Attachment_3_RFP_SGC26005_Proposed_Agreement_SOW.pdf

2. The term of this Agreement is:

TBD

Request for Proposal TCC & CRC TA

RFP #: SGC26005

EXHIBIT A – SCOPE OF WORK

A. Background The California Strategic Growth Council (SGC) is a cabinet-level committee that is tasked with coordinating and collaboratively working with public agencies, communities, and stakeholders to achieve sustainability, equity, economic prosperity, and quality of life for all Californians.

The Transformative Climate Communities (TCC) Program is administered by SGC and implemented by the Department of Conservation (DOC). The TCC Program furthers the purposes of AB 32 (Nunez, Chapter 488, Statutes of 2006) and AB 2722 (Burke, Chapter 371, Statutes of 2016) by funding projects that reduce greenhouse gas (GHG) emissions through the development and implementation of neighborhood-level transformative climate community plans that include multiple, coordinated GHG emissions reduction projects that provide local economic, environmental, and health benefits to disadvantaged communities. Funding for this round, Round 6 of the TCC Program is provided by the Safe Drinking Water, Wildfire Prevention, Drought Preparedness, and Clean Air Bond Act of 2024 commonly known as the “Climate Bond.” Previous rounds of funding for the TCC Program were provided by the General Fund (Round 4 &

5) and by the Greenhouse Gas Reduction Fund (GGRF) (Round 1-3).

The Community Resilience Centers (CRC) Program is administered by SGC. SB 155 (2021) created the CRC Program with funding for new construction and upgrades of neighborhood-level resilience centers to provide shelter and resources during climate and other emergencies. The CRC Program also funds ongoing year-round community services and programs, such as food distribution and workforce development training, that build overall community resilience. The Climate Bond also provides funding for Round 2 of the CRC Program. Round 1 was previously funded by the General Fund.

TCC and CRC allocate investments that support climate resilience, public health, and well-being of all Californians. Implementation Technical Assistance will support TCC and CRC grantees to meaningfully access and administer program funds in the communities they serve. Technical assistance in grant administration aims to empower grantees, while building trust between communities, grantees, the Technical Assistance Provider, and the State. To learn more about the core principles of SGC’s technical assistance initiatives, visit https://sgc.ca.gov/technical-assistance/toolkit/core-principles/.

TCC will award Planning Grants of up to $300,000 each (2-year grant term), Project Development Grants of up to $5 million each (2-year grant term), and Implementation Grants of up to $27.5 million each (6-year grant term). CRC will award Planning Grants of up to $500,000 each (2-year grant term) and Implementation Grants of up to $10 million each (6-year grant term).

https://sgc.ca.gov/technical-assistance/toolkit/core-principles/

All applicants selected for award will go through a Post-Award Consultation (PAC) Process (3-6 months for Planning Grants and Project Development Grants and 2-3 months for Implementation Grants), then execute a grant agreement with SGC and begin their grant term (Figure 1). Implementation Grantees will then begin a Pre-Development Phase during which they must complete Pre- Development Requirements prior to entering the Implementation Phase. For TCC, the Pre-Development Phase will last 9 months, followed by a 3-month administrative transition to the Implementation Phase, a 4-year Implementation Phase, and a 1-year Evaluation Phase. Similarly, CRC Implementation Grantees will have approximately 9 months to complete Pre-Development Requirements, followed by a 3-month administrative transition to the Implementation Phase, a 4-year Implementation Phase and a 1-year Evaluation Phase. For a full description of the TCC and CRC Programs, read the Program Guidelines and Notices of Funding Availability available at https://sgc.ca.gov/grant-programs/tcc/round-6/ and https://sgc.ca.gov/grant-programs/crc/application/.

FIGURE 1: TCC & CRC IMPLEMENTATION GRANT APPROXIMATE TIMELINE

TCC and CRC Grantee Teams are made up of one Lead Grantee and several Partner (subrecipient) organizations. TCC Planning Grants and Project Development Grants typically have 2-6 Partners in each Grantee Team. TCC Implementation Grants typically have 6-10 Partners in each Grantee Team. CRC Planning Grants typically have 1-4 Partners and CRC Implementation Grants typically have 2-6. For both programs, the Lead Grantee has the sole contractual relationship with SGC and is ultimately responsible for successful execution of the grant. An example of a partnership structure can be seen below in Figure 2.

Each TCC Implementation Grant must include at least 3 Projects. Each Project must fall under one of the 13 TCC Strategies (Figure 3). Each Project is led by an organization serving as a Project Lead, who may be the Lead Grantee or a Partner. Most TCC Implementation Grants have 6-12 Projects. Project Leads may lead multiple Projects. Each TCC Implementation Grant also includes three funded Transformative Plans, each led by a Plan Lead who is the Lead Grantee or a Partner. The TCC Transformative Plans are the Community Engagement Plan, Displacement Avoidance Plan, and Workforce Development and Economic Opportunities Plan. There may be Partners who do not serve as a Project Lead or Plan Lead and instead have a supporting role for one or more Projects or Plans.

https://sgc.ca.gov/grant-programs/tcc/round-6/ https://sgc.ca.gov/grant-programs/crc/application/

CRC Implementation Grants are smaller in scope than TCC. They involve retrofits of an existing building or new construction of a Community Resilience Center. Each CRC Implementation Grant must include at least 4 Implementation Grant Strategies which are reflected through the CRC design and programs and services offered at the CRC Facility or a Partner Site (if applicable). Some Projects also involve capital improvements to campus amenities or Partner Sites.

Each Project also has a significant community engagement component reflected through the Collaborative Governance Structure (CGS) and Community Engagement Plan (CEP). CRC Implementation Grantees must develop an Emergency Plan and Community Resilience Plan for their Projects.

FIGURE 2: TCC PROJECT DEVELOPMENT GRANT AND IMPLEMENTATION GRANT

PARTNERSHIP STRUCTURE

FIGURE 3: TCC IMPLEMENTATION GRANT STRUCTURE

B. Purpose and Goals SGC intends to provide Implementation Technical Assistance to TCC Round 6 Grantee Teams and CRC Round 2 Grantee Teams to build capacity and assist them in implementing their grant-funded work. Goals of Implementation Technical Assistance include:

• Guiding TCC and CRC Grantee Teams to successfully complete all funded work, meet all Pre-Development Requirements by the end of the Pre-Development Phase (Implementation Grants only), and meet all Program requirements prior to and during the grant term

• Building Grantee Teams’ capacity related to grant management and project implementation to serve them during the TCC/CRC grant term and beyond

• Providing technical assistance services that are tailored to the unique needs and context of each Grantee Team

• Assisting Grantee Teams in expanding their knowledge and abilities related to climate resilience and sustainable community development

• Fostering connection and knowledge-sharing between Grantee Teams

C. Minimum Qualifications Minimum Qualifications:

• Previous experience managing the delivery of technical assistance services or directly providing technical assistance services in project development or implementation and/or grant administration for state, federal, or other similar grants

Desired Knowledge and Qualifications:

• Meaningful experience working with California Native American Tribes, including established tribal relationships, prior tribal employment or technical assistance, and lived experience as a tribal-identifying person and/or enrolled tribal citizen or demonstrated cultural competency.

• Ability and willingness to travel to meet with Grantee Teams in person

• Empathy, emotional intelligence, and ability to receive feedback and revise practices as needed

• Commitment to relationship and trust-building with tribes, as well as ability to balance project expertise while respecting tribal knowledge

• Relevant knowledge and prior experience to support Grantee Teams developing and implementing Projects under all Project Types in all TCC Strategies (see Appendix B of the TCC Guidelines for details) o Affordable housing o Land acquisition for affordable housing and community-serving facilities o Tribal land management o Community Land Trusts o Transportation o Energy efficiency, appliance electrification, and solar installation o Water efficiency o Recycling, composting, and waste reduction o Urban greening and green infrastructure o Food access o Extreme weather o Indoor air quality o Community microgrids o Brownfield redevelopment

• Knowledge and experience supporting the development and implementation of TCC’s Transformative Plans (Section 7 of the TCC Guidelines) including:

o Displacement avoidance o Workforce development and economic opportunities o Community engagement

• Knowledge and experience supporting the development and implementation of projects aligned with CRC Strategies and Plans (Sections 5.3 and 5.4 of the CRC Guidelines), including:

o Energy resilience o Water resilience o Air quality and public health o Nature-based solutions and food security o Emergency preparedness and critical communications o Mobility and access o Workforce development, education, training, and economic resilience o CRC Emergency Plan and Community Resilience Plan

• Experience working with rural and disadvantaged unincorporated communities with environmental infrastructure development, including water supply and wastewater infrastructure

• Experience working with coalitions or involvement in grassroots, community-centered collaborative processes, similar to the Collaborative Governance Structures required for both TCC and CRC Programs

• Experience quantifying greenhouse gas (GHG) emissions reductions

• Ability to assist organizations with developing and managing budgets, including establishing justified indirect cost rates and developing fiscal management practices to manage grants from State and/or Federal funding sources

• At least three (3) years of experience with the following:

o Direct experience working with under-resourced, unincorporated, rural, or tribal communities in California o Developing and managing budgets, work plans, and timelines for infrastructure projects o Implementing or supporting all phases of capital project development in California, including planning, permitting, and construction o Urban planning and community development o Serving as a project manager for complex projects involving multiple implementing organizations (including subcontractors) o Coordinating public, private, and non-profit organizations or serving as a project manager with such entities o Developing and implementing programs that offer technical assistance, peer learning, and/or leadership development, which must include capacity-building technical assistance o Setting up workflows for and conducting data management, tracking, and reporting o Supporting and facilitating meaningful cross-sector relationships

D. Location of Services The Contractor will perform services during the Governor’s Office of Land Use and Climate Innovation (LCI)’s normal business hours of 8:00 AM to 5:00 PM PST, Monday through Friday, excluding State holidays.

The Contractor may provide services remotely at a location approved by the Contract Manager.

With written consent from LCI’s Contract Manager or their designee, the Contractor may provide services after hours, on weekends, or on holidays.

The Contractor Team should be able to provide occasional in-person Implementation Technical Assistance throughout California depending on the needs and preferences of the Grantee Teams. SGC must pre-approve Contractor Team travel prior to the Contractor Team incurring any travel costs.

E. Term of Agreement The term of this Agreement will commence upon approval by DGS or on March 1, 2027, whichever date occurs later, and will remain in effect until September 30, 2032.

The Contractor shall not be authorized to commence performance of services or deliver goods described in this Agreement prior to the start date, and with the written notice from the LCI Contracts Officer that work can begin. Any performance of services or delivery of goods commenced prior to the start date shall be considered gratuitous on the part of the Contractor.

https://www.calhr.ca.gov/employees/Pages/state-holidays.aspx

The remainder of this page was intentionally left blank.

F. Cost The maximum amount of this project shall not exceed a total of $3,050,000.00 [three million and fifty thousand dollars].

The budget for Task 1 and Task 3 and associated travel shall not exceed

$2,000,000.00 [two million dollars].

The budget for Task 2 and associated travel shall not exceed

$1,050,000.00 [one million and fifty thousand dollars].

G. Project Representatives All inquiries during the term of this Agreement will be directed to the project representatives listed below.

Organization: Governor’s Office of Land Use and Climate Innovation Contractor

Role: Contract Manager Contract Manager

Name: Nicole Cartwright

Address: 1400 Tenth Street Sacramento, CA 95814

Phone: (279) 228-6081

Email: nicole.cartwright@sgc.ca.gov

H. Scope of Work

1. Services to be Provided

The Contractor Team refers to the Contractor and its Subcontractors.

For the purposes of this contract, “SGC” and “SGC staff” shall refer to employees of the Strategic Growth Council and “TCC staff” includes employees of the Department of Conservation (DOC) who are contracted to implement the TCC Program in partnership with SGC.

All materials developed by the Contractor Team shall be ADA compliant, unless otherwise decided on by SGC.

In accordance with SGC’s desire to meet the need of Grantee Teams and provide efficient, effective, adaptable TA services, SGC may accept slight modifications to the services and deliverables listed here as long as the deliverables and services provide equivalent or greater value, are consistent with all contract requirements, and meet the same intent and outcome as the service or deliverable described here.

See Subtask 1.5 and Subtask 2.5 for more information.

The Contractor Team shall support both Lead Grantees and their Partners. The Contractor Team should include the Lead Grantee on all communications to Partners.

The Contractor Team shall provide TA for both the TCC and CRC Programs through a single contract but will generally administer TA for each Program separately. The Contractor Team shall have separate check-ins with TCC staff and CRC staff, except in cases where it is most efficient to meet with both Programs together.

Unless otherwise stated, all deliverables must be submitted separately for each Program, even when the same deliverable applies to both Programs. For example, the Contractor will submit a TCC Grantee TA Tracker under Subtask 1.2 and a CRC Grantee TA Tracker under Subtask 2.2. The Contractor Team shall coordinate internally to ensure efficiency and cost savings where possible, such as sharing resources, templates, and processes between programs. On invoices, the Contractor Team shall bill at the Task level, with TCC costs billed to Tasks 1 and 3 and CRC costs billed to Task 2. The two TA Programs are similar but are not identical.

Contractor Teams shall respond to communications from Grantee Teams, SGC staff, and DOC staff within two business days.

The Contractor Team shall be flexible, adaptable, and willing to adjust to changing circumstances and needs. Throughout all direct TA work, the Contractor Team shall strive to build trust with Grantee Teams and support grantee leadership development.

The Contractor Team shall consider the unique status of tribes and shall respect tribal sovereignty, including data sovereignty, in all aspects of TA provision. To the extent possible, Contractor Team staff who are working directly with Tribal Grantee Teams should have extensive prior experience working effectively with tribes, as described in the Desired Qualifications section above.

All materials produced under this contract may be subject to the California Public Records Act (California Government Code § 7920 et sec.) and may be publicly released pursuant to a properly filed public records request. Unless specifically excepted, all materials produced under this agreement shall be the property of SGC.

Task 1: TCC Technical Assistance For TCC, the Contractor Team shall be prepared to provide individualized support to all TCC Round 6 Grantee Teams as awarded in Spring 2027; approximately 3-4 Implementation Grantee Teams, 3-6 Project Development Grantee Teams, and 3-4 Planning Grantee Teams. Exact number of Grantee Teams will be determined by SGC Council awards in Spring 2027. See Table 1 below for recommended numbers of Grantee Teams and technical assistance hours per Grantee Team to use for budgeting purposes.

If the final number of Grantee Teams is outside of the ranges above, the Contractor Team and SGC will adjust the Contractor Work Plan so that the Contractor Team can serve all Grantee Teams. No additional budget will be available if the number of Grantee Teams exceeds the ranges above.

The Contractor Team shall designate a lead staff member for each Grantee Team.

This person will serve as a project manager and a liaison between the Contractor Team, the Grantee Team, and TCC staff. Given the complexity of Implementation Grants and the short timeframe of the Pre-Development Phase, the Contractor Team shall designate a secondary staff member for each Implementation Grantee Team for the Pre-Development Phase. The secondary staff member will stay relatively up-to-date on the Grantee Team’s progress and TA needs so they can step in for the lead staff member in the event of staff transitions or time out of the office.

To accomplish the Subtasks in this Task, lead staff members from the Contractor Team shall meet regularly with their assigned Grantee Teams, most frequently with Lead Grantees and occasionally with Partners. Meeting frequencies shall be determined based on the needs of each Grantee Team. For Implementation Grantee Teams, meetings will likely be weekly throughout most of the Pre-Development Phase. As needed, lead staff members may also need to join check-in meetings with both the Grantee Teams and TCC staff throughout the Pre-Development Phase. The Grantee Teams, lead staff members, and TCC staff members will determine meeting frequencies that are most conducive to moving efficiently through the Pre- Development Phase.

The Contractor shall be responsible for coordinating with all Contractor Team members to ensure that TA delivery is consistent and efficient, and that similar work is not unnecessarily duplicated.

All templates, resources, and deliverables created under this contract, including materials created for individual Grantee Teams but that may be of use to other Grantee Teams, shall be made available to all Grantee Teams through a shared collection of materials on a platform already used by SGC or the Grantee Teams.

The Contractor’s role is limited to organizing and uploading content, not configuring or maintaining the underlying platform. The Contractor Team shall provide SGC with editable versions of all materials produced so that materials can be adapted for future or broader use (e.g., if a resource is provided to Grantee Teams in PDF, the Contractor Team should also provide SGC with a Word version).

Grantee Teams may have slightly different timing based on when they reach program milestones (such as grant agreement execution and completion of all Pre- Development Requirements), but they will be entering and completing grant phases roughly in tandem within each grant type.

The amount of assistance that the Contractor Team will provide to Grantee Teams will vary significantly based on the capacity and preferences of each Grantee Team.

The Contractor Team shall allocate their time between Grantee Teams based on the degree of need identified through Subtask 1.6 and direction from TCC staff. The table below shows recommendations for the average amount of time Contractor Teams may budget per Grantee Team for direct Technical Assistance provided under Subtasks 1.7, 1.8, and 1.9. Please note, estimates provided below are aggregated averages. Estimated hours shown are approximate and intended for budgeting purposes only. Actual time spent may vary.

TABLE 1: RECOMMENDED INPUTS FOR TCC GRANTEE TEAM COUNTS AND DIRECT TA

HOURS ESTIMATES FOR SUBTASKS 1.7, 1.8, AND 1.9

Grant type Type of support Direct TA hours to budget for per Grantee Team

# Grantee Teams assigned to Contractor Team

Total hours to budget for

TCC PG – Non- Tribal

Direct TA (Subtask 1.7)

225 2 450

TCC PG – Tribal Direct TA (Subtask 1.7)

321 2 642

TCC PDG – Non- Tribal

Direct TA (Subtask 1.7)

225 4 900

TCC PDG - Tribal Direct TA (Subtask 1.7)

321 2 642

TCC IG – Non- Tribal

Direct TA (Subtasks

1.8 and 1.9)

711 2 1422

TCC IG – Tribal Direct TA (Subtasks

1.8 and 1.9)

1143 1 1143

Subtask 1.1 TCC Kick-off Meeting, Onboarding, and Education The Contractor Team shall attend a virtual TCC Technical Assistance kick-off meeting with TCC staff to review goals and timelines, expectations for contract deliverables, roles and responsibilities, and logistics. The Contractor Team should include at least one representative from each Subcontractor team. The Contractor and SGC may conduct a preliminary kick-off meeting prior to the kick-off meeting with the full Contractor Team.

SGC will coordinate with the Contractor to schedule the date and time for the meeting, will provide an agenda prior to the meeting, and will provide necessary background materials for the Contractor Team to review. The Contractor shall ensure the appropriate personnel from the Contractor Team attend, including any administrative personnel who will be involved in administrative aspects of the contract.

Within three weeks after the kick-off meeting, all necessary members of the Contractor Team shall educate themselves, directed by the Contractor, on all TCC Program requirements, including the TCC Round 6 Program Guidelines, TCC Grant Administration Guide, grant agreement templates for all grant types, and relevant administrative memos and/or supporting documents as directed by TCC. The Contractor Team shall ask TCC staff questions as necessary and may request education or training on specific topics, which TCC staff will provide as capacity allows. The Contractor Team shall participate in any onboarding meetings, assignments, or tasks requested by TCC staff. By the end of this period, the Contractor Team should have enough knowledge of the TCC Program and its requirements to successfully provide high-quality Implementation TA with minimal direction from TCC staff.

Deliverables:

• Kick-off meeting held within two weeks of contract execution

• Agreement on recurring meeting frequency and scheduling between TCC staff and Contractor Team within one week of kick-off meeting

• Tracking or report-out that Contractor Team has educated themselves on

TCC Program requirements and materials within three weeks of the kick-off meeting

• Contractor Team attendance at TCC-led trainings

• Completion of additional onboarding meetings, assignments, or tasks requested by TCC staff Subtask 1.2: TCC Contractor Work Plan, Budget Projection, and TA Tracker The Contractor, in consultation with the Contractor Team, shall develop a draft Contractor Work Plan and draft Budget Projection within the first four weeks of contract execution and a final Contractor Work Plan and a final Budget Projection within the first eight weeks of contract execution.

The Contractor Work Plan may use any format that is clear and accessible for both the Contractor Team and SGC. The Contractor Work Plan shall include:

• Dates for milestones and deliverables of the contract, including the submission of drafts of all work products for SGC review and feedback, unless otherwise decided on by SGC

• A staffing plan that identifies Contractor Team members and their areas of focus. This should include Contractor Team lead staff members (and secondary staff members for Implementation Grants) for each Grantee Team.

• A plan for evaluation and adaptive management as described in Subtask 1.5

• A mechanism to track progress towards the Contractor Work Plan

The Contractor Work Plan will be a working document and, as needed, the Contractor Team may submit proposed revisions to the Contractor Work Plan to SGC for approval.

The Budget Projection shall include:

• A detailed budget projection for Tasks 1 and 3. The Budget Projection may have any format that is clear and accessible for both the Contractor Team and SGC. The Budget Projection shall include, unless otherwise decided on by SGC, a monthly projection of how much the Contractor Team anticipates spending overall and broken down by Task and Contractor Team organization.

• The ability to compare actual expenditures to projections on an ongoing basis

• Under “Subtask 1.3: TCC Meetings, Project Management, and

Communication,” the Contractor will use the Budget Projection to report actual vs. anticipated expenditures to SGC

As needed throughout the contract term, the Contractor Team may submit revisions to the Budget Projection to SGC for approval to account for differences in projected and actual costs.

The Contractor Team shall develop a TA Tracker to organize and communicate information about Grantee Team progress. The TA Tracker may take the form of a spreadsheet, shared document, or other non-system-implementation tool that supports coordination.

The Contractor Team will use its internal project-tracking methods to manage its work and will assist Grantee Teams in developing practical approaches to tracking tasks, timelines, deliverables, and reporting requirements, using tools already available to the Grantee Team.

No installation, configuration, or management of software systems by the Contractor Team is required.

The TA Tracker shall include, for each TCC Grantee Team:

• Notes on the type of TA services provided to each TCC Grantee Team

• Summary of status of each TCC Grantee Team

• Cadence of check-in meetings with each Grantee Team

• Next steps needed from Contractor Team or SGC

• Questions, issues, links to relevant materials (including file-sharing and document organization approach chosen per Grantee Team), etc.

The TA Tracker should be designed to allow members of the Contractor Team and SGC to understand the status of the TA provided to each Grantee Team and action items pending for members of the Contractor Team and/or SGC. Under Subtask 1.3, the Contractor Team will update the TA Tracker at least weekly, but ideally in real time. The TA Tracker may be in any format and location as long as it is easy to navigate, is accessible to SGC and all members of the Contractor Team and can be exported as a static document.

Within three weeks of contract execution, the Contractor Team and SGC will identify the file-sharing and document organization approach that will be used during the contract term. The Contractor Team will support TCC Grantee Teams in applying consistent document-management practices, such as folder organization, file-naming conventions, and methods for sharing materials. The Contractor Team may use existing platforms preferred by SGC or the Grantee Teams and will not be responsible for configuring or administering information technology systems.

For each Grantee Team, the Contractor Team will help establish clear practices for organizing, storing and accessing documents whether on an existing platform managed by the Grantee Team or SGC.

The Contractor Work Plan, Budget Projection, and/or TA Tracker may be consolidated into one or two items as long as the purpose and function of each item are maintained.

Deliverables:

• Draft Contractor Work Plan and draft Budget Projection within four weeks of contract execution

• Final Work Plan and final Budget Projection within eight weeks of contract execution

• Grantee TA Tracker within six weeks of contract execution

• File-sharing and document organization approach chosen and initial set-up completed within three weeks of contract execution Subtask 1.3: TCC Meetings, Project Management, and Communication The Contractor shall meet regularly with TCC staff to provide updates, receive guidance, and raise issues. TCC staff and the Contractor shall meet no less than biweekly during the first eighteen months of the contract, unless otherwise decided on by SGC, and monthly or as-needed for the remainder of the contract.

Subcontractors will be available to meet with TCC staff as needed. The Contractor shall send agendas and any other relevant materials at least 24 hours prior to each meeting.

As requested by SGC, the Contractor shall participate in meetings and respond to e-mails or other written communications and requests regarding project management status and issues. For all formal meetings, the Contractor shall also keep notes of meetings documenting decisions and next steps and share notes with SGC.

The Contractor shall designate one staff person to serve as Project Manager for the entire Contractor Team and primary point of contact for SGC staff. The Project Manager should be the same individual for both CRC and TCC.

The Contractor Team shall track budget expenditure against the Budget Projection and report expenditures to SGC at least monthly, no more than two weeks after each month concludes, unless otherwise decided on by SGC. In addition to reporting on the cost categories in the Budget Projection that are described in Subtask 1.2, this monthly reporting shall additionally include a breakdown of the budget and hours spent directly supporting each TCC Grantee Team during that period and cumulatively. The Contractor shall ensure that all Subcontractors are aware of these reporting requirements and are tracking and reporting budget expenditures with the necessary detail and frequency.

The Contractor shall be responsible for managing the work and budget allocations of all Contractor staff and all Subcontractors and ensuring the full contract scope is completed within the available time and budget. The Contractor shall be responsible for elevating to SGC any significant existing or anticipated deviations from the Budget Projection and periodically submitting revised Budget Projections for approval, reallocating resources as necessary.

The Contractor shall report progress towards the Contractor Work Plan at least every two weeks, unless otherwise decided on by SGC. This requirement may be replaced by another project management method proposed by the Contractor Team and agreed to by SGC.

The Contractor Team shall update the TA Tracker (see Subtask 1.2) every week, unless otherwise decided on by SGC.

Given the fast-paced nature of TCC grants, the Contractor must ensure a prompt and effective communication flow between TCC Grantee Teams, the Contractor, Subcontractors, and TCC staff using email, phone/video calls, and messaging. The Contractor Team is responsible for establishing efficient communication routines and practices that support effective communication and coordination among all parties.

This Subtask should also account for ongoing, internal administrative tasks required to successfully complete all deliverables, including project management, budgeting, coordination within the Contractor Team, internal meetings, internal review, delegation, and managing workflow. The Contractor shall monitor the work of Subcontractors and include information on their work in all reports, meetings, and communications.

Deliverables:

• Designation of Project Manager within one week of contract execution

• Spreadsheet with names, emails, and roles of all Contractor Team staff members within four weeks of contract execution

• Meeting agendas shared with SGC at least 24 hours prior to each meeting

• Meeting summaries and action items shared within two business days after each meeting

• Monthly reporting of Contractor Team expenditures

• Status updates to the Contractor Work Plan (see Subtask 1.2) at least every two weeks

• Updates to TA Tracker by Contractor Team every week

Subtask 1.4: TCC Reporting The Contractor shall provide quarterly invoices. TCC costs should be represented under Tasks 1 and 3.

The Contractor Team shall complete TCC Pre-Development Phase mid-point evaluations for each Implementation Grantee Team, providing an assessment of their progress towards meeting the Pre-Development Requirements by the end of the Pre-Development Phase and suggesting changes in the Technical Assistance approach if needed. The Contractor shall submit mid-point evaluations during Months 4 or 5 of the Pre-Development Phase for each Implementation Grantee Team.

The Contractor shall complete a TCC Final Report which will include a summary of the assistance provided (including any raw data requested by SGC), successes and challenges faced, and best practices and recommended improvements for the future of SGC’s Implementation Technical Assistance.

If requested by SGC, the Contractor shall complete a TCC Interim Report after the majority of Task 1 has been completed. The TCC Interim Report shall include the same content as the TCC Final Report. If SGC requests an Interim Report in addition to the TCC Final Report, the TCC Final Report shall be an updated and expanded version of the TCC Interim Report (expanded to also cover work that occurred later in the contract, such as Capacity-Building TA and any additional direct

TA).

All Subcontractors should contribute to reports as necessary. If requested, SGC can provide the Contractor with templates for reports.

Note: Subtask 1.3 contains additional weekly, biweekly, and monthly reporting requirements related to the TA Tracker, the Contractor Work Plan, and the Budget Projection.

Deliverables:

• (Overlapping deliverable with Subtask 2.4) Quarterly invoices with TCC costs billed under Tasks 1 and 3.

• TCC Pre-Development Phase Mid-point evaluations for Implementation Grantee Teams

• TCC Interim report, if requested by SGC

• TCC Final report

Subtask 1.5 TCC Evaluation and Adaptive Management The Contractor Team should be highly flexible, adaptable, and proactive to meet the needs of diverse grantees and a complex, evolving grant program.

The Contractor shall lead a real-time evaluation process to evaluate the progress towards reaching TA goals and will adapt TA services and approach based on feedback from Grantee Teams and TCC staff collected through surveys, interviews, and informal calls. The Contractor shall design and implement at least one interim survey and a final survey to evaluate TA delivery. The Contractor shall include a plan for evaluation and adaptive management as part of the Contractor Work Plan described in Subtask 1.2. The Contractor shall propose updates to TA delivery throughout the contract term and shall update the Contractor Work Plan accordingly.

Deliverables:

• Execution of an evaluation and adaptive management process and plan included as a component of the Contractor Work Plan

• Survey questions (draft and final), anonymized results, and analysis of results

• Notes from any interviews, focus groups, or informal calls

• Recommendations regarding changes needed to TA delivery

• Implementation of changes with SGC approval

Subtask 1.6: Development of TCC Grantee TA Agreement The Contractor Team shall review Grantee Team’s application materials to become familiar with the TCC grants awarded in Spring 2027. The Contractor Team shall use surveys, meetings, and/or other methods to consult with Grantee Teams to understand their needs and priorities for TA services. This consultation may occur during the Post-Award Consultation (PAC) Process for the TCC Grantee Teams.

Initial connection with Grantee Teams will be facilitated by TCC staff.

Based on the information gathered from the Grantee Teams, the Contractor shall lead the customization of a Grantee TA Agreement in collaboration with each Grantee Team. Each Grantee TA Agreement should include, at a minimum:

• Roles and expectations of the Contractor Team

• Roles and expectations of the Grantee Team

• Services the Contractor Team will prioritize providing (based on Grantee

Team needs and priorities)

• Services the Contractor Team will provide if budget allows (based on

Grantee Team needs and priorities)

• Preferred communication methods and meeting cadence

• Any other information needed to facilitate a productive relationship between the Grantee Team and Contractor Team

The Contractor Team shall develop a template for the Grantee TA Agreement and shall customize it with each Grantee Team. SGC shall review the template and each Grantee TA Agreement before they are finalized. A Grantee TA Agreement will be considered finalized when SGC, the Contractor Team, and the Lead Grantee approve it. Grantee TA Agreements may be updated as needed with approval from all parties.

This Task should be completed as soon as possible, but no later than 6 weeks after TCC staff connects each Grantee Team with the Contractor Team, so that Grantee Teams may begin receiving TA services.

Deliverables:

• Consultation with each Grantee Team using surveys, meetings, and/or other methods to assess their needs and priorities

• Grantee TA Agreement template

• Individualized Grantee TA Agreements for each TCC Grantee Team

Subtask 1.7: Grant Administration and Project Management Support to TCC Planning Grantees and Project Development Grantees The goal of this Task is to support the Planning Grantee Teams and Project Development Grantee Teams in initiating TCC grant administration and to build the internal capacity and processes needed to sustainably implement and manage the TCC grant for the duration of the grant term. The Contractor Team shall provide hands-on grant administration support and guidance to TCC Grantee Teams based on the needs of each Grantee Team and shall work with TCC and any other contracted TA providers to ensure Grantees have coordinated administrative support.

For Project Development Grants and Planning Grants, support for Grantee Teams may begin in a limited way during the Post-Award Consultation Process (3-6 months) and shall be concentrated during the first 6-12 months of the grant term, with a goal of the Grantee Team no longer needing support after their first two approved quarterly invoices. The Contractor Team shall continue support for Tribal Grantee Teams throughout the length of the grant term, depending on available budget, and in consultation with TCC staff potentially reducing the level of support after the first 6-12 months of the grant term.

The Contractor Team shall provide support to Grantee Teams, consisting of a Lead Grantee and Partners, to establish efficient and sustainable practices and processes in the following areas as needed:

• Grant management

• Invoicing

• Work planning

• Tracking milestones, progress and deliverables

• Requesting and administering advance payments

• Budget projections

• Financial management and budget tracking, including advance pay

• Data collection for evaluation and reporting

• Bimonthly/quarterly and annual reporting

• File sharing and management

• General support related to contracting, procurement, and executing sub-agreements with Partners or project subcontractors, excluding legal advice

• Documentation and recordkeeping in preparation for audits

• Other grant administration and reporting tasks as needed

• Setting up methods of communication and collaboration between Lead

Grantees and Partners

• Complying with the terms of the Collaborative Governance Agreement (for

Project Development Grants) and the TCC grant agreement

• Other similar needs

Available support shall include:

• Developing templates, procedures, job aids, work plans, project management methods, and trackers

• Providing individualized training

• Advise Grantee Teams on practical, accessible options for organizing grant information and provide support in recommending approaches to available tools that align with the Grantee Team’s existing practices.

• Developing sustainable data management practices for grant administration and reporting

• Establishing justified indirect cost rates for Lead Grantee and Partner organizations

• Helping Grantee Teams manage work plans and budgets

• Helping Grantee Teams establish accurate timelines for deliverables to ensure tasks will be completed within the grant term

• Ensuring work plans and budgets meet TCC Round 6 Guidelines requirements and adhere to TCC policies

• Answering questions about grant administration and the TCC Program

• Helping the Grantee Team prepare invoices and progress reports, and advance payment requests

• Reviewing drafts of invoices, progress reports, and advance payment requests to ensure they meet TCC requirements

• Providing general consultation and advice on grant administration policies, procedures, and practices

• Other similar support Deliverables:

• Weekly updates to TA Tracker summarizing the Technical Assistance provided to each Grantee Team and the status of each Grantee Team’s progress

• Meeting notes for meetings between the Contractor Team and the Grantee Team

• Supporting documents demonstrating provision of Technical Assistance as relevant to each Grantee Team

Subtask 1.8: Grant Administration and Project Management Support to TCC Implementation Grantees The goal of this Subtask is that Implementation Grantee Teams are supported in initiating TCC grant administration and build the internal capacity and processes needed to sustainably implement and manage the TCC grant for the duration of the grant term. The Contractor Team shall provide hands-on grant administration support and guidance to TCC Grantee Teams based on the needs of each Grantee Team and shall work with SGC and any other contracted TA providers to ensure Grantees have coordinated administrative support.

For Implementation Grants, support for Grantee Teams shall take place during the Pre-Development Phase (9 months), the administrative transition to the Implementation Phase (3 months), and the first 6-12 months of the Implementation Phase, with a goal of the Grantee Team no longer needing support after the first round of annual reporting or their first three approved bimonthly Implementation Phase invoices, whichever comes later, or as budget allows. Support may also take place during the Post-Award Consultation Process (2-3 months) in a limited way in preparation for the Pre-Development Phase. The Contractor Team shall continue support for Tribal Grantee Teams throughout the length of the grant term, depending on available budget, and in consultation with SGC potentially reducing the level of support after the first 6-12 months of the Implementation Phase.

As necessary, the Contractor Team shall coordinate with a Grantee Team-selected, grant-funded Evaluation Partner to set up methods for efficient, non-duplicative data collection and reporting practices.

Relevant staff from the Contractor Team shall travel to attend in-person grant orientation/kick-off meetings hosted by each Implementation Grantee Team and facilitated by TCC staff. The Contractor Team shall include travel budget for at least two in-person visits for each Tribal Implementation Grantee Team over the course of the contract term, in addition to the orientation/kick-off.

The Contractor Team shall provide individualized, one-on-one support to each Grantee Team, consisting of a Lead Grantee and Partners, to establish efficient and sustainable practices and processes in the following areas as needed:

• Managing the Pre-Development Phase and ensuring the Lead Grantee and Partners meet all Pre-Development Requirements within the first nine months of the grant term

• Grant management

• Financial management and invoicing

• Work planning, with focus on critical path for project completion and identifying task dependencies and contingencies

• Tracking milestones, progress and deliverables

• Requesting and administering advance payments

• Budget projections

• Budget tracking, including advance payment

• Data collection for evaluation and reporting

• Bimonthly/quarterly and annual reporting

• File sharing and management

• General support related to contracting, procurement, and executing sub-agreements with Partners or project subcontractors, excluding legal advice

• Documentation and recordkeeping in preparation for audits

• Other grant administration and reporting tasks as needed

• Setting up methods of communication and collaboration between Lead

Grantees and Partners

• Complying with the terms of the TCC grant agreement and the Collaborative

Governance Agreement

Available support shall include:

• Developing templates, procedures, job aids, work plans, project management methods, and trackers

• Providing individualized training

• Advise Grantee Teams on practical, accessible options for organizing grant information and provide support in recommending approaches to available tools that align with grantee’s existing practices.

• Developing sustainable data management practices for grant administration and reporting

• Establishing justified indirect cost rates for Lead Grantees and Partners

• Helping Grantee Teams manage work plans and budgets

• Helping Grantee Teams establish accurate timelines for deliverables to ensure tasks will be completed within the grant term

• Ensuring work plans and budgets meet TCC Round 6 Guidelines requirements and adhere to TCC policies

• Answering questions about grant administration and the TCC program

• Helping the Grantee Team prepare invoices and progress reports, and advance payment requests

• Reviewing draft invoices, progress reports, and advance payment requests

• Providing general consultation and advice on grant administration policies, procedures, and practices Deliverables:

• Updates to TA Tracker at least weekly summarizing the TA provided to each Grantee Team and the status of each Grantee Team’s progress

• Meeting notes for meetings between the Contractor Team and the Grantee Team

• Supporting documents demonstrating provision of TA as relevant to each Grantee Team

Subtask 1.9: Pre-Development Phase Project Management and Subject-Matter Expertise Support to TCC Implementation Grantees The goals of this Subtask are that Implementation Grantee Teams and TCC staff will have individualized support from subject-matter experts on all TCC topic areas and that Grantee Teams will have intensive project management support during the Pre- Development Phase.

The Contractor Team shall provide project management and subject-matter expertise to Lead Grantees and Partners during the Pre-Development Phase and, as needed, the administrative transition to the Implementation Phase. The Contractor Team shall be responsible for assisting each Grantee Team in meeting all Pre-Development Requirements by the end of the Pre-Development Phase (Month 9 of the grant term). In collaboration with the Lead Grantee, the lead staff member from the Contractor Team shall serve as the primary project manager for the Grantee Team’s Pre-Development Phase work, unless otherwise desired by the Grantee Team. It can take the Implementation Grantee Teams many months to hire the full-time staff members who will eventually manage the TCC grant, and additional time for them to get onboarded to the TCC program and to the Grantee Team’s Projects and Plans. The Contractor Team will be available to fill this crucial project management role at the beginning of the grant to ensure that the Pre- Development Phase can be completed on time and that the Lead Grantee is supported in setting up TCC grant management practices and processes.

The Contractor Team’s lead staff member for each Grantee Team will coordinate the subject-matter experts’ involvement with specific Projects. Subject-matter expertise shall generally be provided on an individual basis to Grantee Teams, rather than through workshops. If needed, the Contractor Team may additionally develop templates, examples, or other resources for use by multiple Grantee Teams, but all Grantee Teams shall also receive one-on-one, individualized support.

Within one month of initiating work with each Grantee Team, the Contractor Team shall develop a Pre-Development Phase Detailed Work Plan for each Grantee Team, which shall include due dates, tasks and subtasks, milestones, and responsible parties for all Pre-Development Phase work. The Pre-Development Phase Detailed Work Plan will include work to be completed by the Grantee Team, broken out by Grantee Team organization, and the Contractor Team. The Contractor Team lead staff member shall serve as project manager for implementation of the Pre-Development Phase Detailed Work Plan, unless otherwise desired by the Grantee Team. SGC shall have ongoing access to all Pre-Development Phase Detailed Work Plans. These Work Plans shall be updated progressively and at least weekly by the Contractor Team to reflect the status of the Pre-Development Phase work, including progress towards completing all Pre-Development Requirements.

The Contractor Team shall be the primary liaison between each Grantee Team and SGC during the Pre-Development Phase and shall provide regular updates on the progress of each Grantee Team, including any issues, delays, or concerns that arise. The Contractor Team shall meet regularly with the Grantee Teams, SGC, or both, as necessary.

Pre-Development Requirements are described in the TCC Round 6 Program Guidelines, available at https://sgc.ca.gov/grant-programs/tcc/round-6/. Pre- Development Requirements will differ for each Grantee Team based on their Project selections and the work they have completed prior to the grant term. Examples of Pre-Development Requirements include:

• Developing…