RFP-SSA-FY26-0522 Community Living Connection.docx

COUNTY OF SANTA CLARA, CALIFORNIA

SOCIAL SERVICES AGENCY, DEPARTMENT OF AGING AND ADULT SERVICES

REQUEST FOR PROPOSALS (RFP) FOR:

COMMUNITY LIVING CONNECTION

BID NUMBER:

RFP NUMBER: RFP-SSA-FY26-0522

ISSUE DATE:

JANUARY 27, 2026

ELECTRONIC SUBMISSION OF PROPOSALS DUE DATE:

DATE MARCH 10, 2026 3:00 PM PST

Office of Contracts Management Social Services Agency 333 West Julian Street San Jose, CA 95110-2335

THIS RFP SOLICITATION REQUIRES ALL PROPOSALS TO BE SUBMITTED ELECTRONICALLY THROUGH BIDDINGO. NO PAPER, EMAIL OR FAX SUBMISSIONS WILL BE ACCEPTED AND MAY BE DEEMED NONRESPONSIVE.

TABLE OF CONTENTS

APPENDICES

ATTACHMENTS

The Attachments listed below are for reference only and are not required to be submitted with the proposal.

SECTION I – INTRODUCTION

A. INVITATION

The County of Santa Clara Social Services Agency’s (SSA) Department of Aging and Adult Services (DAAS), invites qualified, persons, firms, entities and organizations (“Vendors”) to submit proposals to provide the following services within and for the County of Santa Clara (“County”):

1. Community Living Connection (CLC)

Provide high-risk older and disabled adults with case management and other services to enable them to continue living independently.

This RFP may result in a single or multiple awards. It is the County’s intent to award a contract with an initial term of 1 year with an option for the County to renew for an additional 4 years, unless terminated earlier or otherwise amended.

B. BACKGROUND

Santa Clara County (SCC) is the sixth most populous county in California, with a population of 1.9 million people. SCC contains 168 distinct voting districts, 15 cities encompassing approximately 1,300 square miles and a large concentration of electronics, information technology, research and manufacturing firms. SCC is the fifth-largest county government in the State.

SCC’s governmental structure includes a decentralized mix of approximately 50 agencies and departments. The County provides services such as public safety and justice, road construction and maintenance, parks and recreation, libraries, and environmental resource management. It also operates "enterprise" programs, which charge fees to users for services. Two examples are the County Health System, which includes four hospitals, and the County airports. The County acts as an agent of the State in administering health, social services, and criminal justice programs that are of statewide concern.

Policy making and legislative authority are vested in the Board of Supervisors, which consists of an elected Supervisor from each of the county’s five districts. The Board’s responsibilities include passing ordinances and policies, adopting the budget, appointing committees and appointing the County Executive who manages the day-to-day operations of the County. For more information, please go to www.santaclaracounty.gov.

SECTION II – TIMELINE

A. SCHEDULE OF EVENTS

The County of Santa Clara (County) seeks to adhere to the following anticipated schedule:

Pre-Proposal “Vendor’s” Conference Location: Microsoft Teams Meeting Time: 10AM PST February 3, 2026

B. POINT OF CONTACT

The County has designated Procurement Officer(s) who are responsible for the conduct of this RFP. Their contact information is listed below:

Daniel Freer, Management Analyst Crystal Chavez, Senior Management Analyst Social Services Agency Office of Contracts Management 333 West Julian Street, 2nd Floor San Jose, CA 95110-2335

Any inquiries or requests regarding this procurement should be submitted to the Procurement Officer in writing through https://www.biddingousa.com/santaclaracounty, the County’s solicitation management system. Vendors may contact ONLY the Procurement Officer regarding this RFP.

C. EXPLANATION OF EVENTS

1. Release of RFP The County of Santa Clara SSA is issuing this RFP. Copies of this RFP, including supporting documents, may be obtained from https://www.biddingousa.com/santaclaracounty.

2.

Pre-Proposal Conference

|_| No pre-proposal conference is scheduled for this RFP. Please submit all questions by the due date listed in Item A of Section III.

|_| Mandatory. Attendance at the pre-proposal conference is a prerequisite for submission of a proposal.

|X| Non-mandatory. Attendance at the pre-proposal conference is strongly recommended but is not a prerequisite for submission of a proposal.

Pre-proposal Conference Date/Time/Location:

Join: https://teams.microsoft.com/meet/22291587713119?p=2v0iRwk73vOW7A0Qjg Meeting ID: 222 915 877 131 19 Passcode: fP9jw3wG Dial in by phone +1 408-791-0743, 332246305# United States, San Jose Phone conference ID: 332 246 305# For organizers: Meeting options | Reset dial-in PIN

No audio, video, or written transcript record of the proceedings of this pre-proposal conference will be available after its conclusion. The County will attempt to tabulate a list of all questions and responses at the pre-proposal conference but does not guarantee that the list will include every question asked at the event. Upon request, the County may publish a list of vendors attending the pre-proposal conference after the conclusion of the event.

3. Deadline to Submit Questions Submit all written questions through https://www.biddingousa.com/santaclaracounty by the due date listed in Item A of Section II to the Procurement Officer. The County will not respond to questions submitted in any other manner or format.

4. Responses to Written Questions/RFP Addendum The County will list answers to all written questions received by the deadline in Section 3 (“Deadline to Submit Written Questions”) and will provide the responses via an addendum posted on https://www.biddingousa.com/santaclaracounty. The County may, but is not required to, respond to questions at other times, e.g., prior to a scheduled pre-proposal conference. The County reserves the right to post additional addenda until the RFP closing date and time, including addenda that make material changes to the RFP.

5. Submission Proposals All proposals shall be submitted through https://www.biddingousa.com/santaclaracounty. Proposals must be filed in https://www.biddingousa.com/santaclaracounty on or before the due date and time of proposal submission, or the County may reject them as untimely.

a. Number of Responses Only one proposal will be accepted from any one person, partnership, corporation or other entity; however, several alternatives may be included in one proposal.

6. Proposal Preparation Instructions Within each section of their proposal, vendors should address the items in the order in which they appear in this RFP. All forms provided in the RFP should be thoroughly completed and included in the appropriate section of the proposal.

7. Proposal Evaluation All proposals will be subject to a review process developed by the County and evaluated based on the criteria described below. Primary consideration shall be the effectiveness of the vendor in delivery of services based on demonstrated performance and cost.

8. Contract Negotiations The most qualified vendor(s) will be selected for contract negotiations. The County may enter into negotiations with the intent to award a contract with one or more vendors. If the County cannot reach an agreement with the vendor within a reasonable time, then the County may elect to terminate those negotiations and negotiate with another vendor. The County is under no obligation to award a contract based solely on cost; instead, the selection will be based on the vendor’s overall qualifications regarding performance, costs, and other factors identified below.

9. Notice of Intent to Award Pursuant to the completion of contract negotiations, the Procurement Officer(s) will issue a Notice of Intent to Award and Notices of Intent not to Award, thereby notifying all vendors.

Any proposed contract, resulting from this Solicitation, will be submitted to the Board of Supervisors, or Chief Procurement Officer or designee. All vendor(s) will be notified in writing of the decision with respect to the contract award. Notwithstanding the right of protest outlined in SECTION VIII – CONDITIONS GOVERNING THE PROCUREMENT, the County’s decision of whether to make the award and to which vendor shall be final.

II. SECTION III – GENERAL CONTRACT INFORMATION

A. TERM OF CONTRACT

The anticipated term of the awarded contract will be from July 1, 2026 through June 30, 2027 (12-month period). The County may, at its sole discretion, elect to extend the initial contract term for four (4) additional one-year extensions, depending on the needs of the County, the availability of funding, and satisfactory performance of the vendor.

B. AMOUNT OF CONTRACT AND COMPENSATION METHOD

The estimated total budget allocation for this contract, awarded pursuant to this RFP, currently amounts to $400,000 for each one-year term.

Any changes in this allocation, either during the negotiation phase of the solicitation process or during contract term extensions, will be subject to the availability of duly approved funding. For cost reimbursement contracts, administrative overhead costs cannot exceed 15% of the available funding.

Compensation method for this contract will be cost reimbursement or fee for service of actual, reasonable, necessary, and allowable costs incurred up to the maximum compensation for the performance of services as specified in the contract. Please complete the appropriate budget template (Appendix G) for the type of budget structure that will accompany the program.

C. BUDGET CONTINGENCY

This RFP, and any contract(s) awarded pursuant to it, is contingent on the appropriation of sufficient funding by the County for the services covered in this RFP. If funding is reduced or eliminated by the County for purposes of this RFP, the County has the option to either terminate this RFP with no liability accruing to the County or to offer an addendum to the RFP that reflects the reduced amount of funding.

III. SECTION IV – PROGRAM MODEL OVERVIEW

A. PROGRAM DESCRIPTION

The Community Living Connection (CLC) Program provides case management services and system navigation for housing, benefits, and services to older adults (aged 60 and older) or adults with disabilities. The purpose of this program is to reduce unnecessary institutionalization by providing older adults and adults with disabilities with options for where and how they receive assistance, care, and support. The design of the CLC Program includes a two-pronged approach: (1) coordinated case management and (2) purchase of services.

Case management is a formal strategy that coordinates and facilitates access to a variety of services in a timely manner for people who need assistance in organizing and managing their care and/or supportive services. It includes a standardized process of client intake, assessment, care planning, care plan implementation, monitoring, reassessment, and discharge/termination. Case management is an integral component of long-term care service delivery and is central to accessing additional services through the Community Living Connection.

1. Goals The formal goals of the CLC are to:

a. Enable older adults and adults with disabilities, who are eligible for this program, to remain living safely in their own homes and communities.

b. Provide financial support for home and community-based long-term care and supportive services beyond what is currently available.

c. Offer flexible funding to create "wrap-around" services that provide essential community-based assistance, care, and support.

d. Facilitate the development of service delivery models that strengthen the community-based long-term care work force.

e. Expand, not supplant, existing funding to fill funding gaps until new sources of financial support for community-based, long-term care services can be secured through Federal Medicaid waivers and other means, including new collaborations with managed care plans, accountable care organizations, and other payers.

The CLC Program provides case management and other services that will reduce unnecessary institutionalization by providing older adults and younger adults with disabilities with options for where and how they receive assistance, care, and support. The design of the CLC Program includes a two-pronged approach: (1) coordinated case management and (2) purchase of services.

2. Target Population Older adults (aged 60 and older) or adults with disabilities residing within the County of Santa Clara.

3. Eligibility Criteria

a. To obtain CLC services, an individual must meet all the following criteria:

b. Resident of the County of Santa Clara.

c. At an income level of three hundred percent (300%) of the Federal Poverty Level or less.

d. Willing and able to live in the community with appropriate supports.

e. Able to demonstrate the need for a service and/or resource that will prevent hospitalization or enable community living.

f. At imminent risk of hospitalization or hospitalized in an acute or skilled nursing facility, but able to transition back into community living if provided with the proper resources and support.

g. Willingness to voluntarily participate in the CLC Program.

4. Description of Services Vendor will complete the following program service components as follows:

a. CLC Case Management Component The CLC Program model consists of four main (4) phases of case management service delivery as follows:

i. Phase 1 - Intake/Screening Process

a) Referrals will be received by vendor, where a staff member will screen individuals for program eligibility and gather collateral information pertaining to the identified need for case management.

b) Clients will be screened for Medi-Cal eligibility and the Intake Specialist will work with Santa Clara Valley Health and Hospital System to verify the client's enrollment status in CalAIM.

c) If a client is not eligible for Medi-Cal or no longer qualifies for case management under CalAIM, but meets other program eligibility criteria, then services will be provided through the CLC program.

d) Vendor will work with DAAS to develop Prioritization and Waitlist Criteria to identify individuals most appropriate for CLC services.

ii. Phase 2- Connection

a) Enrollment: During a scheduled meeting with a client, the CLC Case Manager will provide an orientation of the CLC Program and obtain the necessary authorizations to provide services.

b) Home Assessment: Assessment tools will be used to conduct a comprehensive initial assessment for each potential client in his/her home and/or skilled nursing facility within a month of enrollment. As necessary, an occupational therapist may also be recommended to complete a home safety evaluation.

c) Community Living Plan: An individualized plan will be developed within two weeks of the initial assessment and will identify service needs and interventions to achieve the goals expressed and agreed upon by the client and the Case Manager. The Case Manager will also:

i) Work collaboratively with other community organizations presently working with the client and additional ones who can provide specific expertise.

ii) Coordinate all case management services through clinical supervision, including collaboration between multidisciplinary staff, and across any sub contracted organizations.

iii. Phase 3- Intensive Case Management with Housing Navigation Intensive case management is designed for clients with complex medical, cognitive, behavioral, and psychosocial needs who require high-touch, sustained engagement and coordination across multiple systems. Caseloads typically range from 15–25 clients per Case Manager.

a) Provide intensive case management to stabilize persons with complex medical, cognitive, behavioral, and psychological needs who require a maximum amount of care and supervision and access to ongoing resources and services. Intensive case management for persons with chronic acute complex needs will require extensive coordination of and access to a full range of social, behavioral, mental health, and medical services.

b) Key components include:

i) Comprehensive assessment and individualized care planning

ii) Frequent in-person contact to monitor progress and adjust services

iii) Cross-system coordination with behavioral health, medical providers, APS, IHSS, and other DAAS partners

iv) Housing Navigation for High-Barrier Clients, including:

· Identification of housing options for individuals with histories of eviction, poor credit, criminal records, or behavioral health challenges

· Coordination with landlords, housing authorities, and legal aid

· Assistance with applications, documentation, and reasonable accommodations

· Advocacy for emergency housing resources or transitional placements This level of care emphasizes rapport-building, continuity, and creative problem-solving to stabilize clients and prevent institutionalization.

iv. Phase 4 - Moderate Case Management with Housing Navigation Moderate case management supports clients whose needs are less acute but still require structured assistance to maintain community living. Caseloads may be larger, with clients receiving periodic check-ins and targeted interventions.

a) Provide moderate case management for persons whose situations have stabilized and improved and who require moderate to minimal assistance and ongoing support as well as access to occasional outside resources and services. This longer term, less intensive case management ensures continued stabilization and avoidance of future hospitalization(s) and nursing home placement.

b) Key components include:

i) Comprehensive assessment and individualized care planning

ii) Monthly follow-ups to monitor stability and service access

iii) Coordination with community-based providers to avoid duplication and ensure continuity

iv) Housing Navigation for Stabilized Clients, including:

· Support with locating affordable housing

· Guidance through application processes

· Connection to utility assistance, furnishings, and move-in support

· Monitoring housing retention and addressing emerging risks This level of care ensures long-term stabilization and prevents re-entry into institutional settings.

Note: Not all CLC clients will proceed through the above phases in sequential order. Since each CLC client's case will differ, it will be up to the discretion of the Case Manager to determine the best course of action that suits the needs of the client.

b. Case Manager/Supervisor Qualification Requirements Staff conducting case management services must either hold a Master of Social Work (MSW) or be under the supervision of an MSW holder.

5. Additional Service Requirements In addition to the main phases of case management service, Vendor will provide:

i. Service Arrangement, Monitoring, and Follow-Up: Make arrangements for services and appropriately monitor and follow-up with clients by conducting monthly visits.

ii. Coordination: Create a coordinated system of care by developing communication strategies and partnerships to avoid duplication of services.

iii. Reassessment: Complete a reassessment for clients requiring case management beyond twelve (12) months.

iv. Participant Termination: Conduct voluntary and involuntary terminations and document reasons for termination of services.

6. Purchase of Service Component When no alternative resources are available to provide the identified services or goods required to fulfill the goals of the community living plan, the CLC Case Manager will consider purchasing such necessary services or items through a Purchase of Service (POS). Vendor will complete the following:

i. Create purchase of service vendor contracts and procurement policies to ensure that the purchase of all proposed goods and services is reasonable, prudent and properly procured.

ii. Establish a fund with a menu of service options and level of assistance, care, and supportive services, which Vendor will use to purchase essential goods and services for CLC clients. Staff will draw down funds to arrange for the purchase of goods and services as the client's needs change to support safety at home, prevent hospitalization, and support care transitions.

iii. Screen candidates to determine eligibility for one-time-only (OTO) purchases.

c) Case Managers will determine if a simple OTO purchase of a good or service would prevent institutionalization, particularly for those individuals already engaged in long-term case management. Final OTO purchases must be approved by the Program Director.

d) Every individual on the CLC waitlist will be reviewed and assessed to identify candidates that require one-time-only (OTO) purchases.

7. Transportation Component Vendor will assess transportation needs of the CLC Program client and determine how the client will have continued and ongoing access to transportation resources.

8. Training Component Vendor will ensure proper training and ongoing education for program staff and conduct annual staff training requirements to enhance staff knowledge and increase effectiveness of service delivery. Training may include, but need not be limited to, cultural competency, dementia care, care planning, and documentation best practices.

9. Coordination Collaboration with DAAS (Multidisciplinary Team) The Coordination Collaboration with DAAS is a structured multidisciplinary team (MDT) convened monthly to address complex cases requiring cross-agency problem-solving.

Key features:

a. Participants include APS, IHSS, PAGC, and other DAAS partners, as well as the contracted agency’s Case Managers and supervisors

b. Case presentations focus on clients with high acuity, repeated APS involvement, or barriers to engagement

c. Collaborative planning to align service goals, reduce duplication, and identify creative interventions

d. Documentation of meeting outcomes, follow-up actions, and responsible parties

e. Feedback loop with APS to ensure alignment with protective concerns and service mandates

This forum promotes shared accountability and client-centered planning across systems.

10. Referral and Outcome Tracking System To ensure transparency and accountability, both APS and the contracted agency will collaboratively establish and maintain a shared referral and outcome tracking system in compliance with the Welfare and Institutions Code.

System requirements:

a. Dual-entry tracking: APS logs outgoing referrals; agency logs incoming referrals and service status

b. Status categories: Pending, Engaged, Declined, Terminated, Stabilized, Institutionalized

c. Outcome fields: Services provided, barriers encountered, housing status, MDT involvement, discharge reason

d. Monthly reconciliation: APS and agency review referral logs to ensure consistency and resolve discrepancies

e. Data dashboard: Optional development of a visual dashboard to monitor trends, gaps, and performance metrics

This system supports real-time visibility into client progress and strengthens coordination between APS and contracted providers as part of a multidisciplinary team.

SECTION V – WRITTEN PROPOSAL

(PLEASE READ CAREFULLY)

THIS RFP SOLICITATION REQUIRES ALL PROPOSALS TO BE SUBMITTED ELECTRONICALLY THROUGH BIDDINGO HOLDINGS. NO PAPER, EMAIL OR FAX SUBMISSIONS WILL BE ACCEPTED AND MAY BE DEEMED NONRESPONSIVE.

Vendors will identify and respond to all of the following items in the order they are listed, except when instructed to attach as an appendix to the proposal. The most qualified proposals will comply with all the conditions, required program standards and specifications within each service category. Vendors should thoroughly respond to each requirement as directed in a narrative format or on specified forms when required.

The proposal should provide clear, information in sufficient detail to allow an evaluation based on the criteria below. A proposal must be acceptable in all criteria for a contract to be awarded to the vendor that offers the best value to the County.

Tab 1: Table of Contents

Vendor must include a table of contents that corresponds to page numbers in the proposal.

Tab 2: General Information Forms

1. Complete and have an authorized representative of the vendor sign the Proposal Response Cover Sheet (form provided – Appendix A). Place it on the top of the proposal, as this is the vendor’s certification that all the statements in the proposal are true and constitutes a warranty, the falsity of which will entitle the County to void the contract or otherwise pursue legal action.

2. Complete and include the Non-Collusion Declaration and Declaration of Compliance with Equal Opportunity/Nondiscrimination, Wage Theft Prevention, Declaration of Intent to Comply with County COVID-19 Requirements, and the Declaration of Compliance with the Levine Act (form provided – Appendix B).

3. Complete and include the Vendor’s Acceptance of the Santa Clara County’s Terms and Conditions (form provided – Appendix C).

4. Complete and include the Confidential Information for the California Public Records Act (form provided – Appendix D).

5. Complete and include the Vendor Experience and Administrative and Fiscal Capability (form provided – Appendix E)

Tab 3: Staffing Qualifications (Maximum 10 points)

1. List all currently hired staff positions working directly in performance of this proposal whose salaries will be expensed under this funding. (forms provided – Appendix F– Staffing Work Plan).

2. Include job descriptions for all positions not currently filled.

Tab 4: Organizational Capacity (Maximum 10 Points)

This section must:

1. Describe how your agency is uniquely qualified to serve DAAS, including years of experience;

2. Describe the administrative support services your agency has in place to manage a contract of this funding level; and

3. Provide an organizational chart outlining the organization’s contractual and fiscal management.

Tab 5: Language Proficiency Plan (Maximum 10 Points)

A successful response will demonstrate sensitivity to the cultural and linguistic differences for the target population to be served by the proposed program.

Culturally sensitive practices improve access and quality of service for individuals of diverse populations. Applicants must provide services to eligible clients of any background.

Culturally sensitive services are defined as services and staff that are responsive to the religious, regional, ethnic, social, linguistic, disability-related, and gender and sexual orientation needs each client. These include the unique needs of immigrant families, religious minorities, people with disabilities, older adults, families struggling with mental health issues, developmental delays, substance abuse issues, and those battling domestic violence. Vendors should also be equipped to deliver services with an LGBTQ+ (lesbian, gay, bisexual, transgender, questioning, and gender expansive) informed approach to care and in a manner that promotes the healthy development of SOGIE (Sexual Orientation and Gender Identity and Expression).

Applicants must have policies, structures, practices, procedures and dedicated resources to support cultural sensitivity and linguistic proficiency. In complying with this requirement, vendors must provide narrative descriptions of the following:

Culturally sensitive staffing — program staff, paraprofessionals, and administrators with appropriate skills, experience, and knowledge for delivering culturally sensitive services;

2. Culturally sensitive services — services and activities that are responsive and effective in meeting the needs of clients from all backgrounds;

3. Culturally sensitive organization — policies, administrative procedures, and management practices designed to ensure access to culturally appropriate services and competent personnel; and

4. The capacity to conduct self-assessment regarding overall organizational cultural sensitivity.

5. In addition to the narrative for items 1 through 4, the vendor must complete the Language Proficiency Plan, Appendix H.

Tab 6: Program Narrative (Maximum 40 Points)

1. Describe how you will provide specific services described in Section IV Program Model Overview of the RFP.

2. Provide a description of the proposed plan to achieve the program objectives and requirements.

3. Describe how you will ensure access to services.

4. Describe what facilities will be used to provide the proposed services, including location, address and how the clients can access them.

5. Describe the mediums/platforms you will use for client communication when in-person communication is not possible/necessary.

6. Describe your process for initial assessment and care plan development.

7. Describe how you will implement the different levels of case management.

8. Describe how you will provide housing navigation services to clients for each level of case management.

9. Describe how you will conduct purchases of goods and services for clients.

10. Describe how you will communicate with DAAS as it relates to cross-system coordination with Behavioral Health, Adult Protective Services, medical providers, or other DAAS programs.

Tab 7: Data Collection, Tracking and Outcome Measurement (Maximum 10 points)

The County has incorporated performance and outcome measures in contracts in order to demonstrate the impact of services on client populations. Appendix I: Logic Model Worksheet has been provided in order to help applicants incorporate these measures into their proposals. The Logic Model Worksheet includes the following:

1. Contract Goal This section states the goal of the contract as described by the County.

2. Situation This section states the context in which services are needed and the target population the services aim to serve as described by the County.

3. Activities/Services This section should list the applicants’ proposed services that will meet the stated contract goals and address the situation described. Please fill out this section with the activities/services you propose to provide during the contract term. This section should answer the question, “How will the contract address those needs/challenges of the target population?”

Answers can include specific services, activities, tools, processes, or other interventions that are intentionally employed in order to reach the goal (e.g. case management sessions, counseling sessions, transportation, trainings, linking to services). Note that services must be made available to eligible clients of any background.

4. Outputs Outputs are the proposed number of activities/services delivered during the contract term to individuals and/or families. Please fill out this section with the outputs you propose to track during the contract term.

5. Outcomes Outcomes are the proposed measures that assess progress towards the contract goals.

Outcome measures state the expected impact as it relates to the information listed in the “Activities/services” and “Outputs” categories. Outcomes can include specific changes in a variety of domains such as performance, awareness, knowledge, skill, and behavior. Please fill out this section with proposed outcomes that will be tracked during the contract term. Outcomes should include a timeframe (i.e. the time during which changes are expected to occur), a standard (e.g. the percentage to be achieved), and a measure (e.g. the actual change to be tracked). For example, “After 3 months of enrolling in the program, 50% of participants will have health insurance.”

All applicants are required to fill out the Contract Info tab of the Logic Model Worksheet. Upon completion of the tab, a logic model will automatically be populated in a visual format on a separate tab labeled “Logic Model” in the same workbook. Applicants will submit the Logic Model with their proposals.

Applicants will fill out the Logic Model Worksheet only once based on their preferred budget amount, with the preferred budget amount clearly indicated. Under this Tab 7, proposals will be evaluated based on their proposed outputs and outcomes that will be tracked by the Vendor, rather than proposed services (which will be evaluated in Tab 6) or cost effectiveness (which will be evaluated in Tab 8).

Tab 8: Budget and Budget Narrative (Maximum 10 points)

When completing these forms for either a Fee for Service or Cost Reimbursement (Appendix G), Vendors must:

1. Provide a Detailed Line-Item Program Budget covering the period from July 1, 2026, through June 30, 2027 (Appendix G);

2. Provide a Detailed Program Budget Narrative explaining programs costs listed in the Program Budget (Appendix G).

3. Provide a detailed Staffing Salary (Appendix G).

Tab 9: Past Performance (Maximum 5 Points)

1. Please indicate if your organization has performed services similar to those described in this RFP and, if so, describe those services:

a. Program Highlights

i. Describe any highlights resulting from your previous program, possibly including individual client success stories.

ii. Describe whether your organization was able to achieve the service levels that were initially projected. If not, explain why.

iii. Describe whether your organization was able to achieve the outcomes that were initially projected. If not, explain why.

b. Program Difficulties

i. If your organization encountered any significant difficulties in providing these prior services, please describe those challenges and your organization's response. "Significant" means noteworthy or sufficiently great or important enough to be worthy of attention.

ii. Please describe any significant complaints regarding the services provided and your organization’s response.

iii. If your organization was sent a "Notice of Intent to Consider Corrective Action" letter or received a “Notice of Corrective Action” letter in the past 5 years, please describe why that occurred and if that is likely to happen in the future. Please also list the date(s) and summarize any resulting corrective action taken. Please describe any changes that were made as a result of the corrective action and the results of those changes.

iv. Analyze whether there were other parts of your previous program that could be improved.

v. Please describe any lessons learned as a result of the difficulties.

c. Budget Usage

i. If your organization did not use (or is not likely to use) its full budget amount in providing these previous services, please describe why that occurred and if that is likely to happen in the future.

ii. If your organization used (or is likely to use) its full budgeted amount in providing these services, please analyze whether the budgeted amount was appropriate. If the total budgeted amount was not proper, please describe why that occurred and if that is likely to happen in the future.

2. If your organization has not performed services similar to those described in this RFP, please explain how and why you chose this program and your plan and timeline for implementation of the new program. Please also describe any challenges you expect in the application and how you plan to address them. If any of your staff has experience that is relevant to this program, please describe that experience and include as many details as requested from above from organization that has performed similar services in the past and explain how that experience will be incorporated into the program.

3. Has your organization had performance difficulty or other issues with contracts or grants in the past, with the County of Santa Clara or with any other funder? If so:

a. How many times has this happened and when did it happen? What was the most recent period this happened? Please describe what occurred and any process changes or service delivery improvements that were made as a result and explain the effect of those changes.

b. Has your organization received a "Notice of Intent to Consider Corrective Action" letter, a “Notice of Corrective Action” letter or similar notice regarding performance? Please describe why that occurred. Please explain any process changes or service delivery improvements that were made as a result and illustrate the effect of those changes.

c. Has your organization ever had a contract or grant terminated due to performance issues? If so, how many times has this happened and when did it happen? Please describe why that occurred. Please explain any process changes or service delivery improvements that were made as a result and illustrate the effect of those changes.

Tab 10: Financial Statement & Information Vendors must attach a copy of an audited statement and management letter. Such statement shall be the most recent and complete audited financial statement available and for a fiscal period of not more than 18 months old at the time of submission. The statement shall be by an independent, certified public accountant. The submission shall include the audit opinion, balance sheet, income statement, retained earnings, cash flows, and notes to the financial statements. If independently audited financial statements do not exist for the vendor, the vendor shall state the reason and, instead, submit sufficient information in lieu of the certified financial audit, if it is of equal value in determining the fiscal stability of the vendor. SSA may request and the vendor shall supply any additional financial information requested in a timely manner.

SECTION VI – EVALUATION

A. REVIEW OF PROPOSALS FOR RESPONSIVENESS

Each proposal will be reviewed to determine if the proposal is responsive to the submission requirements outlined in the RFP. A responsive proposal is one which follows the requirements of this RFP, includes all documentation, is submitted in the format in this RFP, is timely submitted, and has the appropriate signatures as required on each document. Failure to comply with these requirements may result in the proposal being deemed non-responsive and, therefore, rejected.

B. EVALUATION CRITERIA

Proposals will be evaluated by the Evaluation Committee members who will independently evaluate, and rate proposals based on criteria listed below. The criteria are itemized with their respective weights for a maximum total of one hundred (100) points per Evaluation Committee member

*LOCAL PREFERENCE POLICY (reproduced from Board of Supervisors Policy Manual, Section 5.6.5.2).

In a formal solicitation of goods or services, the County of Santa Clara shall give Local Businesses the preference described below.

“Local Business” means a lawful business with a physical address and meaningful “production capability” located within the boundary of the County of Santa Clara. The term “production capability” means sales, marketing, manufacturing, servicing, provision of services, or research and development capability that substantially and directly enhances the firm's or bidder's ability to perform the proposed contract. Post Office box numbers, residential addresses, a local sales office without any support and/or a local subcontractor hired by the contractor may not be used as the sole basis for establishing status as a “Local Business.”

In the procurement of goods or services in which best value is the determining basis for award of the contract - for example, a Request for Proposals - five percent (5%) of the total points awardable will be added to the Local Business score.

When a contract for goods or services, as defined in this policy, is presented to the Board for approval, the accompanying transmittal document shall include a statement as to whether the proposed vendor is a Local Business, and whether the application of the local preference policy was a decisive factor in the award of the proposed contract. The local preference policy may only be applied based on the entity submitting a bid or proposal and not a subcontractor or business partner.

This Local Business preference shall not apply to the following:

1. Public works contracts;

2. Where such a preference is precluded by local, state or federal law or regulation;

3. Contracts funded in whole or in part by a donation or gift to the County where the special conditions attached to the donation or gift prohibits or conflicts with this preference policy. The donation or gift must be approved or accepted by the Board in accordance with County policy; or

4. Contracts exempt from solicitation requirements under an emergency condition in accordance with Board policy, state law and/or the County of Santa Clara Ordinance Code.

C. PROPOSAL EVALUATION

An Evaluation Committee will review, evaluate and score the proposals. The highest ranked responses may be recommended for another round of evaluation at the County’s discretion. The County reserves the right to conduct as many rounds of evaluations as it deems to be reasonable or necessary in the public interest. Each round of evaluation may result in modification of scores, further clarification or addenda being issued, and changes in the RFP process. If a proposal is not in the competitive range, the County at its sole discretion may eliminate the proposal for further consideration.

D. ORAL PRESENTATIONS / DEMONSTRATIONS

Upon evaluation of the criteria indicated above and the rating and ranking, the Evaluation Committee may choose to conduct an oral presentation/demonstration with any vendor(s). Upon completion of the oral presentations/demonstrations, the Evaluation Committee members may re-evaluate, re-score and/or re-rank the proposals remaining in consideration.

E. NEGOTIATIONS

The County may direct negotiations with the highest ranked vendor, negotiations with multiple vendors, and/or may request best and final offers. The discussions may include price and conditions attendant to price. Each vendor agrees that its proposal shall constitute a firm offer that it is bound to, and that the County may accept for at least one year after the closing of the Solicitation.

The County always reserves the right to terminate or suspend negotiations and may begin negotiations with the other vendor(s). This process may continue until a contract acceptable to the County has been executed or all proposals are rejected. No vendor shall have any rights against the County arising from such negotiations, suspensions, or terminations thereof.

F. CONTRACT AWARD

Any proposed contract, resulting from this Solicitation, will be submitted to the Board of Supervisors, or County Executive or designee. All vendors will be notified in writing of the decision with respect to the contract award. The County’s decision of whether to make the award and to which vendor shall be final.

SECTION VII – RESPONSE FORMAT AND ORGANIZATION

A. NUMBER OF RESPONSES

Only one proposal will be accepted from any one person, partnership, corporation or other entity; however, several alternatives may be included in one proposal.

B. PROPOSAL FORMAT AND ORGANIZATION

Instructions to Vendors

1. Proposal packets and all appendices must be completed in English and free of ambiguities, alterations and erasures;

2. The proposal packets must be executed by a duly authorized officer or agent of the vendor;

3. In the event of conflict between words and numerals, the words shall prevail; and

4. Narrative for Tabs 3 – 9 must not exceed forty (40) total pages. Attachments and appendices are not included in this page limit.

Proposal Format

1. Be typed using font Arial with a minimum font size of twelve (12) on letter size paper with one (1) inch margins;

2. Be single-spaced;

3. Have page numbers in consecutive order; and

4. Be one (1) complete pdf. packet.

Proposal Packet Sequence and Checklist The proposal should be organized and indexed in the following format and should contain, at a minimum, all listed items in the sequence indicated:

1. Current Audited Financial Statement

Within each section of the proposal, vendor(s) should address the items in the order in which they appear in this RFP. All forms provided in the RFP should be thoroughly completed and included in the appropriate tab of the proposal.

SSA does not guarantee the accuracy of the formulas in its provided forms nor is responsible for any errors or omissions. Vendors assume all responsibility for the accuracy of the information provided on the forms included with this RFP.

C. NON-CONFORMING SUBMISSIONS

A submission may be deemed by the County as non-responsive and ineligible for consideration if it does not conform to the requirements of this RFP.

SECTION VIII – CONDITIONS GOVERNING THE PROCUREMENT

The County of Santa Clara allows the use of the County contract by other political subdivisions, municipalities, tax supported agencies and non-profit entities in the United States. Such participating agencies shall make purchases in their own name, make payments directly to the Contractor and shall be liable directly to Contractor holding the County of Santa Clara harmless.

This Section contains the conditions governing the Request for Proposal (RFP) process. Vendors are required to adhere to these conditions.

INCURRING COST

This RFP does not commit the County to award, nor does it commit the County to pay any cost incurred in the submission of the proposal, or in making necessary studies or designs for the preparation thereof, nor procure or contract for services or supplies. Further, no reimbursable cost may be incurred in anticipation of a contract award.

A. CLAIMS AGAINST THE COUNTY OF SANTA CLARA

Neither your organization nor any of your representatives shall have any claims whatsoever against the County or any of its respective officials, agents, or employees arising out of or relating to this RFP or these or any other solicitation or procurement procedures.

BASIS FOR PROPOSAL

Only information supplied by the County in writing via the County’s solicitation management system, https://www.biddingousa.com/santaclaracounty by the Procurement Officer in connection with this RFP should be used as the basis for the preparation of vendor’s proposal.

NO PUBLIC PROPOSAL OPENING

There will be no public opening for this RFP.

CALIFORNIA PUBLIC RECORDS ACT (CPRA)

All proposals become the property of the County, which is a public agency subject to the disclosure requirements of the California Public Records Act (“CPRA”). If vendor proprietary information is contained in documents submitted to County, and vendor claims that such information falls within one or more CPRA exemptions, vendor must clearly mark such information “CONFIDENTIAL AND PROPRIETARY,” and identify the specific lines containing the information. In the event of a request for such information, the County will make best efforts to provide notice to vendor prior to such disclosure. If vendor contends that any documents are exempt from the CPRA and wishes to prevent disclosure, it is required to obtain a protective order, injunctive relief or other appropriate remedy from a court of law in Santa Clara County before the County’s deadline for responding to the CPRA request. If vendor fails to obtain such remedy and notify the Office of the County Counsel in writing at publicrecords@cco.sccgov.org within County’s deadline for responding to the CPRA request, County may disclose the requested information.

Vendor further agrees that it shall defend, indemnify, and hold County harmless against any claim, action, or litigation (including but not limited to all judgments, costs, fees, and attorney’s fees) that may result from denial by County of a CPRA request for information arising from any representation, or any action (or inaction), by the vendor.

CONFIDENTIALITY

All data and information obtained from the County of Santa Clara by the vendors and its agents in this RFP process, including reports, recommendations, specifications and data, shall be treated by the vendor and its agents as confidential. The vendors and its agents shall not disclose or communicate this information to a third party or use it in advertising, publicity, propaganda, or in another job or jobs, unless written consent is obtained from the County.