la04202026

RFP #FAM-25-039

REQUEST FOR PROPOSALS (RFP) #FAM-25-039

Issue Date: April 20, 2026

Title: Regional Post-Permanency Consortia Services

Commodity Codes: 95200 – Human Services 95247 – Foster Home and Adoption Services 95276 – Respite Care 95285 – Support Services 95292 – Transitional Living 95295 – Youth Care Services

Issuing Agency: Commonwealth of Virginia Department of Social Services Procurement Unit 5600 Cox Road

Glen Allen, VA 23060

Location where work will be performed: Virginia (Statewide)

Initial Period of Contract: The period of performance shall be for one (1) year, with two (2) optional two (2) year renewal periods.

Optional Preproposal Conference: A virtual optional preproposal conference will be held on May 5, 2026 @ 10:00 a.m., EST. See Section V. for details.

Sealed Proposal Due Date/Time: July 17, 2026 @ 4:00 p.m. EST

All inquiries should be directed to: Amanda Howell, VCO, VCA, via email @ Amanda.howell@dss.virginia.gov with the subject line containing the RFP #.

In compliance with this RFP and to all the conditions imposed therein and hereby incorporated by reference, the undersigned offers and agrees to furnish the goods/services in accordance with the attached signed proposal or as mutually agreed upon by subsequent negotiation.

Name and address of firm:

Date:

By:

(Digital Signature is acceptable) Name:

Title:

eVA Vendor ID or DUNS #: Phone:

DSBSD-certified Small Business No. ________ E-mail:

Note: This public body does not discriminate against faith-based organizations, Contractors, or Subrecipients in accordance with the Code of Virginia, § 2.2-4343.1 because of race, religion, color, sex, sexual orientation, gender identity, national origin, age, disability, political affiliation, veteran status, status as a military family or any other basis prohibited by state law relating to discrimination in employment. Faith-based organizations may request that the issuing agency not include subparagraph 1.f in General Terms and Condition C. Such a request shall be in writing and explain why an exception should be made in that RFP.

mailto:Amanda.howell@dss.virginia.gov

TABLE OF CONTENTS

SECTION __ PAGE

I. PURPOSE 3

II. DEFINITIONS 3

III. BACKGROUND 7

IV. STATEMENT OF NEEDS 9

V. OPTIONAL VIRTUAL PREPROPOSAL CONFERENCE 16

VI. PROPOSAL PREPARATION AND SUBMISSION INSTRUCTIONS 17

VII. EVALUATION CRITERIA 20

VIII. REPORTING AND DELIVERY REQUIREMENTS 21

IX. METHOD OF PAYMENT 22

X. GENERAL TERMS AND CONDITIONS 22

XI. SPECIAL TERMS AND CONDITIONS 31

XII. ATTACHMENTS 36

Attachment A – Activities/Outcomes Work Plan Template Attachment B – Unit Cost and Budget Form with No Match – No Indirect Cost Attachment C – Offeror’s Data Sheet Attachment D – State Corporation Commission Form Attachment E – Proprietary/Confidential Information Identification Attachment F – Small Business Subcontracting Plan Attachment G – Kinship Legal Guardianship Proposed Services and Support Worksheet Attachment H – Offeror Program Contact Information Sheet Attachment I – Electronic Data Interchange (EDI) Certification Attachment J – Assurances – Reimbursement Contract Attachment K – VDSS Regional Map Attachment L – VDSS Post-Adoption Services and Support Logic Model Attachment M – VDSS Regional Post-Adoption Services Evaluation Final Report December Attachment N – Success Coach Service Program Overview Attachment O – DSS Post-Adoption Best Practices Toolkit #1 Attachment P – DSS Post-Adoption Best Practices Toolkit #2 Attachment Q – Success Coach Service Implementation Plan and Budget for Virginia

I. PURPOSE

A. The purpose of this Request for Proposal (“RFP”) is to solicit sealed proposals from qualified Offerors to establish multiple contracts through competitive negotiation for the purchase of Regional Post-permanency Consortia Services by the Commonwealth of Virginia (“COV” or “Commonwealth”) Virginia Department of Social Services (“VDSS,” “DSS,” or “Purchasing Agency”). It is VDSS’s intention to award up to five (5) Post-permanency Services and supports contracts, one (1) in each region. VDSS’ five (5) regions are Central, Eastern, Piedmont, Northern, and Western as shown in VDSS Regional Map (Attachment K) attached hereto and incorporated herein.

B. Informational Purposes:

Unite Us: Contracted service providers are highly encouraged to join Unite Virginia, a statewide coordinated care network of health and social service providers. Partners in the network send and receive closed-loop, secure, electronic referrals across multiple sectors and organizations through the shared Unite Us platform. The platform enables providers to track every person’s total health journey and report on tangible outcomes.

Unite Us is the vendor selected by the state to power the Unite Virginia network and is partnering with the Office of the Virginia Secretary of Health and Human Resources, VDSS, the Virginia Department of Health, Optima Health, Kaiser Permanente, the Virginia Mental Health Access Program, Partnering for a Healthy Virginia, and Virginia Hospital & Healthcare Association, among others. The platform is available at no cost to nonprofits and many organizations that are part of the safety net, like community health centers and mental health centers. For more information and to join, please visit https://virginia.uniteus.com.

II. DEFINITIONS

Term or Acronym Term Definition Administration for Children and Families (ACF)

A division of the United States Department of Health and Human Services that promotes the economic and social well-being of children, families, individuals, and communities with leadership and resources for compassionate, effective delivery of human services.

Adoption and Foster Care Analysis and Reporting System

(AFCARS)

Collects case-level information from state and tribal title IV-E agencies on all children in foster care and those who have been adopted with title IV-E agency involvement.

Adoption and Safe Families Act

(ASFA)

Enacted in 1997 in response to concerns that many children were remaining in foster care for long periods or experiencing multiple placements. This landmark legislation requires timely permanency planning for children and emphasizes that the child's safety is the paramount concern.

See: https://training.cfsrportal.acf.hhs.gov/section-2-understanding-child-welfare-system/2999 See: https://training.cfsrportal.acf.hhs.gov/section-2-understanding-child-welfare-system/2999 https://virginia.uniteus.com/ https://training.cfsrportal.acf.hhs.gov/section-2-understanding-child-welfare-system/2999 https://training.cfsrportal.acf.hhs.gov/section-2-understanding-child-welfare-system/2999 https://training.cfsrportal.acf.hhs.gov/section-2-understanding-child-welfare-system/2999 https://training.cfsrportal.acf.hhs.gov/section-2-understanding-child-welfare-system/2999

Adoption Through Collaborative Partnerships

(ATCP)

ATCP is a VDSS program to increase the number of adoptions and timeliness to permanency for a subset of eligible children in the custody of Local Department of Social Services.

Agency for Healthcare and Research Quality

(AHRQ)

Agency for Healthcare and Research Quality (AHRQ) is the lead Federal agency in the United States charged with improving the quality of healthcare for all Americans. AHRQ conducts research to produce evidence-based knowledge, tools, and data that help healthcare professionals, consumers, and policymakers make informed decisions to improve healthcare. The Plan-Do-Study-Act (PDSA) is one method that will be utilized.

Consortium An association formed to undertake an enterprise beyond the resources of any one member.

Court Appointed Special Advocates

(CASA)

CASA is a program that trains and supports volunteers to advocate for the best interests of children who are involved in the court system, particularly in cases of abuse or neglect.

COV or Commonwealth of Virginia

The Commonwealth with which the VDSS resides.

eVA eVA means the Commonwealth’s electronic procurement portal located at https://www.eva.virginia.gov

Family First Prevention Services Act (FFPSA)

Amends parts B and E of Title IV of the Social Security Act to invest in funding prevention and family services to help keep children safe and supported at home, to ensure that children in foster care are placed in the least restrictive, most family-like, and appropriate settings, and for other purposes.

Fictive Kin Individual(s) who are unrelated but have such a close emotional relationship that they are considered like family to children and youth who take on caregiving roles for children.

Financial Accounting and Analysis System

(FAAS)

The VDSS system of record for all financial data and a repository for federal and state reporting. The system performs accounts payable and general ledger functions.

Fostering Connections to Success and Increasing Adoptions Act of

Amends the Social Security Act to extend and expand adoption incentives and create options for kinship guardianship assistance payments.

https://www.acf.hhs.gov/cb/resource/implementation-of-the-fostering-connections https://www.eva.virginia.gov/ https://www.acf.hhs.gov/cb/resource/implementation-of-the-fostering-connections

Health Insurance Portability and Accountability Act of 1996 (HIPAA)

The federal regulation that protects health insurance coverage for workers and their families when they change or lose their jobs. Title II of HIPAA, known as the Administrative Simplification (AS) provisions, requires the establishment of national standards for electronic health care transactions and national identifiers for providers, health insurance plans, and employers. The Administrative Simplification provisions also address the security and privacy of health data. The standards are meant to improve the efficiency and effectiveness of the nation's health care system by encouraging the widespread use of electronic data interchange in the U.S. health care system.

Kinship The relationships and support systems involving relatives (those related by blood, marriage, or adoption) and Fictive Kin.

Kinship Guardianship Assistance Program (KinGAP)

Provides financial assistance and support to relatives and Fictive Kin who are caring for children who have been placed in their custody through the foster care system.

Kinship Navigator The Kinship Navigator (KN) program provide information, referral, education and advocacy for kinship families. Services and supports are offered to strengthen the kinship caregivers’ capacity to provide a safe, nurturing home for the child and to help achieve permanency for the child.

Local Department of Social Services

(LDSS)

LDSS’ are responsible for delivering social services programs to individuals and families within their communities. There are 120 LDSS sites in Virginia who are responsible for providing child welfare services. VDSS partners with LDSS to provide child welfare services including prevention, child protective services, foster care, and adoption programs. See Attachment K. VDSS Regional Map.

Local Government Agency (LGA)

LGAs are local entities that work in collaboration with the VDSS to provide various social services and support programs to the community.

Medicaid A government program that helps pay for medical care for people with low income, including families, children, elderly individuals, and people with disabilities. It covers a wide range of health services, such as doctor visits, hospital stays, and long-term care, making healthcare more accessible for those who need it.

Offeror Offeror means any entity that submits a proposal in response to this RFP.

Organizational Change Management

(OCM)

The process of helping an organization adapt to new changes, such as new systems or ways of working, to ensure a smooth transition and minimize disruption.

Personally Identifiable Information (PII)

Defined as any information that can be used on its own or with other information to identify, contact, or locate a single person, or to identify an individual in context.

Plan-Do-Study-Act

(PDSA)

The Plan-Do-Study-Act (PDSA) method, created by the Agency for Healthcare and Research Quality (AHRQ), is a way to test a change that is implemented. Going through the prescribed four steps guides the thinking process into breaking down the task into steps and then evaluating the outcome, improving on it, and testing again.

Protected Health Information (PHI)

Protected Health Information has the same meaning as provided in the definition of “Protected Health Information” in the Health Insurance Portability and Accountability Act of 1996 (HIPAA), (Public Law No 104-191) Privacy Rule at 45 CFR § 160.103. This includes individually identifiable health information that is (i) transmitted in electronic media, (ii) maintained in electronic media, or (iii) transmitted or maintained in any other form or medium. PHI excludes individually identifiable health information in (a) education records covered by the Family Educational Rights and Privacy Act (20 U.S.C.§ 1232g); (b) records of any student who is 18 years of age or older, or is attending a postsecondary school, that are made or maintained by a physician, psychiatrist, psychologist, or other recognized professional or paraprofessional acting in his professional or paraprofessional capacity, or assisting in that capacity, and that are made, maintained, or used only in connection with the provision of treatment to the student and are not available to anyone other than persons providing such treatment, except that such records may be personally reviewed by a physician or other appropriate professional of the student's choice; and (c) employment records held, in its role as employer, by a health plan, health care clearinghouse, or health care provider that transmits health information in electronic form. (§ 64.2-2100 of the Code)

Referral Source A referral source is the origin or channel through which a new customer, client, or lead is directed to LDSS or to a VDSS supported community program.

Regional Post- Adoption Consortium

(RPAC)

RPAC is a group of agencies and organizations that collaborate to provide post-permanency support services to families in a specific region.

Regional Post- Permanency Consortia Service

(RPPCS)

Launched by the VDSS, it specifically focuses on providing ongoing support and services that are available and accessible to families wherever they reside within the Commonwealth of Virginia who have finalized adoptions or have children in kinship care.

Social Determinants of Health (SDOH)

Social Determinants of Health (SDOH) are the conditions that affect people's health and well-being, such as their income, education, and living environment.

State-Funded Kinship Subsidy Program

This program is for kinship caregivers who are not eligible for KinGAP but are still providing a permanent placement for children removed from their homes.

Subject Matter Expert (SME)

A person who is an authority in a particular area or topic.

Success Coach Service Model

Success Coach Service is a voluntary enhanced case management service designed to work in the home with families. A Success Coach works in partnership with the family to develop goals aimed at increasing protective factors and decrease risk factors and promote long-term wellbeing outcomes of children.

Title IV-B The Federal Welfare Program that governs the provision of child welfare services that can be used for prevention of and response to child abuse and neglect. Protect and promote the welfare of all children. It does so by funding services and programs which:

• Prevent the neglect, abuse, or exploitation of children;

• Support at-risk families through services which allow children, where appropriate, to remain with their families or return to their families in a timely manner;

• Promote the national goals of safety, permanence and well-being of children in foster care and adoptive families;

• Provide training, professional development and support to ensure a well-qualified workforce; and

• Promote and support adoption.

Title IV-E The Federal Foster Care Program helps to provide safe and stable out-of- home care for children until the children are safely returned home, placed permanently with adoptive families or placed in other planned arrangements for permanency. Name is reference to the federal code section that authorizes it.

Virginia Department of Social Services

(VDSS)

The VDSS oversees and guides 120 local offices to provide a variety of services and benefits to over 2.2 million Virginians annually. Its goal is to promote citizen well-being by strengthening families and helping individuals achieve self-sufficiency.

III. BACKGROUND

A. For a number of years, VDSS has provided funding to private agencies for pre-adoption services for Virginia families through Adoption Through Collaborative Partnerships (ATCP). The goal of the ATCP program is to increase the number of adoptions and timeliness to achieve post-permanency within twenty-four (24) months for a subset of eligible children in the custody of Local Department of Social Services (LDSS). In 2021, VDSS launched the Regional Post-Adoption Consortia (RPAC) approach to funding services as a way to ensure a consistent, comprehensive array of post-adoption services to families across the Commonwealth. To learn more about post-permanency community planning, review the National Center for Enhanced Post-Adoption Support’s Manual at https://postadoptioncenter.org/wp-content/uploads/2025/10/Post-Adopt_Manual-OCT-2025_V2.pdf and the VDSS Post-Adoption Services and Support Logic Model, attached hereto as Attachment L.

To understand how well the RPAC approach is working, VDSS partnered with Child Trends, Inc., a nonprofit research organization that focuses on improving the lives of children, youth, and their families, to gather data from adoptive parents, young adults who were adopted, and staff at both public and private child welfare agencies about their experiences with RPAC services, as well as staff competency in post-permanency and the child welfare system. Child Trends, Inc. provided evaluation consultation based on the following research goals:

1. Review changes in root causes of adoption dissolution and disruption since 2019.

2. Understand whether the post-adoption support and services may influence the changes in adoption cases coming to the attention of the child welfare system (prevention and placement cases), including the ways the RPAC is or is not influencing the rate of disturbed adoptions.

https://postadoptioncenter.org/wp-content/uploads/2025/10/Post-Adopt_Manual-OCT-2025_V2.pdf https://postadoptioncenter.org/wp-content/uploads/2025/10/Post-Adopt_Manual-OCT-2025_V2.pdf

3. Understand whether the RPAC is associated with changes in services and support received by families and outcomes for these families.

4. Understand what post-adoption services and support families need to prevent disturbed adoptions.

This includes prevention and intervention services offered and not offered by VDSS, LDSS, and private RPAC partners.

5. Understand the level of adoption competence of RPAC members and how that plays a role in the effectiveness of post-adoption services.

6. Recommend ways to enhance and improve post-adoption services, including identifying which post-adoption services should be prioritized for funding.

B. Key research findings, along with recommendations, can be found in the VDSS Regional Post-Adoption Services Evaluation Final Report December 2024. A copy of the report is attached hereto as Attachment M.

The following are the recommendations that VDSS has adopted and will incorporate in the next five (5) year cycle of regional post-permanency services and supports in each VDSS region in Virginia:

1. Continue to operate the RPAC service delivery model.

2. Focus on services for children and youth who exhibit behavior-related difficulties, as these are a leading cause of adoption breakdown.

3. Strengthen enhanced case management by incorporating the Success Coach Service model into service delivery. The Success Coach Service Program Overview is provided as Attachment N.

4. Prioritize employing staff and peer supporters with lived adoption experience, either as a person who was adopted or as an adoptive parent, as parents appreciate having a service provider who understands their situation firsthand.

5. Provide training to staff on adoption competence and how to work with diverse populations.

6. Enhance crisis intervention services.

C. In addition to the report, Child Trends, Inc. developed two (2) Tool Kits to assist RPACs in strengthening their service and support offerings. Offerors are asked to review both Tool Kits to understand the model, areas identified by Child Trends, Inc.’s research to strengthen the model since its inception in 2021, and resources to incorporate in their service delivery system.

Attachment O, DSS Post-Adoption Best Practices Toolkit #1 provides information and resources on the current needs of adoptive families, the competencies required of staff, including values, knowledge, and skills to serve families—and the training necessary to enhance adoption competence.

Attachment P, DSS Post-Adoption Best Practices Toolkit #2 provides tools to evaluate implementation and outcomes and maintain/improve effectiveness of the consortium model.

IV. STATEMENT OF NEEDS

A. The awarded Offeror shall operate the Regional Post-Permanency Consortium Service (RPPCS) model in one (1) of the five (5) VDSS regions of the Commonwealth. VDSS’ five (5) regions are shown in Attachment K, VDSS Regional Map. The RPPCS replaces the formally termed consortia delivery model, Regional Post-Adoption Consortia Services (RPACS), to be more inclusive of kinship legal guardian families. The Contractor shall work to prevent post-permanency children and youth from entering or re-entering the foster care system, and to make sure quality post-permanency services and supports are available and accessible to families regardless of where they reside within their region. The successful Offeror shall incorporate kinship families with legal guardianship of children from the foster care system, to include KinGap and State-funded Kinship Subsidy families, into their RPPCS.

B. The Offeror shall incorporate Attachment O, DSS Post-Adoption Best Practices Toolkit #1, Attachment

P, DSS Post-Adoption Best Practices Toolkit #2, and the recommendations from Attachment M, VDSS Regional Post-Adoption Services Evaluation Final Report December 2024 in community planning, the scope of prevention services and supports offered, and how services are provided.

C. The Offeror, hereto in called the “Primary Contractor” serves as the primary VDSS Contractor

(“Contractor”) in the proposed region to operate the RPPCS model and to subcontract for services to ensure services are available and accessible regardless of where a family resides in the region. The Primary Contractor shall sub-contract with at least two (2) post-permanency service providers in their proposed region.

D. The Primary Contractor shall provide leadership and coordination in maintaining, expanding, and actively engaging a collaborative regional consortium for the purpose of ensuring the delivery of the VDSS priority array of post permanency services and supports in their proposed region. VDSS’ regions are shown in Attachment K, VDSS Regional Map. Through this service delivery model, VDSS intends to make services available and accessible to adoptive and legal guardianship families, regardless of where they live in a region, to prevent out-of-home placements, dissolutions, and to strengthen families. The Primary Contractor is responsible for the submission of RFP deliverables, subcontracting for additional or specialized services, supporting the Consortium infrastructure, serving in an advisory/administrative capacity for the Consortium, providing fiscal oversight of VDSS contract funds, collecting and reporting relevant data to internal/external partners, evaluation and quality management implementation and reporting, and management of the region’s information and referral system.

The Primary Contractor shall ensure that direct service providers paid through the awarded Contract demonstrate competency in serving adoptive and legal guardianship families, give preference in referrals from child welfare, post permanency competent providers, and encourage all services providers who have not done so to complete available, post permanency competency training.

The Primary Contractor must ensure that services are responsive to the adoptive and legal guardianship of children/youth’s best interests, and to do this, services should engage the family, not just the child.

Services provided should employ strength-based and trauma-informed approaches that empower post permanency parents in meeting the challenges of raising their children.

E. The Primary Contractor shall, by day thirty (30) after the awarded Contract is fully executed, designate qualified staff responsible for liaison to the regional consortium, Subcontractors, and VDSS for activities related to the successful operation of a regional post permanency consortium service delivery model in their respective region(s).

F. The Primary Contractor shall subcontract for adoptive and legal guardianship services when the awarded

Contract is fully executed. Subcontracts shall be in place with regional post-permanency service providers that detail the referral process, costs and payment schedule, type(s) and frequency of services to be provided, and competency and qualifications of the Agency and their staff that will provide the service.

Subcontracts should be updated annually and copies provided to VDSS within ninety (90) days after the initial Contract period and after each subsequent Contract renewal.

G. The Primary Contractor and its Subcontractors shall show sensitivity to the cultural, socio-economic, and community influences which affect the development and functioning of post-permanency families in the area to be served and should:

1. Be familiar with the community they propose to serve;

2. Be willing to provide services to families in their homes and in communities near them or employ innovative technologies to enable access;

3. Have good relationships and referral systems in place with other agencies providing services to families in the community(s) they propose to serve;

4. Engage families and young people to add their voice of lived experience in service delivery;

5. Assist families to prevent a crisis by managing their child’s challenging behaviors and helping them to navigate the health care system; and

6. Provide staff coaching or mentoring in child welfare that supports retention.

H. The Primary Contractor shall provide post permanency services to adoptive and legal guardianship families residing in their proposed VDSS region up to the adoptee’s 21st birthday. Services and support include:

1. Basic Post Permanency Services

a. Information and Referral

b. Education and Training for Post-permanency Families

2. Enhanced Post Permanency Services

a. Peer Support

b. Comprehensive Case Management (to include family support and advocacy)

c. Mental Health Clinical Services

d. Respite

i. Hourly Drop-off Parent Relief

ii. Family events

3. Intensive Post Permanency Services

a. Crisis Support

4. Miscellaneous Post Permanency Services

a. Adoption Competent Education and Training for Professionals

b. Outreach/Recruitment to LDSS and Community Groups

c. Family Assistance Fund (e.g. assistance with utilities, home maintenance, rent, food)

Attachment O, DSS Post-Adoption Best Practices Toolkit #1, Attachment P, DSS Post-Adoption Best

Practices Toolkit #2, and the recommendations from Attachment M, VDSS Regional Post-Adoption Services Evaluation Final Report December 2024 are available to assist the Offeror in community planning, the scope of prevention services and support offered, and how services are provided.

I. The Primary Contractor will maintain, expand, and actively engage the regional consortium comprised of major stakeholders from: a VDSS regional office, a post permanency family organizations/networks, a Kinship Navigator, a Community Services Board (CSB), a Community Policy and Management Team (CPMT), a local school division, a health care provider, a juvenile justice system, the faith community, post-permanency agency service providers (at least two (2) private non-profit entities), and others who have demonstrated commitment to/involvement in supporting post-permanency families.

The Consortium members receive guidance from the Primary Contractor and Consortium Executive

Committee, as described in Section IV.J, to make service delivery decisions to maximize VDSS’ funding and regional resources that make services available and accessible to families in the proposed region. The Primary Contractor is not a voting member of the Consortium and shall not serve as the Chair or Co-chair of the Consortium.

The Primary Contractor shall ensure compliance with consortium membership requirements and maintain collaborative relationships with consortium members toward the organizational goal of establishing the regional consortium as a primary vehicle for coordinated delivery of post permanency support and preservation services in the region.

In providing regional leadership, the Primary Contractor shall effectively engage practice leaders, advocates, and other key stakeholders toward the goal of establishing and sustaining a comprehensive array of services that are responsive to the needs of post-permanency families.

The Primary Contractor must effectively orient consortium members to goals and approaches, clearly define advisory roles and responsibilities, identify strategies for ongoing input and communications, and establish a schedule of meetings which must be at least quarterly and may be in person or virtual.

The Consortium should appoint two (2) leadership roles from among its membership: Consortium Chair and Consortium Co-Chair. The Consortium Chair leads the Consortium by setting direction, establishing agendas with input from the Consortium Executive Committee and Primary Contractor, calling and presiding over meetings. The Consortium Chair also leads the membership through its planning process, including development of the Consortium’s infrastructure, strategic areas of focus, and ensures that actions resulting from the planning process are properly assigned, carried out and evaluated for success. The appointment of a second member to serve as Consortium Vice-Chair / Co-Chair is highly advisable to prevent leadership responsibilities for the Consortium becoming overly burdensome to one (1) member and to prevent loss of momentum if the Consortium Chair should become temporarily unable to lead. In this structure, roles and responsibilities should be shared equally among the co-chairs. The first meeting of the Consortium for awarded Contractors shall occur within sixty (60) days from the start of the initial Contract period. It is highly recommended that the Consortium follow Robert’s Rules of Order when conducting Consortium meetings or voting on business matters. This general overview is provided here as a link to this widely utilized tool: https://www.hivphilly.org/media/documents/Roberts-Rules.pdf.

J. The Primary Contractor shall constitute a Consortium Executive Committee comprised of consortium members that will be responsible for cross-regional planning and coordination of services. The Consortium Executive Committee is composed of the Consortium Chair and Co-Chair and should include other positions/functions of actively involved partners. The Consortium Executive Committee should not be composed of only post-permanency non-profit service providers but should reflect a mixture representing the Consortium membership. The Primary Contractor serves in an advisory capacity to the Consortium Executive Committee and should not be a member of the Consortium Executive Committee.

The Consortium Executive Committee serves a vital role in Consortium governance by providing strategic direction for the Consortium, determining the Consortium’s areas of focus and setting policy on Consortium operations. Additionally, Consortium Executive Committee members are responsible for:

1. Forming task forces and committees as required to complete tasks outlined in planning activities

2. Serving in leadership roles for task forces and committees

3. Identifying potential successors for the Chair and Co-Chair roles

4. Identifying the need for additional Consortium roles to support the Co-Chairs and other identified members, and appointing Consortium members to those roles

5. Periodically evaluating and proposing adjustments to the Consortium membership as appropriate

6. Monitoring plans and ensuring goals are met

K. The Primary Contractor shall coordinate with LDSS and other VDSS community partners such as Kinship

Navigators and Adoption Through Collaborative Partnerships (ATCP) for referrals and seamless transition to RPPCS services and support for new post-permanency families.

L. The Primary Contractor shall integrate the Success Coach Service case management program (https://www.ncdhhs.gov/divisions/social-services/child-welfare-services/adoption-and-foster-care/post-permanency-support-and-resources#heading-0) in their proposed region; providing intervention-competent training for existing and new comprehensive case managers. The Success Coach Service is a voluntary support service for children who leave foster care by reunification, unification, guardianship, adoption, or stable and safe environment for their children post-permanency, to build family resiliency, and to implement support services that will have a positive long-term effect on post-permanency stability.

This is done through reducing risk factors and increasing protective factors, specifically:

https://www.hivphilly.org/media/documents/Roberts-Rules.pdf https://www.ncdhhs.gov/divisions/social-services/child-welfare-services/adoption-and-foster-care/post-permanency-support-and-resources#heading-0 https://www.ncdhhs.gov/divisions/social-services/child-welfare-services/adoption-and-foster-care/post-permanency-support-and-resources#heading-0

1. Reduce the risk of repeated maltreatment

2. Reduce the risk of reentry to foster care

3. Increase social support for the family

4. Increase family self-sufficiency

5. Increase the family’s ability to manage crises

6. Increase parent’s ability to access medical and mental health services for the child

7. Increase parenting skills

8. Increase the child’s ability to perform on or above grade level in school

9. Increase parent’s ability to advocate for and access educational services

Only one (1) Primary Contractor, hereto called Success Coach Primary Contractor (SCPC), will be selected to directly purchase statewide replication of the Success Coach model from Catawba County Social Services, from Catawba County, North Carolina, who are the Success Coach Service model trainers. The SCPC will enter into a twelve (12) month Agreement for replication and implementation of the new case management model in all of the five (5) VDSS regions. In response to the RFP, Offerors shall include the replication costs, along with travel and lodging costs for ONLY their region’s case managers and supervisors to the proposed budget submitted with their Proposal. The Success Coach Service work plan and budget is included as Attachment Q, Success Coach Service Implementation Plan and Budget for Virginia.

The SCPC, in conjunction with support from the other Regional Primary Contractors, shall ensure the full integration of the model is completed within the first six (6) months of the twelve (12) month Agreement with Success Coach Service. The Success Coach Service Program Overview is provided as Attachment N.

Integration of the model includes, but is not limited to, the following:

1. Creation of a Core Team to complete the Organizational Readiness Assessment of each Primary

Contractor and their Subcontractors.

2. Complete the Organizational and Agency Capacity Readiness Assessment.

3. SCPC, the Core Team, and Success Coach Service staff will develop and submit the replication plan, to include timeframes and deliverables, to each regional Primary Contractor and to VDSS.

4. In conjunction with the Core Team and Success Coach staff, schedule and complete required regional, in-person training for case managers and supervisory staff of each Primary Contractor and their Subcontractors.

5. SCPC and Success Coach Service staff will schedule monthly regional technical assistance calls with case managers and supervisory staff in each region. A copy of the monthly technical assistance call schedule shall be submitted to VDSS sixty (60) days after the Contract is fully executed.

6. SCPC and Success Coach Service staff shall evaluate the success of the replication plan and will submit a summary report to VDSS thirty (30) days after the twelve (12) month Agreement with Success Coach Service ends.

If the Offeror is not selected to lead the Success Coach replication process, and if they are awarded a contract under this RFP, it may be possible for the Offeror to add these proposed allocated costs to another service area during the negotiation phase of the proposal selection process.

M. The Primary Contractor and their Subcontractors shall develop, adapt, integrate, offer, and promote post permanency services and support for families that have become the legal guardians of a relative’s child who was in foster care in Virginia. These families, to include KinGap and State-funded Kinship Subsidy families, would be eligible for post permanency services until the child’s 21st birthday. In the initial Contract period, the number of legal guardianship families able to access RPPCS services are capped at eighty (80) per region and only by referral from a Kinship Navigator or LDSS whose jurisdiction does not have a Navigator. The Primary Contractor shall submit their proposed array of services and support specifically designed for these families to VDSS as part of their response to this RFP. VDSS will provide guidance and approve adapted services before the Primary Contractor or their Subcontractors begin offering specialized services to this target population. The Offeror shall submit Attachment G, Kinship Legal Guardianship Proposed Services and Support Worksheet with their proposal.

N. The Primary Contractor, with input from Consortia members and Subcontractors, shall develop and regularly assess Quality Management Plans (QMP) and initiate quality improvement projects to identify and monitor performance measures, evaluate outputs and outcomes of services provided, strengthen service delivery, and improve quality of services. The initial QMP should be submitted within six (6) months of the full execution of the Contract and QMP modifications and quality improvement projects thirty (30) days after the beginning of each subsequent contract renewal period. Offerors are encouraged to visit https://www.in.gov/fssa/ddrs/files/003_Comp-Quality-Improv-Plan-Guide-Ex-BQIS- 01182018.pdf for information on how to develop a QMP for their region.

The QMP shall reflect the region’s effort to:

1. Ensure the highest quality of services is provided to post-permanency families.

2. Solve problems over time through continuous performance measurement.

3. Enable monitoring of permanency stability using demographic, clinical and service utilization data.

4. Assess consumer satisfaction and needs.

5. Build Quality Management capacity within the region and among post-permanency service providers.

6. Identify opportunities to improve quality of care and delivery of services.

Before making any system changes, VDSS requires the Primary Contractor, consortium members, and

Subcontractors use the Plan-Do-Study-Act (PDSA) process to test and analyze changes on a small scale.

The PDSA approach is a structured method for repeatedly testing changes to improve the quality of https://www.in.gov/fssa/ddrs/files/003_Comp-Quality-Improv-Plan-Guide-Ex-BQIS-01182018.pdf https://www.in.gov/fssa/ddrs/files/003_Comp-Quality-Improv-Plan-Guide-Ex-BQIS-01182018.pdf systems. Information on how to use the PDSA model, including worksheets, can be found at https://www.ahrq.gov/health-literacy/improve/precautions/tool2b.html.

Attachment O, DSS Post-Adoption Best Practices Toolkit #1 has information, strategies, and resources on quality assurance and continuous quality improvement for RPPCS.

O. The Primary Contractor shall facilitate a Resource Inventory/Needs Assessment Session(s) with

Consortium members and other community members in the first six (6) months of the initial Contract period and every three (3) years thereafter to assess a) informing priority services’ alignment and resource development by the regional Consortium, b) determining and responding to gaps in available and accessible services and support, and c) promoting Consortium services and supports to LDSS and post-permanency families. A summary of the session(s) with action steps, shall be written and submitted to Consortium members, Subcontractors, and VDSS thirty (30) days after the session is completed. The summary shall also include how the Primary Contractor and Consortium will incorporate findings from the needs assessment. Visit the https://extension.msstate.edu/publications/needs-assessment-step-step-through-practical-examples or https://www.prosci.com/blog/needs-assessment for information and resources to conduct a community needs assessment.

P. The Primary Contractor is required to participate in VDSS statewide consortia meetings as scheduled.

Q. The Primary Contractor and their Subcontractors must collect, report, store, and transmit family-related data throughout the Contract period. It is prohibited for an Offeror to share client sensitive, Personally Identifiable Information (PII), or Protected Health Information (PHI) in a scope and manner not indicated in the Authorization to Release Information form between the VDSS, LDSS, Primary Contractor, Subcontractor, Independent Service Provider, or other Regional Post Permanency Consortium Services’ programs. PII or PHI information shall only be shared in a confidential and secure manner (e.g., encrypted email).

PII elements include, but are not limited to the following:

1. Name of a person with respect to whom a return is filed;

2. Taxpayer mailing address;

3. Taxpayer identification number;

4. Email addresses;

5. Telephone numbers;

6. Social Security numbers;

7. Bank account numbers;

8. Date and place of birth;

9. Mother’s maiden name;

10. Biometric data (e.g., height, weight, eye color, fingerprints); and https://www.ahrq.gov/health-literacy/improve/precautions/tool2b.html https://extension.msstate.edu/publications/needs-assessment-step-step-through-practical-examples https://extension.msstate.edu/publications/needs-assessment-step-step-through-practical-examples https://www.prosci.com/blog/needs-assessment

11. Any combination of the above.

Access to PII should only be permitted to individuals with a “Need to Know” PII to perform their official duties and as authorized under the Release of Information form. PII or PHI data must never be indiscriminately disseminated, even within the recipient agency, body, or commission. The Primary Contractor and Subcontractors must evaluate the need for PII before the data is requested or disseminated.

The terms of how confidential PII information between the Primary Contractor, Subcontractors, and

Referral Source is shared, how confidential data is securely transferred between both entities, how PII is stored by the Primary Contractor and its Subcontractors, and for how long the data is retained by the Primary Contractor, should be clearly stated in the Authorization to Release Information form.

R. The Primary Contractor shall submit quarterly reports thirty (30) days after each quarter when services are provided.

S. The Primary Contractor shall submit a monthly reimbursement request in the manner prescribed by VDSS.

If Family Assistance Funds are used during the billing period, the Contractor shall submit receipts to verify purchases made on behalf of the family. Note that Family Assistance Funds cannot be paid directly to families for services. The Contractor shall make direct purchases or payments, with the consent of the family.

T. The Primary Contractor shall conduct an in-person or virtual biennial (every two (2) years) monitoring site visit to verify programmatic and financial compliance, observe progress, and to offer technical assistance to improve or enhance Subcontractor’s service delivery, data collection and reporting, program management, or financial disclosures. Annual desk audits shall be conducted in-between in-person or virtual monitoring visits. Results of the biennial site visit and annual desk audit shall be submitted to the VDSS Contract Administrator within 90 days of completion.

V. OPTIONAL VIRTUAL PREPROPOSAL CONFERENCE

An Optional Virtual Preproposal Conference will be held on May 5, 2026, at 10:00 a.m. EST through TEAMS Meetings. The purpose of this conference is to allow potential Offerors an opportunity to present questions and obtain clarification relative to any facet of this solicitation.

To register for the Optional Virtual Preproposal Conference, an email must be sent with the Subject line, “FAM-25-039 Preproposal, [Business/Agency name]” to Amanda Howell, Amanda.howell@dss.virginia.gov by 3:00 p.m. EST on May 1, 2026. The email should include the Organization’s address, telephone number, and website. A list of participant’s name(s), title, email address, and telephone number for those wishing to participate should also be stated. Upon receipt of the email the TEAMS Meeting link will be provided.

In the event there is inclement weather or other unforeseen circumstances resulting in the Richmond metro area State offices closing, the Optional Virtual Preproposal Conference will be rescheduled at 10:00 a.m. EST on the next full State workday. (The conference will not be held on a workday with delayed openings).

Guidance related to the Commonwealth’s closures or delays may be found at the Department of Human Resource Management’s website at www.dhrm.virginia.gov.

While participation at this Conference will not be a prerequisite to submitting a proposal, Offerors who intend to submit a proposal are encouraged to attend. Any changes resulting from this Conference will be issued in mailto:Amanda.howell@dss.virginia.gov http://www.dhrm.virginia.gov/ a written addendum to the solicitation and posted in eVA https://mvendor.cgieva.com/Vendor/public/AllOpportunities.jsp.

VI. PROPOSAL PREPARATION AND SUBMISSION INSTRUCTIONS

A. GENERAL INSTRUCTIONS

1. Proposal Due Date and Time of Submittals: In order to be considered for selection, an Offeror is to submit a complete response to this RFP no later than July 17, 2026, at 4:00 p.m. EST. Responses received after the submission due date and time will not be accepted. Proposals shall be submitted electronically through the Virginia Electronic Procurement System, eVA. Offerors must be registered with eVA in order to submit an electronic response to the RFP. If your organization is already registered in eVA, you are strongly encouraged to login to eVA to verify your eVA registration status is active and your account information is correct before you upload your Proposal response. One (1) complete proposal and all required forms and attachments must be uploaded to the eVA VBO prior to the date and time set for receipt. eVA will not allow an Offeror to upload documents after the cut-off time set for proposal receipt.

2. Proposal Preparation:

a. Proposals shall be signed by an authorized representative of the Offeror. All information requested should be submitted. Failure to submit all information requested may result in the Purchasing Agency requiring prompt submission of missing information and/or giving a lowered evaluation of the proposal. Mandatory requirements are those required by law or regulation or are such that they cannot be waived and are not subject to negotiation.

b. Proposals should be prepared simply and economically, providing a straightforward, concise description of capabilities to satisfy the requirements of the RFP. Emphasis should be placed on completeness and clarity of content.

c. Proposals should be organized in the order in which the requirements are presented in the RFP.

All pages of the proposal should be numbered. Each paragraph in the proposal should reference the paragraph number of the corresponding section of the RFP. It is also helpful to cite the paragraph number, subletter, and repeat the text of the requirement as it appears in the RFP. If a response covers more than one page, the paragraph number and subletter should be repeated at the top of the next page. The proposal should contain a table of contents which cross-references the RFP requirements. Information which the Offeror desires to present that does not fall within any of the requirements of the RFP should be inserted at an appropriate place or be attached at the end of the proposal and designated as additional material. Proposals that are not organized in this manner risk elimination from consideration if the evaluators are unable to find where the RFP requirements are specifically addressed.

d. As used in this RFP, the terms "must", "shall", "should" and “may” identify the criticality of requirements. "Must" and "shall" identify requirements whose absence will have a major negative impact on the suitability of the proposed solution. Items labeled as "should" or “may” are highly desirable, although their absence will not have a large impact and would be useful but are not necessary. Depending on the overall response to the RFP, some individual "must" and "shall" items may not be fully satisfied, but it is the intent to satisfy most, if not all, "must" and "shall" https://mvendor.cgieva.com/Vendor/public/AllOpportunities.jsp requirements.