60-63100-26-CP274_Sole Source Determination NMCEH.pdf.PDF

2026 Sole Source Form

STATE OF NEW MEXICO

SOLE SOURCE REQUEST AND DETERMINATION FORM

A sole source determination is not effective until the sole source request for determination has been posted for thirty (30) calendar days without Protest and subsequently approved in writing by the State Purchasing Agent. The foregoing requirement is regardless of whether the sole source request for determination has been signed by the Agency.

I. Name of Agency: New Mexico Department of Workforce Solutions Agency Chief Procurement Officer: Maria Garcia-Cunningham Telephone Number: 505-616-7114 Agency Contact for this request: Maria Garcia-Cunningham Email Address: maria.gcunningham@dws.nm.gov

II. Name of prospective Contractor: New Mexico Coalition to End Homelessness SHARE Vendor Number (must be active): 0000097085 Address of prospective Contractor: 440 Cerrillos Roead, Ste 4, Santa Fe NM 87501

Contact Name, Telephone Number and Email Address: Monet Silva, (505) 307-8468 Amount of pr ospective $850,000.00

Estimated tax amount $0

III. Term of prospective contract: One year Note: Please refer to §13-1-150 for contract term limits.

If this is an amendment request to an existing contract, include current sole source posting number issued by SPD: 60-63100-25-CP476

IV. If this is a Sole Source for new or existing IT software licensing subscription(s), Agency is required to upload the Contractor’s draft Service Level Agreement (SLA) with the Sole Source online submission. Not Applicable

V. Agency is required to provide the detailed scope of work (or amendment) for this sole source. Scope of work must match the scope included in the services determination and Horizons declination.

CoC Planning Grant — Scope of Work

This Scope of Work describes the activities, deliverables, and responsibilities for a one-year CoC Planning Grant. Grant activities directly implement the System Improvement

Statement, operationalizing its commitments through concrete, time-bound work across five components.

Component A: Statewide CoC Coordination and Governance

The CoC Lead Agency will facilitate and strengthen coordinated governance across the statewide network, ensuring that all CoCs are aligned, informed, and operating with strong local leadership.

CoC Governance and Statewide Alignment

• Convene regular CoC governance meetings at the statewide, regional, and local level, including full membership, board/steering committee, and subcommittees

• Maintain and update CoC bylaws, membership agreements, and governance policies across all participating CoCs

• Develop and adopt a Statewide System Improvement Framework with common goals, definitions, and performance benchmarks shared across all CoCs

• Facilitate strategic planning sessions and a Statewide System Improvement Summit bringing together CoC leads, providers, housing developers, and state agency representatives

System Assessment and Written Standards

• Conduct a comprehensive statewide gaps analysis of housing and service capacity, with region-specific findings for rural, suburban, and urban CoCs

• Review and update each CoC’s Written Standards for eligibility, prioritization, and exit policies to align with Housing First principles and statewide benchmarks

• Develop a system improvement plan informed by assessment findings and adopted by CoC leadership

Lived Experience and Equity Integration

• Establish or maintain a Statewide Lived Experience Advisory Council to inform CoC planning and policy decisions

• Integrate racial equity analysis into all planning processes, with attention to disparities in system access and housing outcomes

• Facilitate community forums and public engagement sessions across regions

Component B: By Name List Development and Coordinated Entry Strengthening

A functioning, complete By Name List (BNL) is the foundation of a coordinated homeless response system. This component focuses on establishing and maintaining a statewide BNL infrastructure and strengthening Coordinated Entry processes across all CoCs.

By Name List Infrastructure

• Establish or strengthen a real-time By Name List in every CoC, integrated with the Awards HMIS platform and updated on a minimum weekly basis

• Develop statewide BNL standards including data elements, update frequency, case conferencing protocols, and housing prioritization criteria

• Train all CoC partner agencies on BNL participation, including outreach teams, shelter providers, and housing programs

• Produce monthly BNL reports for each CoC tracking the number of people identified, housed, and actively on the list by population subgroup

Coordinated Entry Strengthening

• Conduct a Coordinated Entry (CE) assessment in each CoC, reviewing access points, assessment tools, prioritization processes, and referral practices

• Update CE policies and procedures to ensure low-barrier access and equitable prioritization, with particular attention to rural access points

• Facilitate regular case conferencing and housing placement meetings anchored to the BNL in each region

• Develop cross-CoC referral protocols to support housing placement when resources exist in one region for a person originating in another

Component C: HMIS Data Quality and Statewide Data Infrastructure

The CoC will utilize the Awards HMIS platform as the statewide data backbone. This component funds the procurement and implementation of the Awards database as well as a comprehensive data quality and utilization initiative across all partner agencies.

Awards HMIS Procurement and Implementation

• Procure and implement the Awards HMIS database statewide, including system configuration, data migration, and initial user setup across all CoCs

• Establish HMIS participation agreements with all CoC partner agencies and ensure compliance with HUD data standards

• Develop and maintain a statewide HMIS help desk and peer support network for data leads

Data Quality Improvement

• Conduct a baseline HMIS data quality assessment across all contributing organizations, with region-specific reports

• Develop individualized data quality improvement plans for agencies with identified gaps in completeness, timeliness, or accuracy

• Monitor data quality quarterly and publish progress reports against established benchmarks

Data Utilization and Statewide Reporting

• Produce a Statewide Homelessness Data Dashboard aggregating key performance indicators across all CoCs, updated quarterly

• Develop racial equity data analysis protocols to identify and address disparities in system access and housing outcomes

• Complete all federally required data submissions including AHAR, APR, and System Performance Measures for all CoC-funded programs

Component D: Partner Technical Assistance, Training, and Regional CoC Hub Development

Building a stronger statewide system requires investing in the organizations and people who deliver it. These component funds targeted technical assistance, professional development, and the strengthening of Regional CoC Hubs as the connective tissue between state leadership and local communities.

Regional CoC Hub Strengthening

• Designate and resource Regional CoC Hubs in each area of the state, with dedicated staff responsible for coordinating planning, TA delivery, and data quality support at the regional level

• Conduct regional needs assessments in each hub area, with distinct analyses for rural, suburban, and urban sub-regions to ensure that the unique challenges of smaller and more isolated communities are fully understood and addressed

• Facilitate quarterly Regional Hub Convenings bringing together local CoC leads, providers, and housing partners to share data, problem-solve, and align on regional priorities

• Develop a Rural Homelessness Action Plan within each rural-serving hub region, identifying specific gaps in outreach, shelter, and housing resources and strategies to address them

• Ensure that rural CoC partners have equitable access to TA, training, and system improvement resources, including virtual and on-site support options

Technical Assistance Delivery

• Survey all CoC partner agencies to assess organizational capacity, staffing levels, program model fidelity, and TA needs

• Provide individualized TA to partner agencies on program compliance, Housing First implementation, coordinated entry participation, HMIS data quality, and trauma-informed care

• Facilitate peer learning cohorts organized by provider type, with separate tracks for rural providers, shelter operators, housing developers, and outreach teams

• Deliver TA to agencies transitioning to Housing First models, including support for policy revision, staff training, and outcome tracking

Professional Development and Training

• Host a minimum of six professional development training events throughout the year, with at least two delivered in rural regions

• Training topics to include Housing First and low-barrier practices, Coordinated Entry and By Name List participation, HMIS data entry and utilization, Motivational Interviewing and trauma-informed approaches, Fair Housing and program compliance, Cultural humility and equitable service delivery, Grant writing and funding diversification

• Facilitate access to external training opportunities, national webinars, and conferences for partner staff across all regions

• Develop and maintain a statewide CoC resource library of tools, templates, policies, and best practices accessible to all partners

Component E: Elected Official Engagement and Policy Partnerships

A sustainable, well-resourced homeless response system requires genuine partnership with elected officials at every level of government. This component builds the infrastructure for ongoing, data-informed engagement with policymakers to secure the political will and public investment this work requires.

Elected Official Engagement Strategy

• Develop a comprehensive Statewide Elected Official Engagement Strategy, with tailored briefings, data summaries, and one-pagers for city councilors, county commissioners, state legislators, and federal delegation members

• Create a standing elected official briefing series, delivered quarterly, presenting current system performance data, BNL updates, housing outcome trends, and the impact of federal funding changes on local communities

• Assign Regional CoC Hub staff as primary relationship leads for elected officials within their regions, ensuring consistent and localized engagement

• Develop a CoC Elected Official Toolkit including fact sheets, talking points, constituent impact stories, and data visualizations that elected officials can use in their own communications

Legislative and Policy Engagement

• Convene an annual Statewide Legislative Forum bringing CoC leaders, service providers, and people with lived experience together with state legislators to present data and advocate for sustained investment

• Develop a statewide policy agenda for the next legislative cycle, informed by system assessment findings, partner input, and BNL data

• Track and respond to state and federal legislative developments affecting homeless assistance funding, with rapid-response capacity to mobilize partners and communicate impact to elected officials

• Publish a year-end State of the Homeless Response System Report documenting system performance, investment levels, and legislative priorities, distributed to all elected officials statewide

PART III

Statewide Rollout Plan

The following plan sequences grant activities across four phases over the 12-month period.

Each phase builds on the last. Regional CoC Hubs lead local implementation; the State CoC Lead provides coordination, resources, and accountability.

Phase 1 Months 1–

Phase 2 Months 3–6

Phase 3 Months 6–9

Phase 4 Months 9–12

Assessment

Alignment

Infrastructure & Data

Implementation

& TA

Policy & Sustainability

Convene partners, assess the system, launch regional hubs

Deploy Awards HMIS, establish BNL, produce statewide baseline

Roll out TA, training, and system changes in every region

Engage elected officials, publish findings, lock in sustainability

Phase

Months 1–3

Assessment and Statewide Alignment Establish the foundation: convene partners, launch Regional CoC Hubs, conduct statewide system assessment, and begin partner needs surveys.

Convene Statewide System Improvement Summit with CoC leads, providers, and state agency partners Launch or strengthen Regional CoC Hubs in each area of the state; hire or designate hub coordinators Conduct statewide system assessment including governance review, data quality audit, CE evaluation, and capacity gaps analysis by region Administer partner needs assessment survey across all CoCs Establish the Statewide Lived Experience Advisory Council Begin Awards HMIS procurement process and finalize vendor contract

Months 3–6

Data Infrastructure and By Name List Launch Deploy the Awards HMIS platform statewide, establish By Name List infrastructure in every CoC, and produce the statewide data baseline.

• Complete Awards HMIS onboarding for all CoC partner agencies; launch statewide help desk

• Issue HMIS data quality improvement plans to all CoCs with identified gaps

• Establish real-time By Name List in every CoC; deliver BNL training to all outreach, shelter, and housing partners

• Launch monthly BNL reporting for each region

• Publish Statewide Homelessness Baseline Report with regional breakdowns for rural and urban areas

• Deliver first round of professional development trainings (minimum two events, at least one in a rural region)

Months 6–9

Implementation and Technical Assistance Rollout Translate assessment findings into practice changes. Deploy regional TA teams, deliver professional development, and begin elected official engagement.

• Deploy Regional Hub TA teams to each CoC with individualized support plans based on Phase 1 assessment

• Host regional professional development institutes in each hub area, including rural-specific sessions

• Support each CoC in updating Written Standards, CE protocols, and BNL case conferencing practices

• Facilitate peer learning cohorts by provider type across all regions

• Launch elected official briefing series; deliver first round of briefings to local and state officials in each region

• Publish mid-year data dashboard and progress report; adjust TA plans based on findings

Months 9–12

Policy Engagement and Long-Term Sustainability Secure lasting political and financial commitments. Publish year-end findings, convene the legislative forum, and build the infrastructure for sustained system improvement.

• Convene Statewide Legislative Forum with CoC leaders, providers, lived experience voices, and state legislators

• Finalize and disseminate statewide policy agenda for the next legislative cycle

• Publish year-end State of the Homeless Response System Report and distribute to all elected officials statewide

• Complete all federal data submissions (AHAR, APR, System Performance

Measures)

• Establish permanent Statewide System Improvement Learning Collaborative to sustain cross-CoC coordination beyond the grant period

• Develop multi-year funding strategy to sustain HMIS infrastructure, Regional

Hub operations, and partner development activities

PART IV

Deliverables, Performance Measures, and Budget

Key Deliverables by Quarter

Qtr Deliverable Lead

Q1 Statewide System Improvement Summit convened; Regional CoC Hubs launched

State CoC Lead

Q1 System assessment and partner needs survey completed; statewide framework adopted

State CoC Lead

Q1–

Awards HMIS contract executed; all partner agencies onboarded

HMIS Lead

Q2 By Name List established in every CoC; monthly BNL reporting launched

Regional Hubs

Q2 Statewide Homelessness Baseline Report published with rural/urban breakdowns

HMIS Lead

Q2–

Minimum four professional development training events held; at least two in rural regions

Regional Hubs

Q3 Individualized TA delivered to 100% of CoCs with identified needs

Regional Hubs

Q3 Written Standards and CE protocols updated across all CoCs

CoC Leads

Q3 First round of elected official briefings completed in all regions

Regional Hubs

Q4 Statewide Legislative Forum convened; policy agenda finalized and disseminated

State CoC Lead

Q4 AHAR, APR, and all federal data submissions completed

HMIS Lead

Q4 Year-end State of the System Report published and distributed to all elected officials

State CoC Lead

Q4 System Improvement Learning Collaborative established; multi-year funding strategy developed

State CoC Lead

VI. Provide a detailed explanation of the criteria developed and specified by the agency as necessary to perform and/or fulfill the contract and upon which the state agency reviewed available sources. (Do not use “technical jargon;” use plain English. Do not tailor the criteria simply to exclude other contractors if it is not rationally related to the purpose of the contract.)

To determine whether any source other than the New Mexico Coalition to End Homelessness could perform the required services, the agency established and applied the following minimum criteria based on the contract's scope, objectives, and required deliverables:

1. Statewide Homeless System Governance Authority

The provider must have an established statewide role in coordinating and supporting New Mexico's homelessness response system, including the ability to work across multiple jurisdictions, regions, and service networks.

The provider must possess existing governance relationships and authority necessary to implement statewide initiatives and secure participation from regional stakeholders.

2. Continuum of Care (CoC) Administration and Coordination

The provider must have direct experience coordinating Continuums of Care and administering CoC planning, governance, performance management, and federal funding activities.

The provider must be capable of aligning regional activities with statewide priorities and federal requirements.

3. Operation of Coordinated Entry

The provider must have operational responsibility for Coordinated Entry and the authority to implement statewide improvements to assessment, referral, prioritization, and access processes.

The provider must be able to establish consistent practices across all participating regions and providers.

4. Statewide HMIS Administration and Data Authority

The provider must administer or possess authority over the statewide Homeless Management Information System (HMIS).

The provider must have the ability to modify system configuration, establish data standards, create custom data elements, implement reporting requirements, oversee data quality, and provide training and technical assistance to HMIS users statewide.

5. Capacity to Develop Statewide Data Infrastructure

The provider must be capable of developing and maintaining statewide data tools, including dashboards, by-name lists, service inventories, performance measures, and data-sharing frameworks.

The provider must have direct access to statewide homelessness data necessary to support analysis, planning, and reporting requirements.

6. Ability to Execute Cross-Jurisdictional Data-Sharing and Planning Activities

The provider must have existing relationships and agreements that enable secure data-sharing, coordinated planning, and implementation among state agencies, local governments, Continuums of Care, and service providers.

7. Alignment with Federal and State Requirements

The provider must demonstrate the ability to ensure compliance with U.S.

Department of Housing and Urban Development (HUD) requirements, Continuum of Care regulations, HMIS standards, and applicable state housing and homelessness policies.

The agency conducted market research to identify organizations that provide homelessness services, housing programs, planning assistance, data management, technical assistance, or related support within New Mexico. Available sources were evaluated against the criteria listed above.

The review determined that while several organizations possess expertise in individual areas such as direct service delivery, housing development, regional planning, research, or data analysis, none met all of the required criteria. Specifically, no other organization was found to simultaneously coordinate both Continuums of Care, operate the statewide Coordinated Entry system, administer the statewide HMIS, establish statewide data standards, oversee federal CoC funding processes, and maintain the governance authority necessary to implement uniform practices across all regions of New Mexico.

Based on the agency's evaluation, the New Mexico Coalition to End Homelessness was determined to be the only source capable of satisfying all required criteria and performing the complete scope of work without creating operational gaps, duplicative systems, governance conflicts, or disruptions to statewide homelessness response activities.

VII. Provide a detailed, sufficient explanation of the reasons, qualifications, proprietary rights or unique capabilities of the prospective contractor that makes their company the only source capable of providing the required professional service, general service, construction or item(s) of tangible personal property. (Please do not state the source is the “best” source or the “least costly” source. Those factors do not justify a “sole source.”)

Although other organizations in New Mexico provide homelessness-related services, technical assistance, data analysis, or regional planning support, no other entity possesses the statewide authority, operational responsibilities, and system-level infrastructure required to perform the full scope of work contemplated under this contract.

The New Mexico Coalition to End Homelessness serves as the coordinating entity for both New Mexico Continuums of Care and manages the annual Continuum of Care consolidated applications and associated federal funding allocations. Through these responsibilities, the Coalition maintains the statewide relationships, governance structures, and operational authority necessary to coordinate activities across multiple jurisdictions and regional hubs.

Other providers may operate within individual communities or service systems but do not have the authority to direct, align, or implement consistent practices across the statewide homelessness response system.

The Coalition is also the operator of New Mexico's Coordinated Entry system and administers the statewide Homeless Management Information System (HMIS). As a result, it is the only organization positioned to implement system-wide improvements to Coordinated Entry and HMIS. Other vendors do not have the authority or direct system access necessary to establish statewide data standards, modify required HMIS data elements, create custom fields, develop and maintain a real-time statewide by-name list, or provide uniform training and technical assistance to all participating HMIS users.

In addition, the scope of work requires activities that depend upon the Coalition's established governance role, including operating functions of the Balance of State

Continuum of Care, supporting participation by state representatives in Continuum governance, and implementing secure data-sharing agreements among participating entities. These responsibilities rely on existing governance structures, formal partnerships, and established relationships that cannot be transferred or replicated by another provider within the contract period. No alternative vendor possesses the authority to require consistent participation, adoption of standards, or compliance across all affected regions and stakeholders.

Awarding the work to multiple providers or an alternative organization would create significant risks to project success. Fragmented administration would likely result in inconsistent data standards, duplicative systems, uneven implementation across regions, and gaps in statewide coordination. Such fragmentation would undermine the development of statewide dashboards, by-name lists, service mapping, housing affordability analyses, and other deliverables that depend on a unified statewide framework. It would also increase the risk of delays, incomplete data, and failure to achieve required milestones.

Finally, the Coalition's role as Continuum of Care operator ensures ongoing alignment with federal U.S. Department of Housing and Urban Development (HUD) requirements and state housing priorities. The Coalition already coordinates project performance, data collection practices, funding strategies, and compliance activities across the statewide homelessness response system. Other providers do not perform this system-level coordination function and therefore cannot ensure that regional planning efforts, data reporting, and implementation activities remain aligned with federal and state requirements.

VIII. Provide a detailed, sufficient explanation of how the professional service, general service, construction or item(s) of tangible personal property is/are unique and how this uniqueness is substantially related to the intended purpose of the contract.

The Coalition is uniquely positioned to provide the services required under this contract because it serves as the sole statewide entity responsible for the coordination and administration of the homeless response system. Specifically, the Coalition holds the statewide operational role for Coordinated Entry, ensuring consistent assessment, referral, and access processes for individuals and families experiencing homelessness across all regions of the state. In addition, it coordinates and supports both Continuums of Care (CoCs), providing the governance, planning, and compliance oversight necessary to meet federal requirements and advance statewide homelessness strategies.

The Coalition also manages the annual Continuum of Care Program application process, including the development, submission, and administration of funding allocations from the U.S. Department of Housing and Urban Development. This responsibility requires extensive expertise in federal regulations, performance measurement, grant administration, and stakeholder coordination.

Furthermore, the Coalition operates and maintains the statewide Homeless Management Information System (HMIS), the federally required data collection and reporting platform used by homeless service providers. Through its management of HMIS, the Coalition serves as the central repository for homelessness data, system performance monitoring, reporting, and compliance activities.

Because these responsibilities are centralized within the Coalition and require specialized institutional knowledge, established statewide infrastructure, federal compliance expertise, and direct access to critical data systems, no other organization possesses the capacity, authority, or operational role necessary to perform the professional services required under this contract. As a result, the Coalition is the only source capable of delivering these services effectively and without disruption to statewide homeless response operations.

IX. Provide a narrative description of the agency’s due diligence in determining the basis for the procurement, including procedures used by the agency to conduct a review of available sources such as researching trade publications, industry newsletters and the internet;

contacting similar service providers; and reviewing the State Purchasing Divisions’ Statewide Price Agreements. Include a list of businesses contacted (do not state that no other businesses were contacted), date of contact, method of contact (telephone, mail, e-mail, other), and documentation demonstrating an explanation of why those businesses could not or would not, under any circumstances, perform the contract; or an explanation of why the agency has determined that no businesses other than the prospective contractor can perform the contract.

On September 2, 2025, market research was conducted to identify potential organizations capable of providing the services required under this contract. The research included a review of organizations involved in homelessness services, Continuum of Care administration, Coordinated Entry operations, HMIS administration, and statewide homeless system coordination within New Mexico.

The review determined that while various nonprofit organizations, local governments, and service providers deliver homelessness-related programs and may perform individual components of the required work, none possess the combination of statewide authority, operational responsibilities, infrastructure, and federally recognized roles necessary to fulfill the complete scope of services.

Specifically, the New Mexico Coalition to End Homelessness is the only organization that:

a. Serves as the statewide administrator and operational lead for Coordinated Entry;

b. Coordinates both New Mexico Continuums of Care and supports their governance, planning, and compliance functions;

c. Manages the annual Continuum of Care funding application process and allocation activities;

d. Operates and administers the statewide Homeless Management Information System

(HMIS);

e. Establishes and maintains statewide HMIS policies, standards, training, data quality protocols, and reporting requirements; and

f. Possesses direct access to and responsibility for the statewide data systems, stakeholder relationships, and federal compliance activities required to perform the contracted services.

No other known organization in New Mexico performs these functions on a statewide basis or maintains the institutional authority and operational capacity necessary to provide the required integrated services. Procuring these services from another entity would require the transfer of statewide responsibilities, systems administration functions, and governance structures that are currently vested in the New Mexico Coalition to End Homelessness and cannot be replicated without significant disruption to program operations, data integrity, federal reporting requirements, and continuity of services.

Based on the market research conducted, it was determined that the New Mexico Coalition to End Homelessness is the only responsible source capable of providing the specialized professional services required under this contract and that no reasonable alternative source exists that can satisfy the agency's requirements in their entirety.

Agency certifies this sole source submission complies with NMSA 1978, Sections 13-1-28 through 13-1-199, the New Mexico Administrative Code (NMAC) and Governmental Conduct Act, NMSA 1978, Sections 10-16-1 through 10-16-18.

Certified by: Date:____________________

Maria Garcia-Cunningham, ASD Deputy Director/ Chief Procurement Officer

Certifying Legal Sufficiency by: Date: ____________________

Gregory Lauer General Counsel

Agency Approval by: Date: ____________________

Sarita Nair Cabinet Secretary

APPROVED: Date:____________________

State Purchasing Agent

If this sole source is being submitted by a governmental agency or governmental entity not under the authority of the State Purchasing Agent, the State Purchasing Agent’s signature is not required. The signature line may be removed from this form or marked as N/A. Hard Copy Documentation for Courtesy Postings do not need to be submitted to SPD for approval.

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