT It is the County’s Policy to make recurrent contract payments to contractors via electronic payment. The contractor(s) selected under this solicitation will have the option to receive payments through Automated Clearing House. All invoices shall be prepared on contractor's letterhead or standard invoice form and shall include: ï‚· Supplier’s name and address and a phone number for questions about the invoiceï‚· Contractor's nameï‚· Contractor’s dates of serviceï‚· Suppliers’ invoice numberï‚· Invoice dateï‚· Multnomah County contract number, andï‚· Any additional information required in Exhibit 1 of the final contract. The County shall pay the invoice by one of several payment methods, including but not limited to electronic payment (aka ACH-Automated Clearing House) within 30 calendar days unless otherwise provided in Exhibit 1 of the final contract. INSURANCE REQUIREMENTS The Proposer(s) awarded a Contract as a result of this RFP and the follow on allocation process will be required to provide the insurance described in Exhibit 2 of the Multnomah County Services Contract located in the Buyer Attachments page.  MINIMUM REQUIREMENTS  At the time of proposal submission, Proposers must meet the following minimum requirements. Failure to provide any of the required documents or meet any of the below requirements shall result in rejection of the proposal. 1. The Proposal response must be received by Multnomah County Purchasing no later than 4:00 P.M. local Portland time on the proposal submission deadline. 2. Proposer Representations and Certifications. The Proposer must certify that they agree to the Proposers Representation and Certification terms in the Pre-requisite page of the Sourcing Event. NO ATTACHMENTS ARE REQUESTED WITH YOUR SUBMISSION TO THIS SOURCING EVENT. At the time of Contracting, Proposers must meet the following minimum requirements. Failure to provide any of the required documents or meet any of the below requirements shall result in cancellation of the contract 1. Proposers must be legal entities, currently registered to do business in the State of Oregon (per ORS 60.701). 2. Proposers must submit verification that all insurance requirements are met. 3. Proposers must have a completed Pre-Award Risk Assessment if federal funds are used for this Sourcing Event. (See Procedural Instructions in the Buyer Attachments page of this Sourcing Event)


About Multnomah County

Multnomah County cares about equity in purchasing and contracting. We are committed to working with State Certified Firms and encourages Minority, Women and Emerging Small Business (MWESB), Service Disabled Veteran (SDV) firms and Disadvantaged Business Enterprises (DBE) to compete for our contracting opportunities.

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If your firm is interested in an opportunity posted on our webpage, we'd love to hear from you. Here's how:

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Multnomah County competitively procures materials and services, taking into consideration the best combination of price, quality and service. We look forward to hearing from you. Whether this is your first bid proposal, or you've worked with us before, we look forward to doing business with you.