RFP_Youth_Interim_Housing_Program_2026-COH-RFP-00071.pdf

No. 2026-COH-RFP-00071 1 of 39 September 24, 2025

County of San Mateo

Request for Proposals (RFP) for Youth Interim Housing Program

Human Services Agency Center on Homelessness

Youth Interim Housing Program RFP No. 2026-COH-RFP-00071

Date Issued September 24, 2025 Questions Due October 14, 2025, 5:00 p.m. PST Proposal Due October 22, 2025, 5:00 p.m. PST

RFP Contact: Questions via Open Gov

Request for Proposals No. 2026-COH-RFP-00071 for Youth Interim Housing Program

No. 2026-COH-RFP-00071 2 of 39 September 24, 2025

Table of Contents

I. Definitions

II. Introduction and Schedule A. General

B. Solicitation Schedule

III. Scope of Work

A. Introduction

B. Background and Systemwide Strategic Goals

C. Population Served

D. Timeline and Start Up

E. Facility and Site Information

F. San Mateo County Homeless System Guiding Principles

G. Scope of Work – Youth Interim Housing Program

IV. Submission Requirements

A. Submission Deadline

B. Pre-Submission Registration

C. Submission via OpenGov

D. Technical Proposal

V. Evaluation and Selection Criteria

A. Minimum Qualifications (MQs)

B. Selection Criteria

C. Technical Proposal

VI. Instructions to Proposers

A. Communications

B. Contract Award

VII. Terms and Conditions for Receipt and Proposals

A. Errors, Omissions, and Inquiries regarding the RFP

B. Objections to RFP Terms

C. Addenda

No. 2026-COH-RFP-00071 3 of 39 September 24, 2025

D. Term of Proposal

E. Revision or Withdrawal of Proposal

F. Errors and Omissions in Proposal

G. No Commitment

H. Financial Responsibility

I. Estimated Quantity

J. Public Record

K. Reservations of Rights by the County

L. No Waiver

VIII. Protest Procedures

A. Protest of Non-Responsiveness Determination

B. Protest of Contract Award

C. Delivery of Protests

No. 2026-COH-RFP-00071 4 of 39 September 24, 2025

I. Definitions

Agreement: The contract between San Mateo County and Contractor awarded pursuant to this solicitation.

Business Day: Monday through Friday except for holidays as observed per the California Government

Code.

Confidential Information: Information in any form that is not generally known and treated as confidential by a party, including business, financial, statistical, and non-public personal information, trade secrets, know-how, applications, documentation, schematics, procedures, Personally Identifiable Information, information covered by legal privilege, and other proprietary information that may be disclosed or incorporated in materials provided to one party by the other, whether or not designated as confidential, whether or not intentionally or unintentionally disclosed, and whether or not subject to legal protections or restrictions.

Continuum of Care (CoC): A regional or local planning body that coordinates housing and services funding for homeless families and individuals. San Mateo County Human Services Agency is the Lead Agency for the Daly City/San Mateo County Continuum of Care.

Contract Materials: Finished or unfinished documents, data, studies, maps, photographs, reports, specifications, lists, manuals, software, and other written or recorded materials produced or acquired by the Contractor pursuant to the Contract for or on behalf of the County, whether or not copyrighted.

Contract: The agreement between San Mateo County and Contractor awarded pursuant to this solicitation.

Contractor: The person or other entity awarded a Contract in conformance with the terms of this solicitation and any subsequently agreed upon terms.

County Data: All information, data, and other content, including Confidential Information and other information whether or not made available by San Mateo County or San Mateo County’s agents, representatives or users, to a Contractor or potential Contractor or their employees, agents, representatives or Subcontractors, and any information, data and content directly derived from the foregoing, including data reflecting user access or use.

County Systems: The information technology infrastructure of San Mateo County or any of its designees, including computers, software, hardware, applications, databases, networks, and related electronic systems.

County: San Mateo County

Deliverables: Goods or services required to be provided to San Mateo County under the Contract.

Force Majeure: An event or circumstance not caused by or under the control of a party, and beyond the reasonable anticipation of the affected party, which prevents the party from complying with any of its obligations under the Contract, including acts of God, fires, floods, explosions, riots, wars, hurricane, sabotage, terrorism, vandalism, accident, governmental acts, and other events.

No. 2026-COH-RFP-00071 5 of 39 September 24, 2025

Homeless Management Information System (HMIS): A local information technology system used to collect client-level data and data on the provision of housing and services to homeless individuals and families and persons at risk of homelessness. The HMIS system used in San Mateo County is the BitFocus Clarity System.

Hosting: Storage, maintenance, and management of hardware, software, and San Mateo County Data by a party other than San Mateo County, on machines and at locations other than those operated by San Mateo County, where a party other than San Mateo County has regular responsibility for back-up, disaster recovery, security, upgrades, replacement, and overall responsibility for ensuring that all hardware and software continues to function as intended.

Interim Housing: Short-term temporary accommodations that provide supportive services, which may also be referred to by other terms such as congregate or non-congregate emergency shelter;

navigation centers; bridge housing; transitional housing; or other models or terms which do not require occupants to sign leases or occupancy agreements.

Key Employee: Employees of the Contractor jointly identified by San Mateo County and the Contractor as possessing unique skill and experience that was a material consideration in San Mateo County’s decision to award a contract.

Maintenance Updates: Any revision, update, improvement, modification, enhancement, correction, bug fix, patch, or new release for a system, platform, software or other product, including any change made as a result of applicable federal, State, or local law.

Major Change: A change to the specified performance, maintainability, operation, power requirements, compatibility, measurement, user interface, reliability, quantity, scale, quality, terms, delivery method, or requirement of any product or service that affects the obligations of the parties or reflects a substantial alteration in circumstances surrounding the agreement or is of such a nature that knowledge of the change would affect a person’s decision-making process.

Modified Total Direct Cost (MTDC): means all direct salaries and wages, applicable fringe benefits, materials and supplies, services, travel, and up to the first $50,000 of each subaward (regardless of the period of performance of the subawards under the award). MTDC excludes equipment, capital expenditures, charges for patient care, rental costs, tuition remission, scholarships and fellowships, participant support costs, and the portion of each subaward in excess of $50,000.

Personally Identifiable Information (PII): information in any format that can be used to identify a specific individual, either used alone or combined with other private or public information that can be linked in some way to a specific individual.

Proposer: The prime firm, organization, or joint venture that is submitting a proposal for this RFP.

PST: Pacific Standard Time, including Pacific Daylight Time when in effect.

Subcontractor: Firms engaged by the Contractor to perform work or provide goods pursuant to the

Contract, including vendors and suppliers

Task Order or Purchase Order: A written request from San Mateo County to a vendor to provide goods or services, indicating types, quantities, prices, and delivery criteria.

Transitional Age Youth (TAY): Youth between the ages of 18 to 24 years old.

No. 2026-COH-RFP-00071 6 of 39 September 24, 2025

II. Introduction and Schedule

A. General

The County of San Mateo (the “County” or “SMC”) covers most of the San Francisco Peninsula. The region covers 744 mi2 and is home to nearly 800,000 residents and 20 incorporated cities. The County provides for the health and welfare of all people within its borders and serves as the local government for the unincorporated areas. Innovation thrives here in industries such as bioscience, computer software, green technology, hospitality, financial management, health care, education, and transportation. The County prides itself on how that prosperity fosters its commitment to protecting and enhancing the health, safety, welfare, and natural resources of the community.

SMC’s Human Services Agency (“HSA”), through its Center on Homelessness (“COH”), contracts and oversees homeless services throughout San Mateo County. COH serves as the county liaison to Core Service Agencies, homeless service providers, and interim housing programs in the County, and establishes HSA's policies on homelessness.

SMC strives to end homelessness in our community by reaching and maintaining Functional Zero, meaning that every unsheltered homeless person who chooses to receive assistance will be provided with interim or permanent housing. As part of the work towards achieving this goal, the County of San Mateo is seeking proposals to operate a Youth Interim Housing Program to serve transitional age youth (TAY) experiencing unsheltered homelessness in San Mateo County.

Interim housing programs serve as short-term interventions that are designed to act as safety nets for households who are unsheltered (i.e. living outdoors, in vehicles or other places not meant for human habitation), are experiencing a housing crisis, and have no alternative housing options (after housing problem-solving brainstorming with Coordinated Entry System (CES) Diversion Specialists). Interim housing programs provide intensive services to assist clients with identifying and moving into permanent housing as quickly as possible. Interim housing programs do not charge any fees or rent to clients.

The County’s COH is issuing Request for Proposals (RFP) 2026-COH-RFP-00071. HSA intends to award a three-year contract to one qualified proposer, tentatively scheduled to begin in early January 2026. The County shall have the option to extend the term for an additional period not to exceed two years, which the County may exercise in its sole, absolute discretion. To exercise this option, the County shall provide written notice to the Contractor at least thirty days before the end of the agreement’s term.

The County does not guarantee any minimum utilization or expenditure with any Contractor during the proposed period.

The County may make additional/future awards for any of the services listed under this RFP on an as needed basis and if funding is available. Proposers scoring above 75% on the evaluation criteria may be eligible for future awards. Any additional awards made will adhere to the terms set forth in this RFP.

The planned funding sources for this contract are County funds and state Homeless Housing, Assistance and Prevention (HHAP) funding. SMC funds its contracted interim housing programs from a variety of sources, including SMC County General Funds and Measure K, a half-cent sales tax extension in 2016 for essential County services and the maintenance and replacement of critical facilities. This mix of funding is expected to continue. There may be different and/or additional funding sources used, and the Contractor will be notified of each funding source and the applicable requirements.

No. 2026-COH-RFP-00071 7 of 39 September 24, 2025

The County’s standard contract template has been included as Enclosure 1 – Standard Agreement Template and Attachments to this solicitation. The awarded contractor will be expected to sign an agreement prepared by the County using this template. The Proposer must complete a legal review of these contract terms. If the Proposer wishes to request exceptions to these standard terms, please attach a red-lined version to your RFP application to request changes. The County will consider exceptions requests but reserves the right to reject requested modifications to its standard terms.

B. Solicitation Schedule

RFP Released September 24, 2025

Site Walkthrough (Optional)

October 9, 2025 (by appointment only)

To schedule an appointment, email HSA_Homeless_Programs@smcgov.org by 5:00 p.m. PST on October 7, 2025.

Refer to Section III – Scope of Work, Section E – Facility and Site Information below for more instructions on requesting a walkthrough.

Deadline for Questions, Comments and Contract Exceptions October 14, 2025, by 5:00 p.m. PST

Proposal Due Date and Time October 22, 2025, by 5:00 p.m. PST Anticipated Contract Award Date January 2026

No. 2026-COH-RFP-00071 8 of 39 September 24, 2025

III. Scope of Work

A. Introduction

The County of San Mateo Human Services Agency (“HSA") seeks responses from qualified agencies to operate a transitional age youth interim housing program in San Mateo County. HSA previously contracted with a community-based organization to operate a 10-bed TAY interim housing program in Redwood City. That organization ceased operations in July 2025, and the County is establishing a new TAY interim housing program. The County has acquired a six-bedroom, four-bathroom single family home in unincorporated San Mateo County, located near the City of Redwood City, for the purpose of providing shelter and services.

Interim housing services will include housing-focused case management, facility operation, food services, linkages to clinical services as appropriate, and additional related services as requested by the County.

The goal of the housing plan will be to address the client’s current barriers and to transition the client to a more permanent housing situation within 150 days of program enrollment.

The County will continue to own and provide maintenance services for the home. The program will also be required to provide applicable reports, performance measure data, and invoices with supporting documentation.

B. Background and Systemwide Strategic Goals

The County of San Mateo maintains a strong commitment to preventing and ending homelessness and strives to reach a functional zero level of homelessness. The San Mateo County Continuum of Care (SMC CoC) published a Strategic Plan on Homelessness in 2022 and is developing a new strategic plan at this time. The 2022 Strategic Plan can be downloaded here (San Mateo County Continuum of Care Strategic Plan on Homelessness) or accessed at https://www.smcgov.org/hsa/center-homelessness. More details are also available in Enclosure 2 – 2022 SMC CoC Strategic Plan.

C. Population Served

This interim housing program will serve homeless transitional age youth (TAY), who are defined as adults within the ages of 18 to 24 years old. These young adults may have experienced various challenges including foster care, trauma, disabilities, limited to no employment history, mental and physical health challenges, and other barriers to re-entering and maintaining housing. The San Mateo County Coordinated Entry System (CES) will use established criteria and processes to refer clients who are unsheltered (i.e. living outdoors, in vehicles, or other places not meant for human habitation), experiencing a housing crisis, and have no alternative housing options. Contractor must accept all clients referred through CES, unless the program cites a specific safety concern with a client based on the criteria established by HSA, the Contractor, and CES. Contractor may not accept clients who are referred outside of the referral process established by HSA.

The specific population to be served under this agreement are homeless individuals as defined by Category 1, 2 and 4 of the Department of Housing and Urban Development’s (HUD) Homeless Definition Final Rule (see Enclosure 3 – HUD Homeless Definitions for more information), current and inclusive of any updates during the term of this agreement.

1. Category 1: Literally Homeless includes an individual or family who lacks a fixed, regular, and adequate nighttime residence, meaning:

https://www.smcgov.org/media/139336/download?attachment https://www.smcgov.org/media/139336/download?attachment https://www.smcgov.org/hsa/center-homelessness

No. 2026-COH-RFP-00071 9 of 39 September 24, 2025

a. Has a primary nighttime residence that is a public or private place not meant for human habitation;

b. Is living in a publicly or privately-operated shelter designated to provide temporary living arrangements (including congregate shelters, transitional housing, and hotels/motels paid for by charitable organizations or by federal, state, and local government programs); or

c. Is exiting an institution where s(he) has resided for 90 days or less and who resided in an emergency shelter or place not meant for human habitation immediately before entering that institution.

2. Category 2: Imminent Risk of Homelessness includes an individual or family, who will imminently lose their primary nighttime residence, provided that:

a. Residence will be lost within 14 days of the date application for homeless assistance;

b. No subsequent residence has been identified; and

c. The individual or family lacks the resources or support networks needed to obtain other permanent housing.

i. Note: CES works with each household to identify alternate housing situations, rather than the household entering homelessness. Households in Category 2 are only eligible for shelter services after receiving CES/Diversion services and CES determining that the household is in need of shelter with no appropriate alternative housing resource.

3. Category 4: Fleeing/Attempting to Flee Domestic Violence includes any individual or family who:

a. Is fleeing, or is attempting to flee, domestic violence;

b. Has no other residence; and

c. Lacks the resources or support networks to obtain other permanent housing.

i. Note: For households in Category 4, the Contractor will work with domestic violence service provider, Community Overcoming Relationship Abuse (CORA), to ensure that the household is being served by the most appropriate shelter resource (a general shelter or a shelter specifically for domestic violence survivors) and also that the household is connected to additional resources and supportive services offered by CORA and other organizations for survivors of domestic violence.

D. Timeline and Start Up

Program services, including 24/7 operation of the shelter, are expected to begin by February 23, 2026.

The contract is tentatively scheduled to be executed in early January 2026. Services are expected to begin by February 23, 2026, regardless of the date of contract execution.

The County will determine the timeline to increase the program’s maximum occupancy and the maximum number of clients to be served at a given time. During the first six months of operation, the program will serve a maximum of six clients at a time. The County plans to consult with the Contractor before finalizing the maximum occupancy of the site and will consider client needs, space usage, and facility operations.

E. Facility and Site Information

The interim housing program will be located at 3335 Spring Street in unincorporated San Mateo County, located near the City of Redwood City. The County of San Mateo is in the process of acquiring the site at this time. Answers to frequently asked questions about this site are also available on the County’s website: 3335 Spring Street | County of San Mateo, CA https://www.smcgov.org/ceo/3335-spring-street

No. 2026-COH-RFP-00071 10 of 39 September 24, 2025

The site is a 2,400 square foot, six-bedroom, four-bathroom single family home located within an approximate 7,096 square foot parcel. Visuals of the site are included in Enclosure 4 – 3335 Spring Street Property Photos.

Potential proposers can request to walkthrough the site via the following process. Attending a walkthrough is not a required part of the proposal process. Walkthrough appointments will be available on October 9, 2025, between 9 am and 3 pm. To request a walkthrough appointment, proposers must email HSA_Homeless_Programs@smcgov.org by 5:00 p.m. PST on October 7, 2025. Proposers will be assigned a 45-minute appointment slot. Proposers may be required to show confirmation of their appointment upon arrival. The HSA_Homeless_Programs@smcgov.org email will be available for walkthrough scheduling purposes only, and questions will not be accepted via email. Questions regarding this RFP will only be accepted via OpenGov.

The County will determine the maximum occupancy of the site. This number will be determined at a later date but is planned to be 12 or fewer. Refer to the Timeline and Start Up section above for more information on maximum number of residents.

Furnishings, Supplies, and Utilities: Roles of the County and the Contractor

a. The County will provide initial furniture for the site, including for the bedrooms, common areas, and staff areas. Furniture will include beds, mattresses, nightstands or similar, clocks, lamps, tables and chairs for common areas, couches or similar for common areas, and major appliances (refrigerator, oven, dishwasher and clothes washer and dryer). The County will also provide a television for the common area.

b. Proposers should assume that there will be on-site laundry machines for client use but no commercial laundry machines on site.

c. When there is a need to replace or purchase additional furniture or appliances, it is the responsibility of the Contractor to purchase applicable furniture. Contractor will select replacements that are appropriate for client needs and maximize the value of the items.

d. Contractor is expected to provide supplies (paper towels, towels, plates, utensils, etc.) for clients and staff. Contractor is also expected to provide any technology needed for the program and staff (e.g. phones, security system, computers).

e. The County will contract for landscaping services and pay the following utility costs: garbage, water, sewage, and electrical.

f. Contractor is expected to arrange for and cover the costs of all other utilities, such as television, internet, and phone service for program participant rooms and staff areas

g. The facility costs expected to be covered by the Contractor may be included in the Contractor’s proposed funding request

h. The specific roles and responsibilities regarding the facility may change as the County’s planning process continues and will be discussed and finalized during contract negotiations.

mailto:HSA_Homeless_Programs@smcgov.org mailto:HSA_Homeless_Programs@smcgov.org

No. 2026-COH-RFP-00071 11 of 39 September 24, 2025

F. San Mateo County Homeless System Guiding Principles

The Contractor and all homeless system programs adhere to the following homeless system guiding principles, which are comprised of both System Principles and Program Principles:

1. System Principles

a. Systems Orientation: Create a system that responds effectively and rapidly to the crisis of homelessness. As a system, all stakeholders, programs, and organizations work together in a coordinated way to accomplish a clear set of shared objectives. The objective of the housing crisis resolution system is to ensure that anyone who is homeless quickly returns to stable housing.

b. Housing First: People experiencing homelessness need housing above all else. Strategies and interventions focus on returning households to safe and secure housing that they can use as a starting place to address other issues.

c. Data Driven: Plans are based on an analysis of the current system that assesses what is working and what can be improved. System and program-level performance is measured, and the results are used for continuous quality improvement. Funders of the system view their role as stewards of community resource who are responsible for understanding what results their investments are achieving and ensuring resources are used in a way that maximizes impact.

d. Client-Centered: People experiencing homelessness are at the center of the system design. The system is designed to ensure easy and streamlined access for everyone, particularly those who experience the greatest challenge navigating the complexities of publicly funded services and programs.

e. Equity Oriented: The homeless crisis response system acknowledges the barriers to housing and resource connection that disproportionately impact people of race, ethnicity, gender, and other identities. The system and programs utilize intentional policies and practices to reduce these disparities and advance equity in the system experiences and outcomes.

f. Context-Specific and Aligned with Best Practices: System strategies are aligned with evidence-based practices and lessons learned from the field, as well as federal policy direction. Best practices are applied to local conditions and tailored to reflect the specific strengths and challenges of the County.

2. Program Principles

a. Accept referrals following the process established by the County, including participating in and receiving referrals from Coordinated Entry System (CES).

b. Implement a Housing First approach, ensuring low barriers to program entry and program rules designed to minimize involuntary client terminations from programs. Low entry barriers mean that there are no sobriety requirements, service participation requirements, or other entry criteria designed to screen out households based on lack of “housing readiness.”

c. Adopt fair, transparent, and accessible program policies.

d. Be client-centered and individualized to meet the needs of each client.

e. Support client choice and self-determination.

f. Understand the role of emergency shelters, interim housing programs, and transitional housing as short term.

g. Prioritize assistance for households who are unsheltered and those who have the highest need for assistance to resolve their housing crisis.

h. Be oriented to help all households return to stable housing as quickly as possible.

No. 2026-COH-RFP-00071 12 of 39 September 24, 2025

i. Participate in homeless and safety net system planning meetings and collaborate with other community-based organizations, neighbors and neighborhood associations, Cities, and public agency partners.

G. Scope of Work – Youth Interim Housing Program

This Scope of Work is to be used as a general guide and is not intended to be a complete list of all work necessary to complete the project.

1. Service Components

a. Housing-Focused Case Management

b. Food Services

2. Service Approach

3. Program Operations

a. Shelter Management

b. Health, Safety and Facility Maintenance

c. Disability Accommodations

4. Program Oversight and Structure

a. Staffing

b. Grievances

c. Policies and Procedures

5. Referral/Access Process

6. Critical Incidents

7. Equity Initiatives

8. Engagement with People with Lived Experience of Homelessness

9. Partnerships and Collaborations

10. Quality Assurance and Continuous Quality Improvement

11. Outcomes and Performance Measures

12. Data Entry and Requirements to Use the San Mateo County Clarity System

13. Reporting

14. Budget and Invoicing

15. Additional Funding Sources

16. Additional Requirements

1. Service Components

A. Housing-Focused Case Management

Contractor will:

i. Employ case managers who engage with and develop rapport with each client and offer relevant and client-centered assistance.

ii. If a client is transitioned to another case manager, ensure a smooth transition and continuity of care.

iii. Offer case management services during regular business hours, as well as during evening and weekend hours, so that clients who have jobs or other daytime commitments will still receive intensive case management services.

iv. Case management services will be provided on-site at the shelter. Staff will assist with providing transportation to services that are not available on-site.

No. 2026-COH-RFP-00071 13 of 39 September 24, 2025

v. Support the client with establishing and implementing a housing plan and with modifying the housing plan, as needed, throughout the client’s time in the program. The goal of the housing plan will be to address the client’s current barriers and to transition the client to a more permanent housing situation within 150 days of program enrollment.

vi. Assign a case manager to each client, within 1 week of the client’s move-in.

vii. Ensure that the case manager meets with each client once a week at a minimum.

Meetings will occur at the shelter; however, occasional virtual meetings are allowable. If a client misses a scheduled appointment with the case manager, the case manager will reach out in-person that week at least one time to try to meet with the client. Subsequent follow up attempts may be in person, by phone, or in writing. All attempts will be documented.

viii. Maintain a coverage plan to ensure continuity of case management services when the staff that regularly provides case management services are unavailable, due to vacation, vacancy, etc.

ix. Monitor and follow-up on client’s progress and respond to both immediate and ongoing needs.

x. Provide housing location services to clients. Housing location services will include assistance with identifying potential housing options and training on how to research housing opportunities, communicate with landlords, and submit applications. Program staff will have the knowledge of housing location support and experience related to housing search, landlord recruitment, lease negotiations, and other housing search related topics.

xi. Provide linkages to appropriate services and supports. Assist clients with accessing services, such as accompanying them to intake appointments, participating in phone calls to connect with and enroll in services, assisting them with any required steps to enroll, etc.

xii. Work collaboratively with other programs/staff (e.g. rapid rehousing program case manager, mental health counselor) that provide services to the client within what is allowable following client confidentiality and any consents signed by the client.

xiii. Work with clients to develop the life skills that they will need to transition to independent living situations, such as basic housekeeping, managing roommate relationships, and basic meal planning and preparation.

B. Food Services

i. Provide three (3) meals a day, seven (7) days a week, 365 days a year to all clients.

ii. Make snacks and to-go meals available to clients at all times.

iii. Ensure nutritious food options are available to all clients regardless of their preferences or dietary restrictions.

iv. Adhere to all applicable local, state, and federal safety and health guidelines surrounding food handling.

v. May utilize community-based resources, such as Second Harvest of Silicon Valley, to support the provision of food. Contractors that are interested in leveraging community-based resources to provide food to program clients must make arrangements with the community-based resource to determine the accessibility and utilization of available resources

2. Services Approach

No. 2026-COH-RFP-00071 14 of 39 September 24, 2025

This interim housing program is designed to serve transitional age youth (TAY) who are experiencing homelessness and housing instability. Program staff will be equipped with the experience, skills, and training to work with TAY who have experienced trauma and will support clients with their search and transition to permanent housing. Although the primary purpose of this program is to provide housing-focused services, program staff will also ensure that clients are connected to any physical or mental health services that contribute to the client’s overall health and well being without duplicating services that are available in the community.

Contractor must implement a client-centered, trauma-informed approach, ensure low barriers to program entry, and design program rules that minimize involuntarily program terminations. Low barriers to entry mean there are no sobriety requirements, service participation requirements, or other entry criteria designed to screen out households based on lack of “housing readiness.”

Contractor is encouraged to include peer models, where people with recent or current lived experience of services are included in the service delivery structure.

Contractor will also:

A. Tailor case management to each client using a strengths-based approach that centers the client’s unique needs and goals.

B. Maximize client engagement and participation by offering and providing services that use strategies and techniques that encourage clients to actively participate.

C. Engage with clients using motivational interviewing techniques, de-escalation techniques, harm-reduction strategies, and other evidence-based practices.

D. Implement Housing First principles and avoid program entry requirements that create barriers to accessing shelter. Program admission will not be contingent on the client’s sobriety and/or an expressed commitment to becoming sober, participation in supportive services or other programming, proof of employment, etc.

3. Program Operations

A. Shelter Management

i. Provide 24/7/365 on-site staffing and maintain appropriate staffing levels to ensure the safety, security, and wellbeing of all clients, timely responses to client situations, and general oversight of the shelter.

ii. Encourage clients to spend time off site on education, housing search activities, employment, and other activities; however, there are no hours that clients have to leave the shelter.

iii. Provide all supplies and equipment necessary for shelter services, including bedding, sheets, toiletries, towels, etc. For other client needs (such as clothing, phones, etc.), the program may provide those items directly and/or help clients connect to community resources to access these items.

iv. Provide transportation to clients to help them get to appointments, job interviews, etc.

Transportation may be provided directly by program staff and/or by the program providing bus tickets or taxi rides for trips that are not feasible by public transit, and/or

No. 2026-COH-RFP-00071 15 of 39 September 24, 2025 by the program assisting clients with accessing community-based transportation resources.

v. Ensure that the physical set up of the site maximizes client wellbeing, including providing as much privacy as possible in sleeping areas, secure storage of personal possessions with sufficient space to meet the needs of clients (including sufficient space for clients during nighttime and sleeping hours, and during daytime hours).

vi. Utilize the available space to provide individual and small group meetings on site.

vii. Provide voluntary opportunities for on-site group activities and events to foster a sense of community and opportunities for connections between clients.

viii. Accommodate service animals and emotional support animals.

ix. Use involuntary exits as a last resort strategy. Instead of involuntary exits, program staff should support clients to manage conflict and/or any other problems that may be presented during their program stay.

B. Health, Safety and Facility Maintenance

i. Conduct and document wellness checks in-person with each client at least once (1) per day, 365 days per year. Program will comply with HSA’s Shelter Daily Wellness Check Policy including any revisions issued by HSA in the future. See Enclosure 5 for the current Shelter Daily Wellness Check Policy.

ii. Conduct visual room checks of all rooms – occupied and un-occupied – at least twice (2) per week to identify any facility issues.

iii. Conduct visual inspections of all areas of the site – including occupied and un-occupied rooms – at least twice (2) per day to ensure the safety and security of all clients and staff and to identify and respond to any possible client or facility issues.

iv. Identify and report to SMC promptly all facility or landscaping maintenance needs.

Coordinate with the County’s Department of Public Works (DPW) facilities staff as needed to address any issues and to prevent property damage. Follow processes established by HSA and DPW for reporting and communication regarding facility issues that fall within DPW’s responsibility.

a. The Service Level Agreement between HSA and DPW will outline facility related responsibilities for this site. This agreement will include details of this collaboration and specify DPW’s role for this site. See an example of a Service Level Agreement in Enclosure 6. The specific roles and responsibilities regarding the facility may change as the County continues to plan for this site and will be discussed with the Contractor and finalized during contract negotiations.

v. Provide janitorial services and pest control services on a regular basis.

vi. Maintain resources and processes to address time-sensitive janitorial needs that emerge outside of regular hours of janitorial services.

vii. Comply with health and safety standards to ensure clients are provided a safe, decent, habitable environment, including adhering to the County’s TB testing policy and any guidance or policies issued by San Mateo County Health or other applicable health entities.

viii. Create and maintain a safe, healthy environment where the safety and security of clients, staff, and others on-site are prioritized at all times.

ix. Adhere to all applicable local, state, and federal safety and health guidelines.

No. 2026-COH-RFP-00071 16 of 39 September 24, 2025

C. Disability Accommodations

i. Provide services that are accessible and responsive to client’s needs.

ii. Maintain policies and procedures to receive requests for and provide reasonable accommodations for clients with disabilities, in compliance with the Americans with Disabilities Act (ADA) and other applicable requirements.

4. Program Oversight and Structure

A. Staffing

i. Ensure all staff are qualified and trained for their position.

ii. Staff maintain current knowledge of referral and application processes for housing programs and other applicable resources (e.g. affordable housing, senior housing, shared housing, voucher and subsidy programs, mental health programs, public assistance programs, substance use treatment programs, medical facilities, disability benefits).

iii. Maintain a case manager to client ratio that ensures each client receives intensive case management and that maximizes the number of clients who exit to permanent housing while maintaining short lengths of stay.

iv. Employ a program manager who will:

a. Provide oversight of all staff and program operations

b. Maintain relationships with stakeholders

c. Be responsible for upholding staff training and data quality standards

d. Monitor quality assurance and improvement, performance outcomes, and consistent service delivery

e. Serve as the primary contact between the program and HSA

The program may choose to assign a case manager as lead to provide some supervision, training, and support to the program manager.

v. Employ staff who speak the primary languages of clients, including English and Spanish, and maintain processes to provide services to clients who speak languages other than English and Spanish.

vi. Provide onboarding training for new staff and ongoing trainings for all staff to ensure safe shelter operations, positive client experiences, and strong program outcomes. These trainings should include the following:

a. Job functions and responsibilities

b. Shelter procedures (e.g. incident reporting, HMIS data entry)

c. Housing First principles

d. Motivational interviewing

e. Mental health

f. Application of trauma-informed, person-centered, and strengths-based approaches

g. Harm reduction

h. Culturally competent services.

i. De-escalation

j. Crisis response and prevention

k. Working with youth who have experienced trauma, loss and other challenges

No. 2026-COH-RFP-00071 17 of 39 September 24, 2025

l. Emergency response protocol

m. Health and safety measures

n. Privacy

vii. Provide ongoing supervision and oversight of all program staff to ensure consistency and quality of services.

viii. Implement appropriate background screening and training processes for all staff, volunteers, or any other on-site visitors who interact with clients or have access to client information.

B. Grievances

i. Establish an internal grievance process that clients can use to resolve conflicts within the program and submit complaints, grievances, and appeals. The process must provide multiple ways for clients to submit their concerns to the program and agency leadership (i.e. not requiring a client to submit something in writing).

ii. Respond to HSA’s inquiries regarding complaints or grievances received by HSA/the County.

C. Policies and Procedures

Contractor will maintain written documentation of program policies and procedures and update the documents on a regular basis. Contractor will send a copy of the program policies and procedures to HSA within 30 days of contract execution. Documentation includes all areas of program operations, including the following:

i. Frequency of supervision and process for staff to reach manager or designee for urgent needs.

ii. Onboarding process and training for new staff, and ongoing training for staff.

iii. Thorough, accurate, and timely documentation of all services in the San Mateo County

Clarity HMIS system.

iv. Safety and emergency protocols.

v. Incident report and resolution process.

vi. How the program implements Housing First principles and actively works to move the greatest number of individuals towards permanent housing.

vii. Intake process for new clients

viii. Case management services, including the development of a housing plan with each client.

ix. How the program implements a person-centered, strengths-based approach that tailors case management to each client.

x. Collaboration with safety net providers, homeless providers, medical and behavioral health providers, substance use treatment programs, law enforcement, and other applicable partners.

xi. Maintain structure, membership, and processes for, and active participation regarding Multi Disciplinary Teams (MDTs) (case conferences) to collaborate with other programs that provide services to the client.

xii. Maintain written policies and procedures for resolving grievances, including a statement regarding the client’s right to request reasonable accommodation, and must post them in a conspicuous place and be accessible to clients. In addition, each client shall receive a copy of the grievance policies and procedures upon intake and upon receiving a warning or discharge notice.

No. 2026-COH-RFP-00071 18 of 39 September 24, 2025

5. Referral/Access Process

A. Accept all referrals from the San Mateo County’s Coordinated Entry System (CES) unless the client is ineligible or poses a specific safety concern. The program will only serve households referred by CES, or alternate processes as determined by HSA. Contractor may not contract any beds to other referral sources without prior written approval from HSA.

B. Conduct background checks for all referred clients using a process that is in compliance with all legal guidelines related to background checks.

C. Accept CES referrals during weekday business hours. Accept referrals sent through any alternate processes established by HSA (e.g. outreach program referrals for one-night beds) during business hours, nights, and weekends.

D. Complete intakes and fill any vacancies immediately.

E. Operate in compliance with the Department of Housing and Urban Development’s (HUD)

Equal Access to Housing Final Rule, ensuring that all individuals have equal access and accommodations to shelter, regardless of gender, gender identity, sexual orientation, and/or marital status.

F. Operate in compliance with the Violence Against Women Act (VAWA), ensuring that all survivors of domestic violence, dating violence, sexual assault, and/or stalking have equal access to protections and shelter, regardless of gender, gender identity, and/or sexual orientation.

6. Critical Incidents

Critical incidents include, but are not limited to, the following: assault (of a client or staff), 911 calls, misconduct, death, suicide attempt, potential communicable disease exposure, and privacy violation.

A. Report all critical incidents to HSA by phone as soon as possible and in writing within 24 hours.

B. Provide written copies of incident reports to HSA for additional non-critical incidents on a weekly basis.

C. Maintain a process of documenting all incidents, including program manager or designee’s review of the incident and any follow up actions needed.

7. Equity Initiatives

In San Mateo County, and across the United States, people of color experience homelessness at disproportionately high rates. It is critical that homeless crisis response systems and homeless service programs work to develop strategies to address these disparities and to advance racial equity in the homeless crisis response system.

Contractor will implement strategies to address racial equity and will participate in HSA and Continuum of Care initiatives related to providing accessible services to all who need them.

No. 2026-COH-RFP-00071 19 of 39 September 24, 2025

8. Engagement with People with Lived Experience of Homelessness

Contractor(s) will regularly engage with and incorporate feedback from people with lived experience of homelessness – including current shelter clients and people with current and recent experiences of sheltered and unsheltered homelessness – on an ongoing basis through established processes. Input can also be gathered through informal or ad hoc processes. This feedback will be used to help shape agency operations, program policies and services.

Contractor will involve people with lived experience of homelessness as staff and/or in other roles.

Contractor will also work with HSA and other homeless service providers on HSA and Continuum of Care initiatives to be responsive to the needs and experiences of client and engage people with lived experience of homelessness.

9. Partnerships and Collaborations

Contractor will work closely with HSA on program structure and implementation as they relate to the program’s interaction with other homeless system programs, such as the Coordinated Entry System, other shelters, and housing programs.

Contractor will establish and maintain collaborative relationships with other homeless service providers, other local non-profits, neighboring businesses, surrounding residents, and community stakeholders.

Contractor will participate in neighborhood, city, or other community meetings.

Contractor will host a community event, prior to program opening, to introduce community members to the program and the site and will work with the County to develop the plans for this event.

Contractor will establish a point of contact (phone and email) for any inquiries or concerns from neighboring residents or businesses.

Contractor(s) will participate in regular meetings with HSA; County and community meetings regarding homeless service (e.g. Continuum of Care meetings, Homeless and Safety Net Provider meetings) and other meetings as requested by the County.

No. 2026-COH-RFP-00071 20 of 39 September 24, 2025

10. Quality Assurance and Continuous Quality Improvement

The Contractor will implement systematic methods of ensuring consistency and quality of services provided, and adherence to program policies and procedures. Contractor staff and management will implement ongoing quality assurance and quality improvement reviews that incorporate data, program outcomes, incident reviews, feedback from clients and others with lived experience of homelessness, feedback from staff, and other sources of information.

11. Outcomes and Performance Measures

Expected performance measures for the Youth Interim Housing Program for all fiscal years include the following:

Measure Target

1 Exits to Permanent Housing: Percentage of all leavers who exited to a permanent situation. 55%

2a Length of Stay – Leavers (clients who have exited the program): Average length of stay for clients. 150 days or less

2b Length of Stay – Stayers (clients who are still in the program): Average length of stay for clients. 150 days or less

3 Increased Employment Income: Percentage of adult leavers who exited and stayers (who stayed for 12 months or more) who increased employment income.

10%

4 HMIS Data Quality: Percentage of null/missing or don’t know/refused values. <5%

The outcomes for a similar interim housing program that served transitional aged youth is provided below as reference. This interim housing program was located in Redwood City and had a maximum capacity of 10-beds.

Measure FY23-24 FY24-25

1 Exits to Permanent Housing: Percentage of all leavers who exited to a permanent situation. 53.33% 60%

2a Length of Stay – Leavers (clients who have exited the program): Average length of stay for clients. 163 days 130 days

2b Length of Stay – Stayers (clients who are still in the program): Average length of stay for clients. 141 days 209 days

3 Increased Employment Income: Percentage of adult leavers who exited and stayers (who stayed for 12 months or more) who increased employment income.

69.23% 23.08%

4 HMIS Data Quality: Percentage of null/missing or don’t know/refused values.

a. Name

b. DOB

6.6% (HMIS Data Quality was aggregated into

a. 0%

b. 0%

c. 0%

d. 0%

No. 2026-COH-RFP-00071 21 of 39 September 24, 2025

c. Race/Ethnicity

d. Gender

e. Veteran Status

f. Project Start Date

g. Relationship to Head of Household

h. Enrollment CoC

i. Disabling Condition

j. Destination

k. Income and Sources at Start

l. Income and Sources at Annual Assessment

m. Income and Sources at Exit

n. Chronic Homelessness one percentage in

FY23-24)

e. 0%

f. 0%

g. 0%

h. 0%

i. 0%

j. 18.75%

k. 0%

l. 0%

m. 0%

n. 0%

(HMIS Data Quality was disaggregated into multiple percentages in

FY24-25)

5 Unduplicated Number of Clients Served 22 24

Contractor will be required to provide the performance measure data disaggregated by race, ethnicity, and gender.

HSA may request additional reports and data from the Contractor.