S-10000-00015139 REVISED Exhibit D Opportunity Notice.pdf

Department of Administrative Services Enterprise Goods & Services - Procurement Services

1225 Ferry Street Salem, Oregon 97301-4285

PHONE: 503-378-4642

FAX: 503-373-1626

REVISED Exhibit D Opportunity Notice Best Value Analysis Process for Organizational Improvement Services

November 24, 2025 To: Organizational Improvement Services Contractors – Service Category D Opportunity Notice: S-10000-00015139 - SACU Project Management – Realignment and Redesign of SACU

Attached to this Opportunity Notice is a statement of work for your consideration.

Issuing Agency: Oregon Department of Human Services (ODHS), Office of Contracts and Procurement on behalf of ODHS’ Office of Development Disabilities Services (ODDS), Stabilization and Crisis Unit (SACU)

Agency Contact Information: Burke Barnett Address: 500 Summer Street NE E-03, Salem Oregon 97301 Phone: 503-910-7821 Email: burke.c.barnett@odhsoha.oregon.gov

Due Date: A Contractor interested in this opportunity must submit its offer no later than December 10, 2025.

Agency intends to award one (1) Service Order Contract (SOC). The length of the SOC is estimated to be thirty-six (36)-months.

Agency Overview The Office of Developmental Disabilities Services (“ODDS”) is a State government agency whose purpose is to provide Oregonians, with an Intellectual and or Developmental Disability (“I/DD”), access to quality supports that are simple to use, responsive to their strengths, needs and choices, while they live and thrive as valued members of their community. ODDS seeks to increase awareness and access to the many services and supports they provide. ODDS strives to support choices of Individuals with I/DD and their families within communities by promoting and providing services that are person-centered and directed, flexible, community inclusive, and supportive of the discovery and development of each Individual's unique gifts, talents and abilities. ODDS is committed to work toward service options to provide the opportunity to people with I/DD to have lives that are fulfilling and meaningful.

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S-10000-00015139/BCB

ODDS’ Stabilization and Crisis Unit (“SACU”) is a 24-hour crisis residential program, that serves Individuals whose support needs exceed the supports offered or provided by community-based residential programs and often times the Individuals enter SACU homes in crisis.

Project Description The Contractor shall work with ODHS, specifically the Office of Developmental Disability Services (“ODDS”), to assess, propose, and facilitate the development of an operational plan that shortens the length of stay in SACU homes with the intent of achieving and maintaining full Home and Community Based Services (HCBS) compliance.

SACU was originally designed to provide housing for Individuals leaving state run institution as a result of a federal lawsuit. In 2014 SACU transitioned to become a short-term crisis stabilization for Individuals and for those with co-occurring behavioral health needs; however, due to systemic gaps, SACU’s mission of temporary placement has not been realized. Current average stays exceed seven years for many adults. This extended use has strained resources, disconnected Individuals with I/DD from community life, and limited SACU’s ability to serve as a true crisis intervention model.

ODDS is seeking to contract with the Successful Proposer to provide project management services that includes, but is not limited to:

• Gathering input from Individuals receiving SACU services, community partners, and other interested parties;

• Reestablishing SACU as a short-term crisis stabilization resource, aligned with best practices;

• Facilitating conversations in the redesign of SACU to be Oregon’s crisis response system by addressing root causes—such as a lack of community-based alternatives and coordinated system response—and establishing a unified, Person-Centered Planning across the continuum of care; and

• Coordinate with other contractors, as directed by ODDS, in transition plans and recommendations for HCBS implementation.

The Oregon State Legislature passed House Bill 5006 in the June 2025. The bill directed the ODDS to develop a new operational plan that shortens the length of stay in SACU homes with the intent of achieving and maintaining full federal Home and Community Based Services (HCBS) compliance. ODDS must present this multi-phased plan to the Legislature no later than September 30, 2026. The first phase must start no later than July 1, 2027. The Legislature fully funded SACU for the 2025–2027 biennium and directed SACU to:

• Follow all federal rules for Home and Community Based Services (HCBS), November 24, 2025 Page | 3

• Offer short-term crisis care to help Individuals stabilize,

• Support Individuals to move back into their communities, ready to live the lives they want, and

• Work with the community to make the redesign plan.

Schedule of Events:

Event Date Time Opportunity Notice Issued November 24, 2025 3:00 PM Due Date for Questions/Clarifications

December 3, 2025 3:00 PM

Closing (Due Date and Time to submit Proposals)

December 10, 2025 3:00 PM

Contractor Interviews (if required)

Contractors will be contacted as needed

Questions/Clarifications All inquiries, whether relating to the Opportunity Notice process, administration deadline or method or award or technical aspects of the Opportunity Notice must:

• Be delivered to the Agency Contact listed on page one via an OregonBuys submission, or email;

• Reference the OregonBuys bid number;

• Identify the Proposer’s name and contact information;

• Refer to the specific area of the Opportunity Notice being questioned (i.e. page and section); and

• Be received by the due date and time listed in the table above.

Submittal Content Requirements:

Submittals must include the following:

1. A detailed narrative describing your firm’s approach to the Project and accomplishing the tasks and deliverables to achieve and maintain HCBS compliance for SACU. Tasks and deliverables shall include, but are not limited to:

a. Community engagement,

b. Implementation plan,

c. Monthly-project status reports, and

2. A tentative project schedule and plan that at a minimum includes the following:

a. Deliverable due dates;

b. Estimated number of hours to complete each deliverable required by the

Statement of Work and for those identified by Contractor, for each Key Person identified in #4 below; and

c. Total all-inclusive cost to complete all deliverables.

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3. A detailed narrative describing the experience, skills and knowledge your firm has, including but not limited to:

a. Subcontractors to be used;

b. Experience and familiarity with the I/DD community, clinical mental health, community engagement, and mediation facilitation.

c. Ability to coordinate with other Contractors, as directed by ODDS, to put into practice the recommendations developed as a result of this Project.

4. A list of each of the Key Persons and any subcontractors to be assigned to this project. The list must at a minimum include the following information:

a. One (1) page resume of each Key Persons and subcontractors background, experience, expertise and training related to the specific work being requested;

b. Specific roles and responsibilities of each Key Person and subcontractor; and

c. Each Key Person and subcontractor hourly rate, as per Exhibit H of the

Contractor’s Price Agreement.

NOTE: If the execution of the work to be performed requires the hiring of subcontractors, it must be clearly stated in the documents submitted.

Subcontractors must be identified and the work they will perform must be defined.

Contractor shall also complete and submit with their proposal Exhibit B, Subcontractor sheet, to this Opportunity Notice. By filling out and submitting Exhibit B with each submission, Contractor is certifying that each subcontractor meets the minimum requirements set forth in this Opportunity Notice.

5. A statement of confirmation your firm has the ability to dedicate the staff listed above in #4 to this project within the specified timeframes, and the ability to participate in routine check-ins either monthly or as otherwise determined by

ODHS.

6. A detailed narrative describing up to two (2) previous projects completed, preferably for Oregon State agencies or government entities, within the last three

(3) years, and for which the proposed Key Persons (#4 above) provided similar services to those described in the Statement of Work. Information provided must at a minimum include the following:

a. Client name, telephone number and address;

b. Contact name (project manager), telephone number and email address;

c. Description of services provided;

d. Dates services were provided; and

e. Staff assigned to the project, their project roles and work performed for the referenced project.

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7. Contractor shall submit for each Key Person (subcontractors included if used) a minimum of one reference for each of the pervious projects completed described above in #6. Contractor shall submit references on the provided Exhibit A to this Opportunity Notice.

Opportunity Notice BVA:

Offers received on or before the due date and time, will be reviewed by Agency. The firm offering the best value to the state will be selected based, in part, on the following criteria;

a. Demonstrated skill, experience and knowledge relevant to the services being requested; (20 Points Possible, or 16.67% of total points)

b. Proposed approach to the services being requested; (20 Points Possible, or 16.67% of total points)

c. Proposed cost; (20 Points Possible, or 16.67% of total points)

d. Availability; (20 Points Possible, or 16.67% of total points)

e. References; (20 Points Possible, or 16.67% of total points) and

f. Resource Capacity (20 Points Possible, or 16.67% of total points)

Agency reserves the right to include Contractor interviews as part of the BVA process. If Agency elects to conduct Contractor interviews, the selected Contractors with the highest first round evaluation scores will be included in the Contractor interviews. Contractors will be able to participate in interviews via teleconference.

Offers must be submitted via the OregonBuys e-procurement system. Offeror should follow the procedures outlined in detailed instructions on how to submit an Offer can be found at OregonBuys Vendor Formal Solicitation Response.pdf

Notice of Award:

Agency shall issue and send a notice of intent to award a Service Order Contract to all Contractors that submitted an Offer in response to this Opportunity Notice.

Protest of Award:

Pursuant to ORS 279B.410, an aggrieved Contractor may protest the award of the Service Order Contract. Contractor must submit its written protest to the undersigned within seven (7) days of the issuance of the notice of intent to award. The protest must state that Contractor is adversely affected because Contractor would be eligible for the award in the event the protest is upheld, because:

https://oregonbuys.gov/bso https://www.oregon.gov/das/ORBuys/Documents/OregonBuys%20Vendor%20Formal%20Solicitation%20Response.pdf

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(A) All lower bids or higher ranked proposals are nonresponsive;

(B) Agency has failed to conduct the evaluation of proposals in accordance with the criteria or processes described in the solicitation materials;

(C) Agency has abused its discretion in rejecting the protestor’s bid or proposal as nonresponsive; or

(D) Agency’s evaluation of bids or proposals or the contracting agency’s subsequent determination of award is otherwise in violation of this chapter or ORS chapter 279A.

The undersigned shall respond to all protests in a timely manner.

Sincerely, /s/ Burke Barnett

Burke Barnett, PCS3

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Organization Improvement Services SOC

Statement of Work Template

Contractor shall utilize the SACU Proposed Strategic Plan, April 2025 as a starting point and guide the approach to realign SACU to be a short-term crisis stabilization for Individuals, including but not limited to the phased approach to the resolution of the following key issues identified:

• Misalignment with best practices;

• Nonintegrated system of care;

• Financial unsustainability;

• Regulatory compliance; and

• Data driven & informed operations.

1.1 Contractor Requirements

Successful Proposer shall:

1.1.1 Provide a primary point of contact for ODDS, and to participate in regular check-in meetings at minimum monthly and as required by ODDS.

1.1.2 Collaborate with ODDS to establish a planning team including, but not limited to, ODDS, self-advocates, families, Individuals receiving services (including at SACU) and their families, labor leaders, Providers, and other Community Partners as needed.

1.1.3 Support internal planning and coordination to achieve the purpose including oversight of existing workgroups.

1.1.4 Project manage all planning team efforts.

1.1.5 Create a project timeline with input from ODDS and planning team participants.

1.1.6 Ensure plans are presented to ODDS to be reviewed for viability and successful implementation.

1.1.7 Develop and present redesign implementation plan that includes budget considerations and any other necessary considerations.

1.1.8 Review SACU performance audit findings and recommendations and add further recommended actions as needed.

1.1.9 Prepare materials and support scheduling for the planning team meetings, including agendas, slides, notes, etc. with inputs from participants.

https://www.oregon.gov/odhs/idd/Documents/sacu-proposed-redesign-plan-2025-04.pdf

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1.1.10 Develop and upload summary notes and action items post meetings to an electronic repository identified by ODDS.

1.1.11 Perform task closeout activities, including documenting and providing to ODDS the lessons learned.

1.1.12 Develop leadership update materials, including quarterly leadership briefings, that includes milestones achieved and planned activities.

1.1.13 Provide input and subject matter expertise across tasks, including leading practices from similar work in other states.

1.1.14 Develop and provide monthly project status reports for legislative updates.

1.1.15 Develop and submit a detailed legislative report on the operational redesign plan and Oregon’s Crisis Response System to ODHS no later than by August 1, 2026 for initial review by ODDS. Report must be finalized no later than August 31, 2026.

1.2 Development of the SACU Strategic Plan for Redesign

Develop a redesign implementation plan to successfully position SACU as a short-term crisis stabilization resource within an 18 (eighteen) month timeframe.

Contractor shall provide project management that assists ODDS and SACU in guiding decision making in the redesign development process that includes, but is not limited to, the following topics and goals:

1.2.1 Establish SACU Transition Leadership Team

Collaborate with ODDS and SACU in establishing leadership and communication structure that includes, but is not limited to, self-advocates, families and trusted supporters, state leadership, SACU, ODDS, Oregon Health Authority (OHA), ODDS case management entities, coordinated care representative, Provider, and advocacy organizations to lead the transition process.

1.2.2 Develop Person-Centered Planning for All Individuals

Create comprehensive Person-Centered Planning process for SACU that aligns with the requirements of service delivery, utilizes the Individualized Support Plan development process, and creates prioritization to guide Individual transition timelines.

1.2.3 Establish a Resource Development Unit for Provider Recruitment

Establish a unit dedicated to recruiting and supporting Providers in developing homes for Individuals currently served by SACU.

1.2.4 Engage Key Providers Early to Support Transitions

Identify and engage Providers and case managers to codevelop housing and service options aligned with Person-Centered Plans, including individualized rates and transition collaboration.

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1.2.5 Align Medicaid Authority with SACU Service Model

Using the HCBS implementation plan developed by another Contractor recommend an appropriate Medicaid funding, centered on HCBS principles for SACU homes that is aligned with short-term crisis stabilization services and includes implementing 'exit upon entry' planning with immediate access to behavioral health services and strong community reintegration planning.

1.2.6 Update Policy & Practice Guidelines and Workforce Training Aligned With Short-term Crisis Stabilization

Recommend updates to SACU’s policy and practice guidelines and provide a structured and rigorous training plan to prepare staff for SACU’s role providing short-term crisis stabilization. This plan should be anchored around a Person-Centered, trauma-informed model of crisis response and care. Contractor shall update and support the changes to policies and practice guidelines that are recommended and develop trainings for SACU staff with ODDS and SACU oversight.

1.2.7 Staffing Strategy for Operational Sustainability

Provide recommendation to ODDS for appropriate staffing levels based on Individual needs as current long-term Individuals transition into the community. Create a staffing recommendation to provide support based on the Individuals in the home at any given time versus based on the home itself.

1.2.8 Legislative Redesign Operational Plan

Coordinate with ODDS and other contractors, as needed, to develop an operational plan that shortens the length of stay in SACU homes with the intent of achieving and maintaining full HCBS compliance. The plan should maintain appropriate federal funding and include Person-Centered Plan transition strategies for Individuals currently residing in SACU homes who are best suited for placement in less restrictive, HCBS settings. Input from Individuals receiving services, community partners, and other interested parties must be included.

The redesign operational plan must be phased and prepared for the initial phase to begin no later than July 1, 2027.

1.3 Oregon’s Crisis Response System

1.3.1 Contractor shall provide project management to support the development of a plan and report for long-term sustainability of SACU as a short-term crisis stabilization service that comes out of the work sessions for the redesign. Contractor shall ensure that at minimum the recommendations listed below are addressed by a to be determined task force.

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1.3.2 Focus SACU as a Short-term Crisis Stabilization Program

Recommend how SACU can transition long-term residents to homes in the community based on Person-Centered plans. Develop ‘exit upon entry’ planning with immediate access to behavioral health services and strong community reintegration planning from day one and recommend updates to SACU’s policies and practice guidelines to enhance staff training accordingly.

1.3.3 Design and Develop a Comprehensive Crisis Response System

SACU must provide short term crisis stabilization as part of a broad, integrated crisis response system. A full continuum of care and case management model is essential to support Individuals through crisis and recovery.

1.3.4 Address Financial and Operational Sustainability

Operational inefficiencies and high overtime make the current model unsustainable. Redesigning and choosing an alternative Medicaid authority is critical and must be aligned with short-term, crisis stabilization services.

1.3.5 Build Community-Based Crisis Alternatives

Extended SACU stays stem from limited community-based crisis options.

Building strong alternatives will support timely transitions to less restrictive, more supportive settings.

1.3.6 Enhance Coordination and Communication

Poor coordination between SACU, Providers, mental health services, law enforcement, and other community partners disrupts crisis stabilization and transitions. Strengthening collaboration is key to seamless, Person- Centered care.

1.3.7 Strengthen Workforce Capacity and Training

Effective crisis stabilization requires well-trained staff proficient in trauma-informed care, positive behavioral supports and Person-Centered practices. Ensuring needed training is critical to achieving SACU’s mission.

1.3.8 Establish Independent Oversight and Compliance

To secure funding and public trust, SACU must meet the chosen Medicaid authority standards and stay compliant. Independent oversight can strengthen accountability and transparency. Contractor shall ensure considerations from the HCBS implementation plan developed by another Contractor are addressed and included.

1.3.9 Implement Data-Driven Decision Making

Reliable data is essential for evaluating the effectiveness of changes and ensuring continuous improvement. Through crucial, data driven decision

November 24, 2025 Page | 11 making is secondary to establishing the foundational changes outlined in the higher ranked recommendations.

1.4 Ongoing Support

Successful Proposer shall:

1.4.1 Provide ongoing technical support to ODDS, SACU, Providers and Community Partners after the implementation of the approved plans throughout the end of the resulting Contract.

1.4.2 Conduct ongoing data collection and surveys with ODDS identified audiences at regular intervals at a time identified by ODDS.

2. Reporting Requirements:

2.1 Submit the reporting requirements listed below in accordance with the recommendations outlined in the SACU Proposed Strategic Plan, April 2025:

Tasks Due Date

STRATEGIC PLAN: Extensive discovery to develop a solution(s) approach that accounts for various milestones, associated tasks, and owners.

Within 4 weeks of Contract execution.

TIMELINE: Prepare visual laying approach (aka approved Strategic Plan) with milestones, dependencies, key benchmarks.

Within 4 weeks of Contract execution.

ANALYSIS: Develop key findings, recommendations, and actions needed;

identify areas of concern, opportunity, and recommended actions.

Within 5 calendar months of Contract execution.

LEGISLATIVE OPERATIONAL PLAN: Develop an operational plan that shortens the length of stay in SACU homes with the intent of achieving and maintaining full HCBS-compliance. The plan should maintain appropriate federal funding and include Person-Centered Plan transition strategies for Individuals currently residing in SACU homes who are best suited for placement in less restrictive, home and community-based settings. Input from Individuals receiving services, community partners, and other interested parties must be included.

The operational plan must be phased and prepared for the initial phase to begin no later than July 1, 2027.

A detailed report on the plan must be submitted to ODHS no later than August 1, 2026 for review and finalized by August 31, 2026.

MONTHLY PROJECT STATUS REPORTS:

Provide a status report on how the

Monthly throughout the duration of the Contract.

https://www.oregon.gov/odhs/idd/Documents/sacu-proposed-redesign-plan-2025-04.pdf

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Tasks Due Date

Contractor is progressing with completing the requirements of the Contract. The report shall include, but is not limited to an executive summary, project milestones, and timelines.

MEETING AGENDAS AND PRESENTATIONS:

Facilitate, Complete pre-meeting assignments, agendas, and visual presentations throughout the project.

Throughout the duration of the Contract.

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Exhibit A Service Order Process Key Person Reference Form

Contractor Reference #1

Firm Name:

Address:

City, State & Zip:

Contact person:

Title:

Phone:

Email:

Contractor Reference #2

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Contractor Reference #3

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Exhibit B Joint Venture/ Partnership/ Subcontractor Sheet

Will you be using a Joint Venture / Partnership to perform work, as identified in the RFP and Attachment A, Section 1:

Yes I will; No I will NOT

CONTRACTOR MUST MARK ONE OF THE BOXES ABOVE.

Will you be using subcontractors to perform work, as identified in the RFP and Attachment A, Section 1 (Note: this will make you the PRIME contractor):

Yes I will; No I will NOT

CONTRACTOR MUST MARK ONE OF THE BOXES ABOVE.

Submit the information below for each partner, joint venture, or sub-contractor.

Note to Contractors: More sheets may be created by cutting, pasting and re-numbering the below sections as needed.

#1: Joint Venture Partnership Subcontractor

FIRM NAME: ________________________________________________

ADDRESS: __________________________________________________

CONTACT PERSON: _________________________________________

POSITION TITLE: ___________________________________________

TELEPHONE NUMBER: ______________________________________

E-MAIL:_____________________________________________________

#2 Joint Venture Partnership Subcontractor

FIRM NAME: ________________________________________________

ADDRESS: __________________________________________________

CONTACT PERSON: _________________________________________

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POSITION TITLE: ___________________________________________

TELEPHONE NUMBER: ______________________________________

E-MAIL:_____________________________________