IMPORTANT: Suppliers who do not currently have access to the Multco Marketplace Supplier Portal will need to complete the "MMP Supplier Access Request Form". The optimal time to submit the "MMP Supplier Access Request Form" to gain access to participate in a formal Sourcing Event (RFP, RFPQ or ITB) is 14 days. This will allow the County sufficient time to review your request and for you, the supplier, to access the Sourcing Event and to perform the actions needed before the event close date. PRE-PROPOSAL CONFERENCE: There will be a remote pre-proposal conference for this sourcing event on November 18, 2021 at 9:00 AM via Google Meet. Join with Google Meet by following this link: meet.google.com/drt-dpmr-tev or by phone: 1 516-400-2836‬ PIN: ‪809 711 761‬# Attendance is Optional, Proposers are strongly encouraged to attend. SERVICE DESCRIPTION, FUNDING AND CONTRACTING INFORMATION PURPOSE AND OVERVIEW The Multnomah County Department of Community Justice (DCJ) is seeking proposals for the Diane Wade House (DWH) transitional housing and support services for adult females who are released from a correctional facility and returning to Multnomah County under supervision by the Department of Community Justice Adult Services Division (ASD). Diane Wade House was developed in response to the lack of appropriate and responsive intervention, sanction, and stabilization options for justice-involved women experiencing mild behavioral health issues, particularly women of color, which has resulted in disproportionate use of jail. The goal for DWH is a culturally-specific, trauma-informed, safe, and empowering transitional home focused on black and African American women and female-identified individuals who are: Involved in the criminal justice system/justice-involved. Re-entering society from jail and/prison. What is needed: Provide secured housing and a safe space for women to stabilize, address trauma, build healthy relationships and learn new skills. Offer culturally-specific and trauma informed programming geared towards Black and African-American women - including family reunification, peer mentoring, education and connection with employment. Provide access to/referral services for behavioral health resources and substance abuse programs. Facilitate support and healing for Black and African women who have shared lived experiences. Empower residents to connect with their strengths and resiliency, supporting them to reach their goals to uplift themselves, their families and build stronger communities. We want to help residents create awareness and navigate resources to improve social determinants of health. GOALS, VALUES AND OTHER IMPORTANT CONSIDERATIONS DCJ VISION: Community Safety through Positive Change. DCJ MISSION: Our mission is to enhance community safety and reduce criminal activity by holding youth and adults accountable in a fair and just manner, assisting them to develop skills necessary for success, and effectively using public resources. DCJ STRATEGIC GOALS: Behavior Change: We will work with adult justice involved individuals and youth to reduce delinquent and criminal behavior. Accountability: We will hold adult justice involved individuals and youth accountable for their actions. Resource Management: We will direct our resources to delivering cost-effective services. System Change: We will use advocacy and innovation to guide our work with stakeholders to improve community safety and assure a fair and just system. Commitment to Victims and Community: We will respect and address victims’ rights and needs and restore the community. DCJ VALUES: A Just and Equitable System: We recognize the importance of actively addressing causes of minority overrepresentation in the justice system as a means of ensuring just and equitable treatment of youth and adult offenders. Collaborative Relationships: We believe that, in order to enhance public safety, we must work together with our partners, including the judiciary, law enforcement, schools, treatment agencies and the community. Diversity & Cultural Responsiveness: We value and respect diversity within our staff, our clients, and our community, and take seriously our responsibility to provide culturally specific services in a competent manner. The historical and cultural diversity of the community is viewed as a strength in achieving our mission. Healthy Families: We value families for their role in strengthening our communities and preventing criminal behavior; and empowering families as full partners in the behavioral change effort. Information Based Decisions: We are dedicated to continuous improvement and use data and best practices to help guide our decision making. Innovation: We always look for new ways to enhance public safety by instituting best practices. Respect: We value the highest standards of professional behavior, including treating people with dignity, promoting effective communication, resolving conflicts peacefully, acting with integrity, taking initiative, and accepting personal responsibility for our organizational culture. Stewardship: We recognize our responsibility to protect our resources and use them wisely through sound financial management and environmentally sustainable operations. TARGET POPULATION SERVED The target population is Black and African American females supervised by the Department of Community Justice Adult Services Division (ASD) Parole/Probation Officers (PPO), who are in need of short-term shelter or transitional (long-term) housing. Most individuals receiving services will be assessed as higher risk to reoffend. Clients will include, but are not limited to, those: Involved in the criminal justice system or justice-involved; Black and African American women and female-identified individuals; Reentering society from jail and/or prison; and May be diagnosed with disabilities or multiple conditions including substance use, trauma, mental illness, physical limitations and/or cognitive impairment. A large majority of justice involved women have experienced trauma, in many cases violent and/or sexual abuse, up to half have experienced homelessness in the month prior to incarceration, nearly 75 percent report a mental health problem, and more than half use drugs before entering prison. The combination of these experiences can lead to a complex series of behavioral effects that vary in acuity and severity. It is undesirable to mix high and low acuity populations, the DWH will serve women with lower acuity and needs. Because the above listed conditions are prevalent in this population, it is important that staff are trained in best practices, understand the context behind a woman’s response and offer services and support that can assist her in mobilizing existing resources and accessing those that are needed to improve her life course. In addition, provider staff must have access to clinical expertise to assess and recommend optimal approaches to resolving problematic behaviors and prevent conflict escalations leading to discharge. Service capacity is expected to range from 12 to 15 DCJ clients at any given time. In addition to the 12 to 15 DCJ designated beds, it is desirable to have a small number of beds that could be used for community referrals or for excess DCJ clients on a fee for service basis. Proposers may propose to begin services for a smaller capacity and plan to increase capacity over time after a successful operation and ongoing needs are firmly established. Using a “Targeted Universalism” approach, the program will prioritize serving African-American women with culturally specific services. If there are not sufficient numbers in the population to fill the house, other women of color and similar needs will be offered culturally responsive services that are trauma-informed and gender-specific, as space permits. In order to serve this population, Proposers must have established strong relationships with behavioral health resources in the community to access appropriate resources for residents. GEOGRAPHIC BORDERS/LIMITATIONS & SERVICE AREAS DCJ services are restricted to individuals who are supervised by the Multnomah County Department of Community Justice Adult Services Division (ASD) and transitioning to Multnomah County. A small number of additional beds are desired for community referrals that could be used as excess beds for DCJ clients. There is a geographic preference for housing to be located close to African American community resources and connections. INTRODUCTION AND PROGRAM HISTORY Definitions 1. Department of Community Justice Adult Services Division (ASD) - The criminal justice agency responsible for post-prison supervision of justice involved individuals eligible for services under this solicitation. 2. Women and Family Services (WFSU) The Women and Family Services Unit provides community supervision to female probation and post-prison supervision clients, as well as to both women and men in parenting roles. Individuals served by WFSU receive gender responsive supervision and case management, allowing their supervision to be tailored to their unique needs and goals. 3. Mental Health Unit (MHU) The Mental Health Unit (MHU) provides supervision services for parole, probation and post-prison individuals who have been diagnosed with a severe and persistent mental illness. The unit works in partnership with a variety of community and statewide agencies that have mutual responsibility and interests in mental illness. The MHU works with community treatment providers, the courts, Oregon Department of Corrections, police, Sheriff’s Office/Jails, LPSCC, public defender, NAMI, Aging Services, mentors and mental health advocates and most community groups that work with this population. The collective objective of this project is to enhance/preserve community safety, reduce legal/criminal recidivism and to reduce clinical/therapeutic recidivism. 4. Assessment and Referral Center (ARC) combines in-custody interviews, intakes (post prison and probation) and specialized services including housing placement for those released from state and local custody. Enhanced transition services provided at the ARC reduces duplication of efforts and increases the amount of screenings, referrals, and reentry services available when an individual is initially placed on supervision (post prison and/or probation). Coordinated and immediate service delivery pre- and post- release increases the motivation of clients to change and is a contributing factor to reduced recidivism. 5. Parole/Probation Officer (PPO) - A DCJ employee who has direct responsibility for monitoring and enforcing the conditions of parole/probation required while the individual is under supervision and receiving services through this Contract. 6. Corrections Counselor (CC) - A DCJ employee who provides intensive case management and counseling services to adult justice involved individuals. Basic duties may include intensive case management, individual and group counseling, alcohol and drug evaluations, and facilitation of skill-building and education groups. The CC is responsible for coordinating with other agencies that may impact the individual such as Multnomah County Department of County Human Services, State of Oregon Department of Human Services, local alcohol and drug treatment programs, and others who may have involvement in the person’ life. 7. Health and Assessment Team (HAT) - Assists clients successfully transitioning from custody (jail, prison) to the community. The team consists of a Registered Nurse (RN), Community Health Worker, PPO, Dual Diagnosis Evaluator, Corrections Counselor and community partners. 8. Housing Specialist - The housing specialist helps clients find appropriate housing according to their needs. Housing Specialist work involves orienting all eligible participants to the program and providing housing search and supportive services to promote participants self-sufficiency, integration into the community, and permanency in housing; performing administrative tasks involved in the review and maintenance of a caseload of program participants. The principal duties are performed both in a general office environment and in the field and community where program participants reside. 9. TIRAMISU - Tiramisu is the computer program that is used by both ARC and Provider for all housing referrals, intakes, exits, housing case plans and client rosters. The Department of Community Justice provides Tiramisu access to qualified contractors. Diane Wade House Diane Wade was a Multnomah County parole and Probation Officer, a leader in the African American community and best known for her advocacy and passion for justice-involved women. The original Diane Wade House was funded by the MacArthur Foundation Safety and Justice Challenge in 2017, as a part of the County’s efforts to reduce jail use and achieve the following goals: Reduce incarceration rates for black women who are overrepresented in our jails Provide transitional housing with the goal of establishing permanent housing options Create culturally responsive programming for Black and African-American justice involved women Employ peers to staff the house and support the women through their lived experience Founding values include: Shared investment in uplifting and empowering women in our community Shared understanding that there has been harm and disparities in our community due to criminal justice impacts Collaboration to build bridges to community and to begin the healing process Accountability to build programs that meet the community’s needs Continued feedback about lessons learned and how to strengthen in the future Shared goals around what success looks like for our community and the women who will be served by the program Community voice is critical, the policy team is committed to a process that is: Community-led; Intentional in serving Black women; Transparent; and Authentic. Engagement with Diane Wade’s Family: Diane Wade’s family has been engaged in the process. DWH Client & Staff Engagement The Diane Wade House was developed in part due to a review of data that indicated that Black women on supervision were being sanctioned to jail at a higher rate than their White counterparts. The visioning for the future of the Diane Wade House includes another review of data, which includes answers to the following questions analyzed in a recent quantitative evaluation completed by Local Public Safety Coordinating Council (LPSCC): What proportion of participants successfully exit from DWH? What are the criminal justice outcomes (e.g., bookings; sanctions) for participants that exited DWH? What proportion of participants successfully complete community supervision? What proportion of participants are meeting their housing, employment, and medical needs? The following additional questions came out of the visioning process: What proportion of participants were enrolled in behavioral health services while at the Diane Wade House? What was the substance of the jail sanctions issued to participants? This question requires a deeper dive into individual jail sanctions issued by PPOs. Jail/Prison In-Reach: In-reach to women who are incarcerated at jail and prison facilities is an important part of the community engagement strategy. Community Listening Sessions April 2018 Housing Environment Use warm colors so that it doesn’t look like an institution. Make it look like a home. Buy new furniture, not hand-me-downs. Display African art. Hang pictures of people of color, positive women of color. Decorate with things that represent us. When we come home, we want to be safe. It is important to have a kitchen. Food is important. We were raised cooking greens, cornbread and they can’t cook that. When we come out we want some real food. Cooking was a part of how we were raised and it relieves stress. Have a library with some books that are black books. Urban books In our culture how does it feel when mom is in the kitchen cooking. It felt good to build community that way. Teaching someone else whose mama might not have been able to teach them. More structure and structured activities. Staffing If you want it to work, you need us. It’s not going to work without us. I want help from people who look like me. Staff need direct experience with the struggle of being racially and socially marginalized. Hire us. If you really want it to work, give us a chance to show us. We know this population better than anyone. Stop making it about background checks. Please give people a living wage. Especially if you are hiring people of color. The staff should be relatable, like peers. Find black professionals that can do this job. Know what oppression and white supremacy are. In prison the guards are especially traumatizing. Know the history of Portland, it’s a barrier if people don't know what they are coming into. It’s important to believe that whatever I say is my truth. If I say A, B, and C happened, that’s what happened. Related to cultural trauma and what I experienced. What happened in prison. This is the way that I feel. People don't believe what we’re saying. Barriers Discrimination Creating hurdles to jump through to access services People who don’t know their own jobs Staff who don’t make you aware of available services Being judged Staff providing misinformation instead of admitting that they don’t know Resources and Programming Trauma-based programming, culturally-specific counseling “Back in the day black people were opposed to counseling. Most of us swept issues under the rug” Identification assistance (birth certificate, social security card, etc.) Employment, training, and school resources Empowerment group, not just basic life skills Navigation support to help get life insurance, rental insurance, etc., letting people know what they can qualify for and how to apply Help finding permanent housing Clothing, hygiene, hair care/styling to help build self-esteem Groups that teach you how to have fun with your kids again, such as how to build a garden together, how to go camping Parenting skills classes Individualized services and case plans Not everything works for everybody Financial classes that teach you how to handle your money. How to invest, how to save. Medical and mental health services that come to the program A resource to file complaints, and have them taken seriously, when women experience concerns or problems with POs, CPS, and other system players Peer support Prevention When you see me in trouble, come help me out. A safe place to go and tell someone that you aren’t doing well, that you are using, and that you need help. Let me cry, let me vent. We need a place to go and say “I need you”, and not assume that we’re arguing. We need a place to go and be sisters and communicate. Talk about whoever you need to talk about. Someplace where we can be us. I had to be stripped of everything to get it right. My faith saved me. People are scared to talk about spirituality in the helping field. What we need is grace, from each other and from the staff. Participatory Evaluation (short-term plan): In September 2019, Dr. Meagan Call-Cummings of George Mason University along with two staff members from the National Center for Victims of Crime — a MacArthur Foundation Safety and Justice Challenge strategic ally — visited Multnomah County to begin developing a participatory evaluation plan for the Diane Wade House. This initial site visit and plan development was funded by the National Center for Victims of Crime through Safety and Justice Challenge grant funding. During the three-day planning session in September 2019, committee members and stakeholders representing the Diane Wade House, the Department of Community Justice management and staff, Multnomah County, the National Center for Victims of Crime, the African American recovery and justice-involved community living-in-and-around Multnomah County, and others expressed their desire to answer the following evaluation questions: How have individual residents of the Diane Wade House experienced success during and after their participation in the program? Does trust exist at every level associated with the Diane Wade House, both internally and externally? Is communication effective among all stakeholders, both internally and externally? Does collaboration exist? Is there shared decision-making and power among stakeholders? Do staff and leadership have appropriate skills and knowledge in order to effectively serve the residents? Is there fidelity to the original intent of the Diane Wade House? Is there stable and adequate funding to achieve the mission of the Diane Wade House? These questions were based on the committee members’ shared desire for the Diane Wade House and associated programs to achieve positive outcomes at four levels: Individual residents of the Diane Wade House and their families; Staff and leadership of the Diane Wade House and associated offices and organizations; Interested and affected communities in the greater Multnomah County area; and Policies and systems associated with the goals of the Diane Wade House. Community Visioning Sessions: The County hosted three (3) facilitated visioning sessions (virtual) for members of the community to attend in 2020. Community recommendations include: If women with mental health symptoms will continue to be referred and accepted as residents of the House, provide all appropriate and ongoing mental health training for everyone at the House. The new DHW should be a home-like facility closer to the population you are trying to serve. This should not be an institutional structure with dorm-style quarters. Separate rooms for 1-2 individuals allows privacy and reduces hyper alertness and stress. Engage in intentional, consistent, trauma-informed sharing of power. Define what shared power looks like at every level and within every stakeholder organization. Create accountability structures and processes that regularly assess success in working toward and enacting shared power. Clarify and delineate roles and responsibilities of parole and probation officers versus House staff and management. Communicate these widely. This may need to be addressed formally through a training or professional development opportunity. Create shared definitions and understandings of terms like “Afrocentric” and “culturally specific” at every level. Collaboratively define the mission, vision, and scope of the Diane Wade House. Consistently use and reference these. Make them widely and easily accessible. Build into the re-visioned House a budget and dedicated personnel for appropriate community outreach. Within this, celebrate successes publicly and center the stories of those who have experienced success. Revise the House professional model. Depending on who is selected as the next provider, consider revising the duties of peer mentors and hiring a culturally-specific clinician. The relationship between the House manager and primary referral source must be productive. Consider any and all actions to ensure this. The hiring process, professional development, and training of House staff and management should be consistent with a commitment to hiring qualified people with appropriate lived experience. Ensure staff are set up to succeed. Consider creating a formal connection with County programs including Behavioral Health and Community Corrections for support, resources, training, etc. Create a 5-year plan that includes a theory of change and/or logic model. Then, create an ongoing evaluation process that is connected to that theory of change or logic model and which reconsiders what individual and program-level outcomes are important and meaningful for all stakeholders. The evaluation should have an equity focus and should be co-created by and for House residents, staff, and management, alongside Community Advisory Board (CAB) members and key stakeholders within parole and probations. A collaborative group needs to clarify culturally-relevant indicators of “success” (outcomes) for individuals and the House in order to monitor and evaluate the program. These indicators must also be applicable to how parole and probations and other partners must report outcomes. Therefore, there will most likely be a mix of qualitative and quantitative measures. Community Advisory Board The Diane Wade House Community Advisory Board (DWH-CAB) launched in April 2020 after a competitive selection process which included an online application and scoring with the top eight highest scoring community members being selected to serve on the 2020-2021 DWH-CAB. Applicants were scored by five members of the DWH Policy Team. The CAB meets monthly to provide program and resource recommendations to Diane Wade House policy team. Collaboratively engages with the DWH policy team in visioning sessions. Engages with current DWH program participants to assess needs. Acts as community liaisons to promote DWH and The CAB Chair and Co-Chair participate in Diane Wade House proposal planning and policy meetings. FUNDING Funding of the work described in this RFP is not guaranteed. Fluctuations in funding year to year should be expected. The County is unable to 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 Reporting Forms Attachment 1 Example Housing Referral Form Attachment 2 Example Intake Form Attachment 3 Example Exit Form Attachment 4 Example Case Management Review Base Services A. Housing, Case Management and Support Services Provider shall provide to Multnomah County, acting through the Department of Community Justice, transitional housing residential site(s), case management, and support services to justice involved women under active supervision in Multnomah County. All DCJ referrals will be made by Parole/Probation Officers (PPO) through the Women and Family Services Unit (WFSU) Senior Community Justice Manager (SCJM) via a Google form. Once the referral is submitted and screened by the SCJM, the SCJM will notify the Provider and the PPO of the client’s accepted referral. Referral Timeframe The maximum number of days a referral can be placed is 10 Calendar Days (including the day of referral and intake) before the scheduled release and/or housing intake date. For example, if the client is scheduled for Friday, June 22 intake, the earliest date a referral can be completed is Thursday, June 13. Intake All clients referred to these services will go through an intake process to determine appropriateness for placement into Provider’s housing program. The intake process will occur on the same day as the referral unless other arrangements have been made and agreed to by the DCJ PPO and the Provider. The intake for the client must be completed in Tiramisu on the same day as the intake. In the event a client is denied service and the referral source disputes the decision, the Women and Family Services Unit Senior Community Justice Manager, or designee, will review the referral and mediate to resolve the dispute. For each client referred for services, the Provider will notify DCJ referral staff within one business day of the intake, of any of the following conditions: a.Failure to appear for an intake interview; b.Denial of placement into housing services. Provider shall provide to COUNTY within 30 days of the executed contract a written process for clients referred to housing who need to complete an intake after scheduled weekday hours and/or on weekends. The written process should include current contact information for each housing location and program. 2. Diane Wade House Referral Process POs, CCs and DCJ Assessment and Referral Center (ARC) staff will identify candidates for the Diane Wade House based on housing need and eligibility requirements at any point in their supervision, including: Clients currently incarcerated in jail/prison Clients facing DCJ sanction who could be diverted into the Diane Wade House Clients on DCJ supervision needing safe housing POs will complete the Diane Wade House Referral Google Form Information from the Google form will automatically populate into a Google spreadsheet, which will be managed by the DCJ Justice Involved Women and Family Services Unit (WFSU) and accessible to the DCJ Assessment and Referral Center (ARC), Provider, and DCJ Mental Health Unit (MHU) The WFSU Criminal Justice Manager (or WFSU Lead) will review the information from the referral forms and will prioritize referrals based on the following criteria: African-American and Black Women Jail Sanction Pending In-custody History of Trauma* History of Substance Use* Mental Illness* Medium/High Risk Score on the Women’s Risk Needs Assessment (WRNA)* Referrals will be prioritized within one day of receipt, excluding non-working days, and accepted, denied or placed on the waitlist The WFSU Criminal Justice Manager (or WFSU Lead) will notify the PPO and DWH staff of an accepted referral to start the coordination process of intake and moving in. *If a client has not had a WRNA completed but meets all other house criteria, they can still be referred to DWH. If a client is accepted into DWH, a WRNA must be completed within 60 days of program entry. 3. Orientation a. All clients accepted into housing services will receive an orientation conducted by the Provider, within one business day of arrival at the facility. The orientation will include, but is not limited to, written and oral information about the following; Client expectations for active participation in program services; Program rules and policies; Criteria and conditions for program completion; and Provider will provide translation for clients with language limitations. b. A release of information (ROI) will be completed at this time to allow for communication with relevant agencies, treatment programs, etc. to flow back and forth between the parties to assist in an informed service delivery. At a minimum, a ROI will be obtained for all criminal justice and other agencies having a direct professional interest in the client, e.g., DCJ, District Attorney’s Office, judiciary, etc. Failure to sign such a release will immediately disqualify clients from these services. c. For clients who have been recently released from a correctional facility and have not had the time or lack the ability/resources to access food or meals, the Provider will provide a food box on the day of arrival in addition to meal assistance listed in 4. Housing Requirements below. d. For clients who need to complete and submit an application for tenancy (depending on the type of housing accessed), the Provider will assist the client at this time in completing and submitting the necessary paperwork. 4. Housing Requirements a. Housing will be safe (e.g., appropriate number of and functional smoke detectors and fire extinguishers, emergency evacuation procedures posted in the building, fully stocked first aid kits, spill containers, etc.), clean and meet all applicable federal, state and local housing codes and regulations, including the American Disabilities Act. b. Rooms must contain appropriate furnishings. Appropriate furnishings will include, but are not limited to: a bed, bedding, linens, bath towel, chair, table and dresser (or storage for personal items). c. Provider will offer assistance with meals that includes, but is not limited to: 1)Referrals, as necessary, to agencies that distribute food boxes or resources that provide basic food items (especially important for recently released clients who have not yet connected with other food distribution resources). 2)Referrals to or assistance with procuring SNAP benefits (food stamps). 3)Provision of meals or vouchers to obtain meals. d. Provider’s facility shall have an identified area that can be used for food preparation, cooking and storage. e. Provider’s facility shall have on-site or reasonable access (2 blocks or less) to laundry facilities. f. Provider’s facility shall have designated areas that can be used for counseling, interviewing and/or group sessions. g. Provider will provide 24-hour supervision of housing and compliance with housing rules. To ensure adequate response and follow-through for emergency situations are available to clients at all times, the Provider will provide the following services: 1)Resource and emergency information will be posted on each floor that provides instructions on actions to be taken regarding a fire, medical emergency, lost key, emergency maintenance, self-harm thinking, etc.; and 2)After-hours staff coverage or a reliable system in place that will allow for immediate response to emergencies. Coverage shall be in effect 24 hours a day, seven days a week. 3)Protocols in place for after hours incidents/events. h. Provider will have clear written policies and procedures concerning security and response to violations that are in effect 24-hours a day, seven days a week. Responsibilities for procedures shall be assigned to designated staff and include the following tasks: 1)Monitor all client appointments and other activities outside the facility. 2)Implement a client-sign-in and sign-out process for all appointments and activities occurring outside the facility. 3)Establish a centralized location that allows clients to check-in/out, which will assist in monitoring their movement and determining on-site presence or absence. 4)Develop a plan and process for locating clients when their whereabouts cannot be confirmed and/or who have been absent from the premises or visual sight longer than 24-hours. Included in the plan will be a communication process that immediately notifies the client’s PPO and ARC staff when this situation occurs. In cases where the client is causing significant disruption/danger to the housing facility and/or other clients or is involved in a critical incident that poses a threat or risk of danger to the community, the Provider may require the client to move within 24 hours. When this occurs, the Provider will immediately notify the supervising PPO of their decision and reason to terminate service. The Provider will conduct regular room inspections or “welfare checks.” Welfare checks will primarily be used to determine a client’s whereabouts particularly when they have been absent from the premises or have not been seen longer than a 24-hour period. Provider shall ensure that staff are trained in trauma informed service delivery and receive ongoing training. 5. Case Management Service Description The level and intensity of case management services will vary based on the type of housing program offered by the Provider. Regardless of the level and intensity, case management, when applicable, will be provided on-site, during generally recognized business hours and work week (i.e., 8:00 AM to 5:00 PM, Monday through Friday). The main responsibility of the residential case manager is to provide and coordinate a wide range of supportive and recovery-based services for adults involved in the criminal justice system and who are assessed by DCJ as high-risk to recidivate and high-need, with medical, developmental, and/or mental health disability(ies). General duties include working with each person to assess current needs and develop housing goals, coordinate access to other community-based services, and assist clients in achieving goals outlined in their Housing Case Plans. Specific duties include, but are not limited to: a. Develop and Implement an individualized Housing-Case Plan based on their Referral Form, which includes identified needs from the client, ARC, PPO, significant others and any additional parties/stakeholders involved with the client. The plan will be reviewed regularly and updated, as needed, throughout the client’s stay in housing. b. Update clients Housing-Case Plan, at a minimum every 30 days, which includes health, behavioral and social needs. Make referrals to other service Providers in the community when further assessment and/or long term service delivery needs are indicated. Create a system that incorporates regular review and follow-up of the client’s needs to ensure they are being appropriately addressed as the client progresses in the housing program by using the Case Management Review in Tiramisu. c. Develop and maintain a coordinated communication process and flow among PPO, ARC staff, client, client’s family members, and other service agencies having a direct association with the client. This would include, but is not limited to, addressing ways to improve service coordination with other programs or Providers within the organization or within the community. d. Facilitate and update Housing Case Plans upon entry and exit from the program. e. Provide advocacy and navigation strategies, as needed, for clients with other service Providers, agencies, and systems. Assist clients as needed with scheduling appointments including medical transport. If needed, plan to attend the appointment with client, for example SNAP, SSI, or Primary Care Appointment. f. Provide crisis intervention services, as needed, and ensure that each client has a current crisis plan. g. Maintain client logs, files and case notes and prepare weekly, monthly and quarterly reports, as required. h. Attend and participate in various client and staff meetings. i. Implement quality assurance measures that evaluate effectiveness of housing services and the resident’s progress in the housing program. 6. Discharge Summary (Updated Case Management Progress Plan at Exit) Prior to completion of these services, Provider’s staff shall perform the following duties: Develop a discharge summary by preparing a final Case Management Review with each client and with his or her input, when possible, from the PPO using the standard format provided by DCJ (Attachment 4). The plan will be updated within five days prior to client’s leaving program services. The plan will be placed in Provider’s Client files and sent to ARC upon request. If the client’s departure is unplanned, the discharge summary will be provided in the final housing Case management Review in the comments section. Ensure that the plan is consistent with the client’s conditions of supervision (i.e., probation, parole or post-prison) especially addressing the housing or living arrangements, mental health and employment (if applicable). Depending on the Provider’s service continuum, clients may be eligible, upon completion of services, to transfer to a semi or more permanent housing placement within the Provider’s organization based on meeting criteria established by the Provider. 7. Case Files Provider will develop and maintain a case file for each client enrolled in these services. The file will contain, at a minimum, the following: a. Personal client information form (one page face sheet) tha includes general and emergency identification and contact information; b. DCJ-developed intake and exit data forms; c. Appropriate releases of information; d. Housing-Case Plan – The plan will include the domains listed on the Referral Form received from ARC Staff. e. Case Management Review that reflects client’s progress on the case plan, report ongoing and consistent communication between Provider and DCJ staff; f. Evidence that referrals to other agencies/services are occurring (when applicable); g. When substance abuse testing (e.g., urinalysis) is being performed randomly on-site, testing results are reported and recorded. h. Completed Housing-Case Plan. i. Client’s case file will contain documentation of all communications (oral and written) made to any DCJ staff. (This is particularly significant in cases where a PPO is notified of any client problems/violations and when a client exits the program.) 8. Service Coordination and Notification To lend fundamental support to efficient/effective utilization of services and provide timely alerts to potential problems/issues that can be dealt with promptly, the Provider will complete or perform the following: a. Client Roster The client roster is available in Tiramisu for both ARC and Provider. It is imperative that the Provider completes intakes and exits within 24 hours or less to ensure the client roster is accurate daily. b. Coordinated Care Planning 1) Prior to completing a client’s initial case plan, Provider will solicit input from the client’s assigned PPO in the plan development. This will consist of, but is not limited to, obtaining a copy of the PPO’s case plan. 2) Provider shall coordinate an initial staffing with client, PPO, and ARC CC within 10 working days from the client’s housing intake. Thereafter Provider, PPO, or ARC will coordinate staffing as needed when it is considered beneficial to the client’s progress and case plan. 3) Provider will participate if and when the PPO requests a staffing. c. Process for Notification of Impending or Actual Problems 1) The Provider will promptly notify the PPO and ARC staff by phone within the next business day. Notification by phone can be confirmed by sending an email regarding parole/probation violations or other criminal behavior (including any prohibited drug use or alcohol use), major rule violations, unauthorized leave or other type of client program failure no later than the next working day and preferably the same working day as the occurrence. 2) Provider will notify the PPO of problem behavior that could, if continued, lead to termination of services. 3) If a special staffing is scheduled to address the above-referenced issues/problems, the Provider will invite the PPO and ARC staff to participate. 4) The party who is contractually required to perform substance abuse testing shall send a copy of the urinalysis report to the PPO whose client is tested for substance abuse. d. Process for Notification of Client’s Exit from Program 1) When the client exits this program, the PPO and ARC staff will be promptly notified. For program failures, this will occur no later than the next working day and preferably the same day as the occurrence. For program successes, the PPO and ARC staff will be notified approximately one to two weeks prior to the anticipated successful completion and will be invited to give input when developing the Housing Case Plan. 2) The Provider will complete a discharge summary in the Case Management Review Form within no more than 48 hours from program exit. Administrative Requirements System Collaboration / Coordination Provider will routinely provide information related to the availability of services and work closely with PPO and WFSU staff to ensure an adequate number of referrals. b. Provider will meet with designated County staff, when necessary, to conduct program development, modify referral procedures, address general services delivery issues and resolve any interagency and/or operational problems. Provider must have an agency representative available to attend a weekly bi-weekly Housing Review Meeting, sponsored by WFSU staff and held either remotely or at the WFSU Office (495 NE Beech Avenue). These meetings regularly occur on a day mutually agreed upon by WFSU and Provider. The purpose of the Housing Review Meeting is to provide an opportunity for the housing Providers, PPO and ARC staff to review client housing case plans and work together collaboratively to ensure clients will have a support system, stability and long-term, sustainable housing upon exit from these services. The Case Management Review provides information about the client’s progress in the program. The plan will be entered in Tiramisu for each client’s 30 day; 60 day; 90 day; 120 day and 180-day review. Provider will be notified in Tiramisu when Case Management Reviews are due. Three consecutive unexcused absences from the Housing Review Meetings could lead to corrective action. Client Damage to Provider’s Property The COUNTY will pay for any damages to the Provider’s property caused by DCJ-subsidized clients that are beyond reasonable wear, tear, or breakage. Provider will submit a request for reimbursement for repair costs to the Transition Services Community Justice Manager for up to and not to exceed $5,000 per year that includes documentation verifying damages were caused by a DCJ-subsidized client. Funding will be provided through DCJ’s Program Contingency Fund. If the $5,000 amount does not adequately cover the damages, the County and Provider will negotiate and mutually agree upon a fair and equitable compensation for the cost of the damages. 3. Prohibited Staff Provider shall not employ individuals who have criminally or administratively been found to have engaged in sexual misconduct or sexual abuse in a secure setting. Provider shall check sexual offense registries as part of hiring procedures. 9. FISCAL REQUIREMENTS AND REPORTING Provider shall submit a monthly invoice within 10 days after the satisfactory completion of the previous month’s services. At a minimum, invoices must detail the following information: a. ”Billed to Multnomah County”; b. Invoice date and invoice number; c. Provider’s name and address; d. Date(s) and description of service delivered; e. Contract number; and f. Unit cost of the service (as described in the fee schedule) and total invoice amount. COUNTY shall process invoices for a fully executed Contract within 30 days of receipt of the invoice, provided that the work described in the invoice has been completed in accordance with the terms of the Contract, and Provider has submitted any/all required invoice supporting documents (rosters, reports, itemized cost-reimbursement forms, or any other required document(s)) that may be described herein. Late, incorrect or incomplete invoices and/or supporting documents may delay processing and payment of Provider's invoices. 10. PERFORMANCE MEASURES/PERFORMANCE CONTRACTING A. Contract Monitoring Provider will cooperatively participate in DCJ’s efforts to monitor contract performance, which includes the following methods: Site Reviews DCJ may schedule on-site visits to review agency compliance with the Contract. Site visits are usually scheduled with the Provider, but may be conducted without notice. All site visit(s) will be conducted and performed with consideration and accommodations made to non-contracted or communal service areas and non-contracted housing occupants. Technical Assistance DCJ staff may offer training and/or assist programs with design of the services. Evaluations/Program Performance Program performance may be evaluated through a variety of quality assurance and evaluation processes. The mechanism and process for evaluating program performance will be developed and implemented by DCJ staff. Fiscal Compliance County fiscal compliance reviews may be conducted to ensure that financial records, systems and procedures conform to Generally Accepted Accounting Principles and are in compliance with all County and State of Oregon audit and accounting requirements. B. Performance Objectives In 70% of cases, Provider shall facilitate an initial meeting with client and client’s PPO within thirty days of program initiation. 100% of cases will receive such staffing within 90 days. This staffing will include an assessment that evaluates health, psychological and social needs; the development of a plan of care; and referrals to necessary community-based services. Aftercare Housing Objective: 64% of clients will be admitted to housing that is safe, stable and can be verified upon exit from program services. Economic Self-Sufficiency Objective: 65% of clients upon exit from the corrections case manager service component will: a) be in receipt of entitlement benefits (SSI, OHP, etc.) or b) be engaged in employment services or c) be engaged in vocational training or d) be employed. Contracted performance objectives may differ and/or change over time as negotiated between the parties. C. Data Collection and Submission Provider shall utilize both intake and exit forms that have been specifically developed by DCJ for the adult housing programs. Provider is responsible for completing and submitting each client’s intake and exit form in Tiramisu. The data collected from the forms will be used for tracking utilization and monitoring the performance objectives identified herein. Final performance measures will be negotiated between the County and the Provider at the time of contract negotiation . CONTRACT AWARD The County intends to award one contract to the proposer with the highest scoring proposal. CONTRACT NEGOTIATION The County will initiate contract negotiations with the 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. CONTRACT TERM The contract is expected to be awarded on a five year basis unless terminated sooner. COMPENSATION AND METHOD OF PAYMENT County will process monthly invoices for payment within 30 days of receipt. Housing costs are generally expected to be based on fee for service rates inclusive of rent, maintenance and other operational direct and indirect costs to formulate a daily housing rate per client with move in and move out days each counting as a full day. Case management, mentoring services, and any other approved auxiliary services may be segregated from housing rates and shall be calculated at a monthly rate. Cost sharing with any other programs shall be allocated appropriately by consistent and supportable methodology. COOPERATIVE PURCHASING Not used for this solicitation. INSURANCE REQUIREMENTS The Proposer awarded a Contract as a result of this RFP will be required to provide the insurance described in Exhibit 2 of the Multnomah County Services Contract (Attachment 5). Exhibit 2 of the attached Sample Contract reflects the minimum insurance required of a Provider to provide this service. Additional insurance coverage may be required depending on the key features of service delivery chosen by the Provider. Final insurance requirements will be subject to negotiation between, and mutual agreement of, the parties prior to contract execution. JOINT PROPOSALS The County will consider joint proposals from new and existing suppliers. Joint proposals may take the form of partnerships, general contractor/subcontractor arrangements or entities formed by new and existing suppliers. If any such arrangement is proposed, a written memorandum of understanding between the parties must be submitted with the Proposal setting forth the business and service delivery agreements between the parties. MULTIPLE OR ALTERNATE PROPOSALS Multiple or alternate proposals shall not be accepted unless specifically provided for in this section. In the event alternate proposals are not accepted and a proposer submits alternate proposals, but clearly indicates a primary proposal, it shall be considered for award as though it were the only proposal submitted by the proposer. 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. 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. Proposer Representations and Certifications The Proposer must certify that they agree to the Proposers Representation and Certification terms in the Prerequisite page of the 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 a determination of non-responsiveness and may result in award to the next highest proposer. Proposers must be legal entities, currently registered to do business in the State of Oregon (per ORS 60.701). Proposers must submit verification that all insurance requirements are met.

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