2-26-084 Second Street Shelter RFP.pdf

Request for Proposal

RFP # 26-084

Request for Proposals for

Operator of Second Street Place Drop-In Shelter Providing Low-Barrier Shelter Services for Residents Experiencing Homelessness or Having a Housing Crisis

Located at 5010 Second Street

Wake County, North Carolina 301 S. McDowell Street

Raleigh, North Carolina 27602

Proposals are due September 3, 2026, before 3:00pm EST

Wake County Housing Affordability & Community Revitalization (Housing or HACR) seeks proposals from qualified nonprofit agencies to jointly plan the opening of a low barrier, drop-in homeless shelter for unsheltered individuals. The proposer should intend to operate, directly or in partnership, the facility located at 5010 Second Street in Raleigh, NC. The facility is expected to provide shelter seven (7) days per week and link guests to services helping them stabilize and move towards obtaining permanent housing.

A successful proposer will be able to provide operational services of the low-barrier shelter safely and timely, satisfy all local, State, and Federal requirements, and provide real time data, as needed.

1.1 Project Overview

“Low-barrier” shelter programs are defined as programs that run safely without requirements that either keep homeless individuals from entering the facility or that cause them to leave before they can find permanent housing. The “low-barrier” shelter model is essential to ending homelessness, creating an access point for hard-to-serve clients to connect with permanent housing and essential services.

The selected operator shall be responsible for managing and operating a low-barrier drop-in shelter that provides safe, short-term housing options for individuals experiencing homelessness. This shelter is designed to provide immediate, barrier-free access to shelter for individuals in need, ensuring that no one is turned away due to sobriety, income, or other common barriers to entry. The operator is expected to collaborate with local service providers and community partners to enable access to comprehensive services and maintain the shelter's operations with financial sustainability in mind.

The shelter serves as an initial and temporary place for homeless persons to stay as they are navigated to permanent housing. It will be an especially important access point for hard-to-serve clients with such conditions as serious and persistent mental illness as well as those with a primary diagnosis of substance dependence. The shelter operator shall handle all the operational aspects of the facility ensuring a safe, calm, and positive environment, including but not limited to:

Manage the physical operations of the property, including securing beds and other necessary fixtures, furniture, and equipment to serve the intended population.

Hire and maintain staff or contracted positions for all operational aspects of the facility, including appropriately trained front-line staff to work directly with homeless individuals, janitorial services, as well as coordinating volunteer workers as appropriate. On-site security will be managed and monitored by Wake County government.

Directly or via contracted partners, provide front line services to ensure assessment, case management, and basic stabilization of clients, and provide referrals for needed off-site services where appropriate.

Off-site services may include behavioral health assessment and treatment.

Coordinate any onsite services directly or via partners who may be able to provide assessment, case management, basic stabilization for clients and referrals, along with additional services like mental health and substance abuse treatment.

The shelter operator shall provide experienced leadership, management, and front-line staff trained in assertive engagement techniques designed to motivate the most vulnerable and toughest to house homeless individuals.

The operator shall provide residential monitors and capacity for working with vulnerable populations.

1 Introduction

1.2 Description of the Facility and Capital Needs

The facility to be operated as a drop-in, low-barrier shelter is located at 5010 Second Street, Raleigh, North Carolina 27609. The facility is a former AT&T server building, and totals 9,300 square feet. The building is surrounded primarily by industrial and commercial business and is located in close proximity to two GoRaleigh bus lines. Wake County Facilities, Design & Construction facilitated structural and environmental evaluations of the property. Surveys, appraisals, and other due diligence items are available upon request.

1.3 Program Configuration Minimum Requirements and Outcome Benchmarks

The primary goal of this program is to provide safe shelter and voluntary stabilization services for individuals who are unsheltered, while they await entry into an appropriate housing option. Most clients served will be chronically homeless and unsheltered homeless as defined by the U.S. Department of Housing and Urban Development (HUD). However, the shelter is also meant to accommodate other populations of homeless individuals.

The shelter operator shall abide by criteria for low barrier shelter admission, which includes that the client:

Is homeless (living in places not meant for human habitation or emergency shelter).

Is age 18 or older.

Agrees to treat neighborhood and neighbors with respect.

Agrees to be nonviolent.

Agrees not to use or sell drugs or illegal substances or consume alcohol on the premises.

Agrees not to carry weapons on the premises.

Agrees to treat other clients, staff and the property with respect.

Agrees to obey fire and other safety regulations.

Admission Criteria not consistent with low-barrier shelter management, and shall be prohibited:

Requirement of sobriety and/or commitment for clients to be drug free Requirement to take medication if the client has a mental illness Participation in religious services or activities Participation in drug treatment services (including NA/AA) Proof of citizenship Confirmation of identification Payment or ability to pay for admission to the shelter (though saving plans for clients are encouraged)

As the Shelter Operator, expectations for provision of shelter operations, services, and coordination include:

Operation Expectations o Low-Barrier Environment: Shelters should reduce entry requirements to the minimum necessary for safety, ensuring accessibility for all guests.

o Trauma-Informed Approaches: Implement trauma-informed care practices to create a supportive and understanding environment for guests.

o Community Building: Use shared agreements and community-building activities to foster a sense of belonging and mutual respect among guests.

Operational Standards o 7 days per week Availability: The shelter must operate on a night-by-night basis, adjusting opening and closing times to support white flag season, when appropriate.

o Emergency Access: Offer same-day and after-hours emergency shelter access on a night-by-night basis.

o Service Engagement: Actively engage with guests to provide services and support that align with Bridge to Home model principles, regardless of their length of stay.

o Secure Facility: The shelter must have security on-site at all times when guests are present to ensure the safety of the shelter space and surrounding community.

Service Delivery Approaches o Housing First and Harm Reduction: Align shelter operations with Housing First and Harm Reduction principles, ensuring services are client-centered and aim to reduce harm.

o Community Partnerships: The shelter operator is expected to develop partnerships with local organizations to bring resources to the shelter, offer supportive services, and to sustain positive relationships with the surrounding community. Partnerships to consider but are not limited to food security, behavioral health, workforce development, faith-based communities, supports for guests with pets, and health and human services.

Progressive Engagement: Adopt a phased, client-centered approach to service delivery, respecting guests' autonomy and readiness to engage with services.

o Client-Centered Approach: Tailor services to meet each individual's unique needs and comfort level.

o Phased Process: Gradually introduce services based on guests' readiness and willingness to engage.

o Decision-Making Power: Empower guests by returning decision-making power to them.

Assertive Engagement: Employ a proactive approach to service delivery, actively reaching out and following up with guests to ensure they receive necessary support.

o Proactive Stance: Emphasize outreach and direct intervention to stabilize individuals quickly.

o Persistent Follow-Up: Maintain regular follow-up to connect guests with needed services.

Data to Measure Performance o All direct service staff and client facing administration are required to obtain an HMIS license and adhere to data quality standards.

o Data is measured and reviewed by necessary staff on a weekly, monthly, quarterly, and annual basis to assess and improve program administration and service delivery.

o Data to evaluate the effectiveness of services includes percentage of exits to permanent housing (including completed move-in dates), average length of stay in shelter, and returns to homelessness.

1.4 Integration of Bridge to Home Model

The Bridge to Home Program submits that a right-sized homeless service system, equipped with the best available data, resources, and funding will effectively end homelessness. A key requirement of the Second Street Shelter operator is that the Bridge to Home Model is integrated into the service delivery of programming. The Bridge to Home model established seven (7) service pillars to provide a new, comprehensive service model:

Flexible Financial Assistance: Flexible financial assistance reduces housing barriers and supports a wide array of paths to permanent housing, outside of traditional and limited permanent housing programs. Paths to permanent housing include assistance to reunify with family, paying a security deposit and first month's rent for a new unit or covering a hotel stay while transitioning into permanent housing. Flexible financial support means less people entering the homelessness system and more people exiting homelessness quickly.

Comprehensive Case Management: High case manager-to-client ratios lead to insufficient support for those experiencing homelessness. The network of services is robust, but complex.

B2H provides funding for a housing-focused case management ratio of no more than 1:25.

Comprehensive Case Management requires frequent and persistent case management interactions, service plans with defined housing goals, and referrals to appropriate and proportional resources.

Housing Navigation: Housing Navigators collaborate with the Landlord Engagement Unit (LEU) to identify available and affordable units while supporting clients through the housing search, application and lease signing process. Housing Navigators are skilled in landlord/tenant mediation and serve as a point of contact when a client is placed in permanent housing for the tenant and landlord, alike.

Access to Benefits: To advance health equity and access among people experiencing homelessness, B2H embeds specially trained staff. This includes SOAR-certified staff, to facilitate client access to mainstream benefits like Social Security Income/Social Security Disability Income (SSI/SSDI). Staff also facilitate access to personal documents critical to the housing search process, including a state-issued ID, birth certificates, social security cards, etc.

Healthcare Assistance: Through B2H, agencies embed staff capacity to connect clients to healthcare services prescription payment assistance, and education on managing chronic health conditions or access to health insurance.

Transportation: The provision of transportation is vital to connecting clients permanent housing solutions. With reliable, no-cost access to transportation, clients can also meet appointment obligations like doctor’s appointments and job interviews that advance housing stability.

Permanent Home Furnishings: Home furnishings are offered to clients exiting homelessness into permanent housing at no cost to the client, ensuring their new house feels like home and has all the necessary furnishings to live independently.

1.5 Additional Proposer Requirements

Fully participate in electronic case management documentation and outcome data tracking through the Homeless Management Information System (HMIS).

Participate as required in the Coordinated Entry system as set for in the Wake Coordinated Entry Written Standards to determine appropriate interventions.

Meet all stated deadlines and achieve outcomes at a consistent rate so funds are reimbursed at a rate commensurate with the grant year (i.e., one-quarter of budget expended, and outcomes achieved by the completion of the first quarter of grant period, two-quarters of budget expended, and outcomes achieved by completion of second quarter, etc.)

Participate and be an active member in the Raleigh/Wake County Continuum of Care (NC 507).

2.1 Selection Participants

The County has established a team of staff to evaluate vendor responses. This team of employees will be responsible for the evaluation and rating of the proposals and conducting interviews.

2.2 Evaluation of Proposals

Proposals will be evaluated based on the criteria listed below.

(a) Experience and Programmatic Capacity of Proposing Entity

(b) Quality of Operations Plan

(c) Financial capacity of organization and consideration of leveraged resources

(d) Quality of current data collection practices

(e) Incorporation of Lived Expertise

(f) Community Partnerships

(g) Alignment with Bridge to Home model

(h) Total Cost for Services including leveraged resources

(i) Demonstration of Staffing Plan

Respondents to the Operator of Low-Barrier Drop-In Shelter request for proposal must submit a detailed proposal, demonstrating the knowledge, skills, and abilities they possess for successful operation of the Drop-In Shelter. The proposal must include content sections as outlined below:

A. Cover Letter with Legal Name of Organization, Street Address (include city and zip code), Mailing Address, Phone Number, Federal Tax ID #, DUNS Number, Website, Primary Contact Person and Title, Phone Number an Email of Primary Contact Person, signed and dated.

B. Complete Proposal Narrative to include a detailed plan to operationalize programming.

C. Sample of Policies and Procedures currently in use to be augmented for proposed program activities.

D. Organization Overview (Provide an overview of your organization: the work the organization does and the population it serves; number of years in business; number of years as 501c3; and the number of years implementing the project compatible with the work sought in the RFP).

E. Organizational History of Agency and Mission Statement to include: IRS 501 (c) (3) tax determination letter, Articles of Incorporation and By-laws, List of current Board of Directors, with mailing addresses, terms, and roles, Conflict of Interest Policy (include who must read/sign policy), Copies of the three most recent board meeting minutes, including the board authorization to submit this proposal.

F. Relevant Experience (Regarding experience in implementing similar programs as outlined in this RFP).

G. Operations Plan (Provide a detailed operation plan on how each of the core components of the Drop-In Shelter will be carried out inclusive of Housing Placement and Diversion Services, Stabilization Services, Community Enhancement, and Services Coordination).

2 Evaluation Criteria

3 Detailed Submittal Instructions

H. Current Year Operating Budget and Most Recent Audited Financial Statements (including audit and management letters). Financial capacity of organization and consideration of leveraged resources (audited financial statements, a balance sheet, or proof of secured funding. Leveraged resources can be outlined by detailing in-kind contributions, grants, partnerships, and/or a fundraising campaign that the proposer intends to launch to support operations of the drop-in shelter.

I. Quality of current data collection practices (Describe the current databases your agency uses for program level data collection and describe how each database is utilized as well as current strategy to monitor data quality).

J. Lived Expertise (Describe how your program has and will continue to actively solicit, honor, and utilize input from the voices of those most affected by your services, program participants, and individuals with lived expertise).

K. Community Partnerships (Describe how your agency will partner with other agencies who provide services needed by the target population at Second Street).

L. Describe how your plan will align with the Bridge to Home model, incorporating the 7 pillars of the program model to the extent possible.

M. Include a full budget to include all calculation, leverage revenue amounts and funding sources, agency cash and in-kind sources, and funding requested from Wake County to operationalize the described plan.

N. Staffing plan to includes resumes of full-time staff, part-time staff, and security personnel (security personnel must be on-site at all times in which guests are present. There’s an expectation to secure the facility and perimeter of the building and operate as support to neighbors in need of appropriate assistance.) It is required that the staffing plan include social workers, to ensure employees are equipped to help guests navigate housing resources.

Estimated Schedule

RFP Process Date and Time

RFP Advertisement Date August 4, 2026

Deadline for Questions August 13, 2026, no later than 5PM EST in the WC Bonfire Portal.

Response to Questions August 17, 2026

Proposal Due Date and Time September 3, 2026, no later than 3PM EST in the WC Bonfire Portal.

Evaluation of Proposals/Vendor Selection September 2026

Begin Shelter operations November 2026