RFP 2025-89 Clarifying Questions -2.pdf

PH: 503-742-5400 WWW.CLACKAMAS.US

REQUEST FOR PROPOSALS #2025-89

Organizational Assessment and Fiscal Sustainability Analysis

RESPONSE TO CLARIFYING QUESTIONS

January 30, 2026

Note that these are questions submitted by interested firms to the above referenced solicitation. The below answers are for clarification purposes only and in no way alter or amend the RFP as published.

1. Is the awarded contractor dependent on having an existing price agreement or procurement vehicle in place?

Answer: The awarded proposer will be expected to sign the County agreement identified as a “sample contract” within Section 3.5 of the published RFP. Draft edits may be negotiated with the awarded proposer to reach a mutually beneficial agreement.

2. Is the awarded contractor prohibited from using subcontractors, such as independent contractors who serve as subject matter experts or long-standing teaming partners that are not W-2 employees?

Answer: Subcontractors are allowable. The County expects to know who the subcontractors are and in what capacity they will serve the prime. However, please note that the prime firm would be held responsible to the deliverables of the contract.

3. Will the awarded contractor receive access to all pre-existing analyses for the development of the Strategic

Action Plan, either conducted by previous vendors or internally?

Answer: Yes. H3S intends to make available relevant prior assessments and analyses conducted at both the department and division levels, whether completed internally or by previous vendors. These materials will be shared to inform the contract’s understanding of the current state and to support understanding of the Strategic Action Plan development and implementation progress.

4. Is there an incumbent firm that delivered the initial Strategic Action Plan, and is that firm still engaged with the County? Will the awarded contractor be working with any other external partners on this effort?

Answer: There is no incumbent firm involved or still engaged. No external partners are planned to work alongside the awarded contractor; however, the contractor will be expected to engage with a range of internal and external stakeholders as part of the assessment and planning process.

5. Does Goal #1 of modernizing the department’s organizational and internal systems include the department's

IT systems within its scope?

Answer: No. The department’s IT systems are centrally run at the County level and are not within the scope of this engagement. However, recommendations may identify opportunities for systems enhancements, process improvements, or business needs that could be proposed to County IT as part of the H3S proposed organization and financial stabilization plan.

6. Can the County identify additional planned organizational changes upcoming in the next 2 years, such as a known reduction in workforce, realignment, etc.?

Answer: At this time, we do not have any planned department-wide organizational changes outside what is recommended from this assessment. Several divisions are currently making changes at the division level in response to recent budget reductions, but those changes are limited to their specific divisions.

7. Does Clackamas County have a target budget range or anticipated not-to-exceed amount for this engagement?

Answer: We have a targeted budget range of around $250,000. This is an estimate, and we will consider proposals that come in below or above this amount based on demonstrated value and approach

8. Can the County provide a current H3S organizational chart (department- and division-level) to support proposal development?

Answer: A high-level organizational chart is available here via this link:

1.02 H3S Org Chart - FY24-25.xlsx

(https://dochub.clackamas.us/documents/drupal/03660d05-f28f-4226-b636-b53ff477d07a) More detailed organizational and position-level charts will be provided to the awarded contractor. Please note, this chart reflects staffing from FY 24-25 and there have been staffing changes since the posting of this chart.

9. The current schedule allows approximately one week between the release of responses to clarifying questions and the proposal due date. Would the County consider extending the proposal submission deadline by up to two weeks to allow vendors adequate time to incorporate responses and submit a high-quality proposal?

Answer: Currently, the County does not intend to extend the Proposal Due Date.

10. Clackamas County encourages proposals from Minority-, Women-, Veteran-, and Emerging Small

Businesses. Will certified firms receive any evaluation preference, points, or weighting as part of the scoring process? If so, what documentation should be included?

Answer: No forms are required for this particular solicitation.

11. Referencing Section 3.3 (Workflow B Program Delivery): The phrase “developing and implementing” indicates that Workflow B includes helping H3S in implementing the recommendations as part of the scope for the contractor. Is this correct? To assist us in developing an accurate estimate, please describe the expected work and support by the contractor after we deliver the implementation plan. What support will the contractor provide to H3S during the implementation of the recommendations?

Answer: No. The scope of this engagement includes the development of findings, recommendations, and a detailed implementation plan, but does not include responsibility for executing or implementing the recommended changes. H3S anticipates that recommendations will be developed and refined in the fall 2027, with the contractor remaining engaged through subsequent months to support communication and transition planning aligned with the proposed budget and operational timelines. Essentially helping to position H3S to prepare to operationalize the approved changes, rather than directly implement them.

12. “Dual-Track Milestones (subject to change as needed): … July 2027 Revised Administrative Services Framework operationalized”; To assist us in developing an accurate estimate, please describe any activities that the contractor will be responsible for to support operationalizing the Revised Administrative Services Framework.

Answer: We will be asking the contractor to take a look at our administrative functions like finance, contracting, accounts payable, procurement, and other administrative functions to determine whether we should organize the work differently, for example, centralize functions. Currently, some of these functions are managed by each division and we would like an analysis of whether this structure should be maintained or recommend changes.

https://dochub.clackamas.us/documents/drupal/03660d05-f28f-4226-b636-b53ff477d07a https://dochub.clackamas.us/documents/drupal/03660d05-f28f-4226-b636-b53ff477d07a

The analysis should focus on promoting fiscal stability, ensuring continuity of administrative capacity during periods of revenue fluctuation, and enabling divisions to focus resources on community-facing work. The contractor will provide recommendations and an implementation roadmap; responsibility of executing will remain with H3S.

13. To assist us in developing an accurate estimate, please describe any activities that the contractor will be responsible for to support operationalizing the Department Program Delivery Structure Alignment Framework.

Answer: The contractor will be responsible for reviewing and analyzing our program delivery models across the divisions, assessing whether there are opportunities to change how they are delivered and managed, what role outside providers could play in program delivery, and providing insight on whether the range of programming we deliver is appropriate for our department to continue to provide.

As part of this work, the contractor will also analyze mandated services, including how those services are funded, the extent to which they are fully funded and underfunded, and how funding structures impact program sustainability and administrative capacity.

14. We understand that H3S intends to accomplish full implementation by July 1, 2028. Please describe any activities that the contractor will be responsible for after October 2027, which is when the Department Program Delivery Structure Alignment Framework is finalized.

Answer: Following finalization of the Department Program Delivery Structure Alignment Framework, the contractor will support development of a detailed implementation plan. This may include preparing materials, facilitating discussions, and supporting coordination with other County departments or offices— such as Finance, Information Technology, the County Administrator’s Office, or others—as needed to enable informed decision-making and alignment prior to implementation.

15. Would the County be willing to consider a fixed-fee pricing proposal, either in place of or in addition to a time & materials proposal? Fixed fee reduces risk for all parties and can be considerably easier to organize around milestones and deliverables.

Answer: The County is seeking a Not to Exceed (“NTE”)value with time and material rates outlining the

NTE.

16. What rules apply to monthly invoicing, and what is the preferred basis for invoicing? Example, can the contractor bill H3S for completion of certain milestones within that month, or bill based on the prorated contract amount?

Answer: Invoices may be structured based on completion of agreed-upon milestones or based on actual work performed during the billing period, consistent with the final contract terms. Additional invoicing requirements and documentation expectations will be specified during contract negotiation.

17. Concerning the six (6) H3S divisions: What is the relative organizational complexity of each of the six

Divisions? Complexity may be estimated in terms of the volume of constituents served, the risk profile for each, the proportion of the budget allocation, the number of staff assigned, the number of programs, and other factors H3S feels relevant. A scale of Low-Medium-High will be helpful in estimating our level of effort for this engagement.

Answer: see attached items below.

End of Clarifying Questions #2

September 2025

Behavioral Health Division

Purpose FY26 Budget: $40.3 Million The Purpose of the Behavioral Health Division (BHD) is to provide coordination, assessment, outreach, and recovery services to Clackamas County residents experiencing mental health and addiction distress so they can achieve their own recovery goals.

100.0 FTE

Mental Health and Addiction Council-statutorily required advisory body to the Local Mental Health Authority (BCC).

Charges, Fees, Licenses, Permits, Fines, Assessments, $2.1M

All Other Revenue Sources, $525.6K

Federal, State, Local, Other, $23.1M

General Fund

Support, $295.8K

Beginning Fund Balance, $14.2M

Behavioral Health Crisis Services: Urgent Walk-In Center, 24/7 Crisis and Support Line, and Mobile Crisis.

Forensic Services: Civil Commitment, Psychiatric Security Review Board (PSRB), Aid and Assist, and Jail Diversion/Discharge.

Care Coordination across the lifespan for multi-system involved people with complex needs.

State and CCO revenue is anticipated to be flat for FY ‘25-26

IMPACT

• Development of Recovery Center

• Crisis Stabilization Center opening late 2025

• Additional residential capacity for justice-involved clients.

• Behavioral Health Workforce challenges

• Oregon State Hospital Access for individuals under civil commitment

On the Horizon

Major Service Areas

Opened Transcending Hope House, serving the residential needs of adults in the Aid and Assist system. 2024 # of individuals in Aid and Assist: 121

Successful procurement of contractors for

Stabilization Center: 23 Hour Stabilization Program and Transitional Housing Programs

Mobile Crisis Outreach: 630 served in 2024

Care Coordination Programs: 2024 # of individuals served: 668

Purpose The purpose of the Children, Family and Community Connections (CFCC) division is to improve lives of children, families and individuals through a variety of services and programs that promote well-being, self-sufficiency and reduce harm.

FY26 Budget: $8.6 Million

Balance, $626.2K

Other Internal

Transfers, $42.0K General Fund Support, $2.0M

37.9 FTE

CFCC Hosts or Co-Hosts:

• Early Learning Hub

• Parenting Hub

• Local Public Safety Coordinating Council

(LPSCC)

• Clackamas Prevention Coalition

• C5 Child Care Coalition

All Other Revenue

Sources, $440K

Permits, Fines, Assessments, $153.2K

$5.3M

Employment & Job Training

Early Learning & Parenting

Mediation

Substance Use Prevention

Family Violence

Youth Development

• Expansion of substance use prevention programs with opioid settlement funds

• Increase in affordable mediation and facilitation services (fee for service).

• Restorative Justice Planning Grant (Jan-June 2025)

Children, Family & Community Connections Division

On the Horizon

Major Service Areas

* Over 500 residents placed in jobs and/or helped with career services, life skills or connected to mental health and recovery services in FY 23/24

* Over 1,900 received mediation services

* 4,438 participated in substance use prevention education activities

* 789 evictions prevented through mediation

* Over 1,700 non-violent criminal records expunged

* 196 low-income children enrolled in preschool

* Provided 234 Parenting classes

* Developed a Disability Services Navigation Booklet culturally adapted for 6 communities

* 102 high risk youth supported through education and youth development activities

* Provided 13 trainings related to domestic violence response.

* Co-hosted the 2nd Annual Child Abuse Symposium with 500 professionals from across Oregon

Mission FY26 Budget: $533.3 Million

We lead and learn with equity in serving individuals, families and communities by providing access to high quality healthcare, housing and services that strengthen social and economic resilience.

Revenue from Bonds & Other

Debts, $545.9K

All Other Revenue

$22.4M

Support, $10.4M

Other Internal

Transfers, $725.3K

874.00 FTE in six divisions:

• Behavioral Health

• Children, Family & Community Connections

• Health Centers

• Housing & Community Development/HACC

• Public Health

• Social Services

*9 FTE in Director's Office

Permits, Fines, $77.6M

$281.2M

Beginning Fund Balance, $140.3M

County General Fund makes up 2% of H3S’s overall budget

5 Year Strategic Action Plan with three goals:

o Empowered and Thriving Staff o Equity Driven Services o Organizational Excellence and

Continuous Quality Improvement

Co-Development of a Recovery Oriented System of Care

Completed buildout of housing continuum for Clackamas county

DEPARTMENT-LED

WORKGROUPS

Stabilization Center

Developing Performance Data Dashboard

Standardized department onboarding

Equity training and toolkit

Security Risk Assessment

Change Management Toolkit

H3S Department Overview

On the Horizon

Emergency Planning

• Developed Standard Operation Procedures for extreme weather & sheltering

Prevention Services

• Convened more than 40 prevention staff to identify ways to collaborate

Policy, Power DMS

• Standardized department compliance reporting

Contracts

• Processed 968 contracts

Privacy and Security

Inclusion, Diversity and Equity in Action

Finance

Outreach and Community Engagement

Major Accomplishments

The purpose of the Housing Authority of Clackamas County (HACC) is to provide and develop affordable housing with supportive services for individuals and families on their path to improved health, wellness, prosperity, and inclusion

71.0 FTE

The HACC Board is the Board of County Commissioners, plus two Appointed Commissioners (one currently vacant)

FY26 Budget: $127.2 Million All Other Revenue

$16.7M

Permits, Fines, $2.4M

$106.9M

Income-based rental assistance for low-income households and people exiting homelessness

Affordable housing, including units for veterans, individuals exiting homelessness, and people with disabilities

Affordable housing development

Resident services

HACC’s financial repositioning strategy includes the transition from public housing to affordable housing and the redevelopment of Clackamas Heights in Oregon City and Hillside Park in Milwaukie

Revenue sources include HUD and SHS.

As a Moving to Work agency, HACC can test innovative, locally tailored approaches to improve housing choice and resident self-sufficiency.

Housing Authority of Clackamas County

3,407 Income-based rental assistance vouchers funded by federal, state, and local resources

391 public housing and 525 916 affordable housing units subsidized units HACC’s public housing portfolio is being repositioned

560 560 new affordable homes have affordable been constructed through the homes Metro Bond built Approximately 650 are under construction or pre-construction

2,538 Provided in FY 23-24 supporting resident housing stabilization and self-services sufficiency

The purpose of the Housing and

FY26 Budget: $190.8 Million Community Development Division is to provide housing and homeless services and strengthen and improve neighborhoods

All Other Revenue Sources, $2.4M

Support, $1.9M

69.6 FTE

2 Advisory Bodies:

Housing Services Advisory Group & Community Homelessness Advisory Board

Federal, State, $90.8M

Balance, $96.0M

Through community partnerships, engagement and strategic investment, the County has built a housing and homeless services continuum.

Homelessness Prevention

Outreach & Shelter

Permanent Housing

Housing Stabilization & Community Preservation

New infrastructure like Clackamas

Village

New "Move Forward" programming for workforce development and increasing income

Potential SHS Measure reform and further forecast adjustment

*Charges, fines and bond revenues total $40.4K not displayed

Revenue sources in the FY26 budget include Supportive Housing Services dollars, state funds, and HUD funds. One-time and carryover SHS dollars were a major category (>$100M).

IMPACT in FY 23-24

Housing & Community Development Division

On the Horizon

412 households placed in permanent supportive housing 456 households placed in rapid rehousing

Evictions prevented for 1,408 households

824 people sheltered

65 homes preserved for low-income homeowners

6,805 individuals assisted through public service programs and public improvements

The purpose of the Health Centers Division is

FY 26 Budget: $76.2 Million to provide exceptional care for the whole person delivered with dignity and respect for all.

• Serving our Community

• Reducing barriers to health

• Improving lives

319.6 FTE

Revenue from Bonds & Other Debts, $46.0K

All Other Revenue

Sources, $506.2K

Other Internal Transfers, $683.3K

Balance*, $7.8M

Community Health Council

Clackamas Health Centers (CHC) is a Federally Qualified Health Center providing whole person care for Medicaid, Medicare, and underserved community

Permits, Fines, $60.4M

$6.7M members.

• Primary Care

• Pediatrics/School Based Health Centers

• Dental

• Behavioral Health

• Outpatient mental health and substance use disorder treatment

• Administration

• Fiscal, compliance, quality, population health, learning and results

CHC has four fully integrated health centers, one specialty behavioral health center and four school based health centers.

* Beginning Fund Balance is Restricted Federal Program Income.

• Lake Road Health Center completion in Spring

2025.

• Expansion of Sunnyside Health Center in late 2025.

• CareOregon SHIFT, a transformational pilot program for behavioral health service delivery.

• New health center located in the Caring Place homeless services resource center, open late 2026.

On the Horizon

Health Centers Division

IMPACT

In 2023 Health Centers provided 106,340 visits to 16,858 patients & clients.

Metrics:

• 92% of patients & clients were below

200% of the federal poverty level.

• 73.1% of patients with diabetes have their blood sugar under control.

• 95.8% of dental patients ages 1-14 received a preventative dental service.

• 80.9% of clients report improvement in their overall mental health since the beginning of their services.

“Thank you for being here for our family.

Without OHP and this clinic, we wouldn't have healthcare.”

The Purpose of the Public Health Division is to

FY26 Budget: $20.7 Million General Fund promote health, prevent disease, and advance public health practice through a variety of essential programs and services that meet the community’s needs. The division’s current strategic priorities are:

• Racial health equity & cultural responsiveness

• Community partnership development

• Communication

• Accountability and performance management

83.6 FTE

Public Health Advisory Council

Emergency Medical Services Council

All Other Revenue Sources, $1.3M

Support, $2.8M

Charges, Fees, Licenses, Permits, Fines, $6.7M

Beginning Fund

Balance, $1.1M

$8.8M

Access to Preventative Health Services

Administration

Center for Population Health

Environmental Health

Infectious Disease Control & Prevention

Public Health Emergency Services

Vital Statistics

• Ambulance Services Contract (expires 4/30/2025)

• Emerging Disease Responses

• Implementation of Public Health Modernization

• Community Health Improvement Planning

Public Health Division

IMPACT

More than 5,000 WIC families served

1,695 home visits Completed over 3,000 health inspections

Investigates and reports on 50+ different types communicable diseases to prevent outbreaks

Regulates over 30,000 911 medical calls

Processed over 3,600 birth and death certificates

Administered 588 contracts to community-based organizations

Working across H3S to address the top public health issues facing our community, such as substance use (including tobacco and fentanyl), suicide prevention, and addressing the harmful health effects of climate change.

1,125 Aging and Disability Resource Connection calls

1,436 people received Home Delivered Meals

2,796 people served in the DD program

88% state they feel they have control over their life choices and 113% of Qualifying Encounters conducted

Rent Assistance provided to 819 households

Long Term housing and case management for 111 households

5,043 households received Utility Support payments totaling $4,224,000

51% of clients are older adults or experience a disability

91,049 Public Transit rides provided

$26M in VA benefits secured for veterans and their families

Social Services Division

The purpose of the Social Services Division is

FY26 Budget: $64.3 Million General Fund to provide quality services and meaningful opportunities so that county residents receive the support they need to meet their basic needs and live a full and connected life.

192.3 FTE

• Aging Services Advisory Council

• Community Action Board

• Developmental Disabilities

Council

• Veterans Advisory Council

All Other Revenue

Sources, $80.8K Charges, Fees, Licenses, Permits, Fines, $3.5M

$39.5M

Support, $3.05M

Balance, $18.2M

Aging Services – Information, services and supports to ensure safety and community engagement Developmental Disability Services – Case Management, Protective Services, Licensing and Eligibility Housing Services – Rent Assistance, Long-term housing and Education Transit Services – Volunteer Transportation and Fixed Route Utility Support – Payments to ensure access to utilities for low-income households Veterans Services – Supported access to VA benefits

Fund Balance is primarily composed of earned revenue in the Developmental Disabilities Program

In 2025 Social Services will implement several Action Plans across the Division that focus on improving access to services for all county residents.