HomeMy WebLinkAboutRequest for Proposals Homelessness and Housing Support Grants Fiscal Year 2022-23
County of Hawaiʻi
Office of Housing & Community Development
REQUEST FOR PROPOSALS
HOMELESSNESS AND HOUSING SUPPORT GRANTS
SERVICES, OPERATIONS, & PROGRAMS
DEADLINE TO APPLY
Monday, December 19, 2022
4:00 P.M. Hawaiʻi-Aleutian-Standard Time
Issued by:
County of Hawaiʻi
Office of Housing & Community Development
1990 Kino‘ole Street, Suite 102
Hilo, HI 96720
Telephone: (808) 961-8379
Email: ohcdengagement@hawaiicounty.gov
Website: https://www.housing.hawaiicounty.gov/grants-funding/homelessness-and-housing-fund
November 17, 2022
The County of Hawaiʻi is an Equal Opportunity Provider and Employer
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REQUEST FOR PROPOSALS (“RFP”)
COUNTY OF HAWAIʻI
OFFICE OF HOUSING & COMMUNITY DEVELOPMENT
NOTICE OF REQUEST FOR PROPOSALS: HOMELESSNESS & HOUSING SUPPORT GRANTS –
SERVICES, OPERATIONS, & PROGRAMS
Proposals for the Homelessness and Housing Support Grants Request for Proposals –
Services, Operations & Programs, must be received on or before 4:00 p.m. Hawaiʻi-Aleutian
Standard Time, Monday, December 19, 2022, in either of two locations (Hilo or Kona). Proposals
may be mailed or delivered. Please refer to Submission Instructions in Section 4.6 of the RFP for
complete information. The deadline noted above is not a post-mark date. Proposals must be
received by The County of Hawaiʻi Office of Housing & Community Development (hereinafter,
“the County”) by the above referenced deadline at either of the above locations. Proposals
received after the deadline will not be considered and will be returned to the applicant unopened.
The County reserves the right to reject any proposal.
The County is requesting proposals for homelessness and housing support grant awards.
The intent of the grant program is to solicit organizational capacity that will assist the County with
carrying out initiatives and programs incorporating the priorities within the Strategic Roadmap
for Homelessness and Housing (Exhibit A), released dated September 1, 2022 (hereinafter,
“Roadmap”). Proposals shall present projects that address and support County OHCD’s goals and
outcomes in relation to the corresponding priorities within the Roadmap. Proposals submitted
shall be reviewed and considered for the receipt of funding, to supplement existing or proposed
project or program budgets for the applicant organizations.
Proposal forms, specifications and special provisions can be obtained at
https://www.housing.hawaiicounty.gov/grants-funding/homelessness-and-housing-fund or by
calling (808) 961-8379.
Informational sessions are scheduled for November 23, 2022, at 10:00 a.m. and November
29, 2022, at 1:30 p.m. Go to www.housing.hawaiicounty.gov/grants-funding/homelessness-and-
housing-fund to register.
The deadline for submitting written questions is November 30, 2022. Please refer to
Submission of Questions, Section 1.7 of the RFP for complete instructions.
County OHCD expects to provide notifications of grant selections and awards on or
around January 18, 2023.
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COUNTY OF HAWAIʻI
OFFICE OF HOUSING & COMMUNITY DEVELOPMENT
HOMELESSNESS AND HOUSING SUPPORT GRANTS – Services, Operations & Programs
Table of Contents
1. ADMINISTRATION ........................................................................................................................... 1
1.1 Definitions ................................................................................................................................. 1
1.2 Eligible Projects or Activities ..................................................................................................... 5
Table 1.2.1 ................................................................................................................................... 5
1.3 Award Amount ........................................................................................................................ 10
1.4 Eligible Entities ........................................................................................................................ 10
1.5 Timetable ................................................................................................................................ 11
1.6 Contact for Information .......................................................................................................... 11
1.7 Submission of Questions ......................................................................................................... 12
1.8 Amendment, Addenda, or Bulletins ....................................................................................... 12
1.9 Cancellation of RFP ................................................................................................................. 13
1.10 Contract Period ..................................................................................................................... 13
2. INTENDED OUTCOMES.................................................................................................................. 15
3. SCOPE OF WORK ........................................................................................................................... 19
3.1 General Service Activities and Approaches ............................................................................ 19
3.1.1 Housing First Approach .................................................................................................... 19
3.2 Administrative/Management Requirements .......................................................................... 20
3.2.1 Experience ........................................................................................................................ 20
3.2.2 Coordination of Services .................................................................................................. 21
3.2.3 Personnel ......................................................................................................................... 21
3.2.4 Federal and State Tax Clearance ...................................................................................... 21
3.2.5 Compliance with Laws and County Rules ........................................................................ 22
3.2.6 Confidentiality .................................................................................................................. 22
3.2.7 Americans with Disabilities Act ........................................................................................ 22
3.2.8 Nondiscrimination............................................................................................................ 22
3.2.10 Reporting Requirements ................................................................................................ 23
3.2.11 Quality assurance and evaluation specifications ........................................................... 25
4. PROPOSALS ................................................................................................................................... 27
4.1 Proposal Preparation .............................................................................................................. 27
4.2 Disqualification of Proposals ................................................................................................... 27
4.3 Public Inspection ..................................................................................................................... 28
4.4 Proposal Specifications ........................................................................................................... 28
4.5 Proposed Project Budget Guidance ........................................................................................ 28
4.6 Proposal Submission Instructions ........................................................................................... 29
5. EVALUATION ................................................................................................................................. 31
5.1 Evaluation Screening ............................................................................................................... 31
5.2 Evaluation Committee ............................................................................................................ 31
5.3 Evaluation Criteria................................................................................................................... 32
5.3.1 Evaluation Categories and Corresponding Total Possible Points .................................... 32
5.3.2 Evaluation Form ............................................................................................................... 32
5.4 Rejection of Proposals. ........................................................................................................... 36
6. AWARD OF CONTRACT .................................................................................................................. 38
6.1 Award Notification .................................................................................................................. 38
6.2 Execution of Contract ............................................................................................................. 38
6.3 Indemnification ....................................................................................................................... 38
6.4 Reporting Requirement .......................................................................................................... 39
6.5 Unallowable Expenditures ...................................................................................................... 39
6.6 Termination of Contract ......................................................................................................... 39
6.7 Code of Ethics ......................................................................................................................... 39
6.8 Disclosure Required ................................................................................................................ 40
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FUNDING BACKGROUND
On March 23, 2022, the County of Hawai‘i passed Ordinance 22-26, which appropriates
seventy-five percent (75%) of tier two property tax revenues for the next five fiscal years
towards addressing homelessness and housing. The estimated amount of funding in fiscal
year 2022-2023 is nine million dollars ($9,000,000.00).
This is the first-of-its-kind investment towards homelessness response appropriated directly
from County funding. Prior to this direct investment, homelessness services and housing
with supports in the County was only made possible through funding from the Federal and
State governments along with private grants and donations.
The County investment allows for the voice of the community from across the entire island -
service providers, people with lived experience, philanthropy, landowners, housing
developers, business, County staff from across multiple departments, advocates and other
interested stakeholders - to craft the investment framework that they believe would best
result in reductions in homelessness across the County. The inputs from those local entities
resulted in a “Strategic Roadmap for Homelessness and Housing — County of Hawai’i”. The
content of the Roadmap further describes the outreach process.
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1. ADMINISTRATION
County OHCD is requesting proposals from qualified non-profit organizations, research and
educational institutions, and government agencies for Homelessness and Housing Support
Grants – Operations and Programming that will assist the County in carrying out initiatives,
projects, and programs that address one or multiple priorities named within the Roadmap.
1.1 Definitions
“Administrative Costs” means costs for general management, oversight, coordination,
evaluation, and reporting on contracted services. Such costs do not include costs directly
related to carrying out contracted services, since those costs are eligible as Operating Costs
(see below).
“Applicant” means an eligible non-profit organization, research, educational, or
government institution submitting a proposal application to receive funds from this County
OHCD Request for Proposal.
“At Risk” and “At Risk of Becoming Homeless” are used interchangeably and mean an
individual or Family who will lose their primary nighttime residence, provided that:
1) the primary nighttime residence will be lost within 45 days of the date of application
for Homeless assistance;
2) subsequent residence has been identified; and
3) the individual or Family lacks the resources or support networks, e.g., Family,
friends, faith-based or other social networks, needed to obtain other permanent
housing.
“Bridge Housing” means transitional shelters used as a short-term stay, generally for up to
90 days, when an individual or Family has been offered and accepted a permanent housing
intervention (e.g., section 8 voucher, permanent supportive housing voucher, rent to work
voucher) but is not able to immediately enter the permanent housing.
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“Chronically Homeless” means an individual or Family that:
1)is Homeless and lives or resides in a place not meant for human habitation, a safe
haven, or in an emergency shelter; and
2)has been Homeless and living or residing in a place not meant for human habitation,
a safe haven, or in an emergency shelter continuously for at least one year or on at
least four separate occasions in the last 3 years where those occasions cumulatively
total at least 12 months.
“Continuum of Care” and “CoC” are used interchangeably in this document and mean the
planning bodies required by the U.S. Department of Housing and Urban Development
(HUD) to carry out the responsibilities defined under 24 CFR Part 578 (Homeless Emergency
Assistance and Rapid Transition to Housing: Continuum of Care Program). A CoC is a group
composed of representatives of organizations, including nonprofit Homeless providers,
victim service providers, faith-based organizations, governments, businesses, advocates,
public housing agencies, school districts, social service providers, mental health agencies,
hospitals, universities, affordable housing developers, law enforcement, organizations that
serve Homeless and formerly Homeless veterans, and Homeless and formerly Homeless
persons to the extent these groups are represented within the geographic area and are
available to participate. A CoC is responsible for coordinating funding, policies, strategies,
and activities toward ending Homelessness in a designated geographic region, including but
not limited to plans and oversight for use of HUD CoC funding.
“Coordinated Entry System” (CES) is a fair, immediate, low barrier, person-centered process
that helps communities prioritize housing assistance based on vulnerability and severity of
service needs to ensure that people who need assistance the most can receive it in a timely
manner. Coordinated entry processes provide information about service needs and gaps to
help communities plan their assistance and identify needed resources. All coordinated entry
locations and methods (phone, in-person, online, etc.) offer the same assessment approach
and referrals using uniform decision-making processes.
“Double Up Housing” are households that are temporarily sharing housing with other
individuals due to loss of their own place, economic hardship, or similar reasons.
“Family” means:
1)two or more persons who live or intend to live together as a unit, one of whom is a
minor, under 18 years of age, related by blood, marriage, or operation of law,
including foster children and hanai children; or
2)a person who is pregnant or in the process of securing legal custody of a minor child
or children.
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“Homeless” means:
1) An individual or Family who lacks a fixed, regular, and adequate nighttime residence,
meaning:
a) An individual or Family with a primary nighttime residence that is a public or
private place not designed for or ordinarily used as a regular sleeping
accommodation for human beings, including a car, park, abandoned building,
bus or train station, airport, or camping ground;
b) An individual or Family living in a supervised publicly or privately operated
shelter designated to provide temporary living arrangements (including
congregate shelters, transitional housing, and hotels and motels paid for by
charitable organizations or by federal, state, or local government programs for
low-income individuals); or
c) An individual who is exiting an institution where he or she 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) An individual or Family who will imminently lose their primary nighttime residence,
provided that:
a) The primary nighttime residence will be lost within 14 days of the date of
application for Homeless assistance;
b) No subsequent residence has been identified; and
c) The individual or Family lacks the resources or support networks, e.g., Family,
friends, faith-based or other social networks, needed to obtain other permanent
housing;
3) Any individual or Family who:
a) Is fleeing, or is attempting to flee, domestic violence, dating violence, sexual
assault, stalking, or other dangerous or life-threatening conditions that relate to
violence against the individual or a Family member, including a child, that has
either taken place within the individual’s or Family’s primary nighttime residence
or has made the individual or Family afraid to return to their primary nighttime
residence;
b) Has no other residence; and
c) Lacks the resources or support networks, e.g., Family, friends, and faith-based or
other social networks, to obtain other permanent housing.
“Household” means all the people who live or intend to live together as a unit. A
Household can include related Family members and other unrelated people, if any, such as
lodgers, foster children, wards, or employees who live together as a unit. A person who
lives alone in a unit, or a group of unrelated people sharing a unit such as partners or
roomers, are also counted as a Household.
“Housing First” means the activities and approaches described in Section 3.1.1 of this RFP.
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“Occasions” (under chronically Homeless definition) are defined by a break of at least seven
nights not residing in an emergency shelter, safe haven, or residing in a place meant for
human habitation (e.g., with a friend or Family). Stays of fewer than seven nights residing
in a place meant for human habitation, or not in an emergency shelter or safe haven do not
constitute a break and count toward total time Homeless. Stays in institutions of fewer
than 90 days where they were residing in a place not meant for human habitation, in an
emergency shelter, or in a safe haven immediately prior to entering the institution, do not
constitute as a break and the time in the institution counts towards the total time
Homeless. Where a stay in an institution is 90 days or longer, the entire time is counted as
a break and none of the time in the institution can count towards a person’s total time
Homeless.
“Operating Costs” means non-personnel costs directly related to the operation and to the
provision of contracted services.
“Outreach” means seeking and making direct contact with individuals in the community to
provide information about services they may be eligible for, and either providing the service
or making a referral to a service provider.
“Participant” means a person who receives Homeless services and is enrolled into the
Homeless program proposed.
“Permanent Housing” means that there is no time limit on how long you can reside in the
housing or receive the housing assistance. It is meant to be long-term. Permanent housing
includes but is not limited to the following: rental or ownership of a home with or without
ongoing housing subsidy or case management services, staying with family or friends on a
permanent tenure, long-term nursing home or care facility, and permanent supportive
housing projects for formerly homeless persons.
“Personnel Costs” means costs incurred for operations and social services personnel in the
provision of contracted services and include salaries and wages, payroll taxes and fringe
benefits.
“Provider” and “Contractor” are used interchangeably in this document and mean an eligible
organization that is selected by County OHCD to receive funds and provide services.
“Roadmap” is A Strategic Roadmap for Homelessness and Housing – County of Hawai‘i,
affixed to this Request for Proposals as Exhibit A.
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“Temporary Housing” means that the housing situation is intended to be short term or
temporary. Temporary housing includes but is not limited to emergency and transitional
shelter, foster care home, temporary group home, hospital and other medical or psychiatric
facility, hotel, motel, halfway house, living with family or friends temporarily, safe haven,
and substance abuse treatment or detox center. Jails, prisons, juvenile detention facilities,
and places not meant for human habitation are excluded.
“Vulnerability” and “Vulnerable” are used interchangeably and mean that the person may be
at higher risk due to age (60 or above), frequent use of emergency/hospital services, being a
frequent victim of assault, significant health or behavioral health challenges, substance use
disorders, or functional impairments which require a significant level of support to maintain
permanent housing. Vulnerability can but does not necessarily include all of the factors
listed.
1.2 Eligible Projects or Activities
Eligible proposals will include projects that align with one or multiple priorities named in
Table 1.2.1, extracted from the Roadmap.
Outlined below are the rankings for each priority as determined by stakeholders engaged
during development of the Roadmap and a brief description of the idea.
Table 1.2.1
Rank Priority with Description
1 Permanent Supportive Housing and Permanent Housing with Supports
An approach to housing the most acute and vulnerable members of
the homelessness population. While primarily serving individual
adults experiencing homelessness, the community desire is to not be
restricted solely to U.S. Department of Housing and Urban
Development (HUD) criteria for Permanent Supportive Housing, and
allow for housing other individuals, couples and families that may not
meet HUD’s definition of chronic homelessness but have higher
support needs that may result in needing permanent services while in
housing. Housing models such as this, while expensive to build and
operate, is proven to be less costly than managing highly acute
people in their homelessness that remain high utilizers of emergency
services and homelessness response services.
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Rank Priority with Description
2 Detoxification and Treatment Options for People Experiencing Homelessness
The County does not have sufficient detoxification and treatment
options for people experiencing homelessness that use alcohol
and/or other drugs. As a result, there is nowhere to take people who
seek to detox or work on cessation and abstinence. The lack of this
service is a significant issue for people experiencing homelessness on
the island and is a massive hole in the arsenal of tools that a
homelessness service professional needs at their disposal. While high
cost to implement, this will have a significant impact on the lives of
people living with addiction that are also experiencing homelessness.
3 Housing, Supporting and Serving Families with Minor Children
Providing stable housing and supports to families with minor children
disrupts the intergenerational impacts of homelessness. It also
improves health, educational attainment, and psycho-social
development of children. Resolving homelessness for families with
minor children today is a prevention investment against chronic
homelessness amongst the children of the family in the future.
4
(tie)
Increasing Supply of Affordable Housing Generally
Increasing the supply of affordable housing generally has several
benefits. It can be a form of housing that people exiting homelessness
with low to moderate needs can benefit from where affordability is
the primary barrier to housing access and stability. It can also be a
form of housing that benefits other lower income people and people
on fixed incomes to prevent homelessness. It is acknowledged that
various types of housing that is affordable to very low-income people
are needed throughout the island, and can further be customized to
the needs of specific population groups (for examples: families of all
sizes; unaccompanied youth; Native Hawaiians; etc.) On top of this,
increasing the supply of affordable housing can be implemented in
various ways: smaller homes; micro-homes; intergenerational housing;
etc. Finally, increasing the supply of affordable housing can happen
through new building, acquisition, rehabilitation, and renovation of
existing aging housing stock, and/or, through local vouchers.
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6 Housing, Supporting and Serving Individuals and Couples Experiencing Chronic
Homelessness
People experiencing chronic homelessness are often the highest
utilizers of emergency services and homelessness services.
Furthermore, people experiencing chronic homelessness often have
poor health. People in encampments are also more likely to be
experiencing chronic homelessness. While the costs of supporting
people experiencing chronic homelessness - especially those individuals
and members of couples with chronic disease, addiction, and mental
illness - can be high, the costs of the status quo or doing nothing are
even higher. There is an opportunity to be innovative in housing and
support models in serving the chronically homeless population in
addition to best practices like Permanent Supportive Housing. For
example, efforts could be made to assist Native Hawaiians experiencing
chronic homelessness exclusively through a culturally appropriate
approach to supporting wellness and connection to culture and
traditions.
Rank Priority with Description
4
(tie)
One Stop Housing and Services Resource Center
One or more One Stop Resource Centers, preferably located at
different locations on the island, provides a daytime resource for
individuals, couples, and families experiencing homelessness.
Participants at the One Stop can get services, referrals, and direct
housing assistance. Furthermore, meal programs can be integrated
in a One Stop, and consideration may be given to including the likes
of safer parking or storage at the same location. Depending upon
location and design, a One Stop could also be used to integrate Rest
Zones for people that will not use shelter but may come indoors for a
shorter period of time to rest and get a reprieve from the streets.
Finally, hygiene facilities can be integrated into a One Stop, which
will expand dignity and help with maintaining health.
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7 Supporting the Homelessness and Housing Support Workforce in the Non-
Profit Sector
The non-profit sector generally, and the homelessness and housing
support services sector specifically, are grossly underpaid for the
demands of the work, as well as the training, professional development,
leadership development, and staff retainment costs. The pandemic has
decimated much of the sector and burned out many staff. Depending
on which workforce initiatives are put into place, the costs may range
from low to moderate, but can have a significant impact on stabilizing
the sector and the morale of the existing staff. Workforce development
may also allow for prudent succession planning and leadership
development in the sector, as well as equipping existing managers and
directors with additional managerial skills development. Increased
wages and benefits, additional training, skills development, evaluation
of operations, conference attendance, and the like may all be
considered as components of capacity building in the sector.
Rank Priority with Description
8 Supporting People with Special Needs
Various population groups do not neatly fit into population-specific
funding investments in homelessness services or housing supports, even
though they may have unique needs. This can include groups that have
experienced historical or ongoing exclusion (for example, members of
the LGBTQ2S+ community; members of the injection substance using
community; etc.). It can include groups that are increasing in size in the
homeless population like older adults. It can include groups for which
there is no obvious funding source in homelessness services and housing
supports like people living with developmental delays or brain injuries or
COFA migrants. A category of investment like this will allow the
community to further identify which specific special needs group they
want to assist and why.
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(tie)
Expanding Street Medicine
While there is some street medicine available on the island for
unsheltered homeless individuals with health needs, an expansion of
street medicine would allow for improved geographic coverage and/or
greater hours of service. Developing a relationship of trust by meeting
specific health needs can be the pathway to resolution of a person’s
homelessness. Furthermore, street medicine decreases demand on
emergency services and hospital emergency rooms.
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9
(tie)
Providing Storage Solutions to People Experiencing Homelessness
For people experiencing homelessness, storage is an ongoing challenge.
People are reluctant to leave their belongings to access services including
viewing rental accommodation. Belongings are a reason why some
people will not seek shelter services. By expanding short-term and/or
longer-term storage options, it is anticipated that some people that
otherwise would not access services will choose to do so. Furthermore,
safe storage may result in fewer people having their belongings stolen,
including very important documents like identification.
Rank Priority with Description
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(tie)
Technical Assistance with Housing Development
Organizations that want to develop or expand housing options often
do not have the technical expertise required to undertake such an
endeavor. The technical assistance can range from financing to
zoning, architecture to planning, environmental considerations to
procurement, contracting to community engagement. Developing
housing is not an easy task and providing technical assistance to non-
profit organizations looking to get into development or expand their
historical housing development can help accelerate the addition of
more housing units of a range of types and for a broad range of
populations.
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(tie)
Improving Transportation Options for People Experiencing Homelessness
Transportation options for people experiencing homelessness are
very limited. Without transportation options, people experiencing
homelessness can miss important appointments like viewings of
apartments or health care. Furthermore, without transportation
options people experiencing homelessness are less likely to get to
essential emergency services.
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(tie)
Expanding Bridge and Interim Housing Options
Bridge and Interim Housing is a form of housing used on a short-term
basis. With Bridge Housing, the intention is usually shorter-term
(months) of supported housing between a shelter stay and when a
Permanent Supportive Housing opportunity is available. Interim
Housing is usually a shorter-term (weeks or months) of housing
between when a person, couple or family is matched for housing and
when the permanent housing unit is available. The support services in
Interim Housing are less intense than in Bridge Housing. Both housing
approaches can use motels or existing master leased apartments.
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1.3 Award Amount
Total funding available for the grant award program through this Request for Proposals
will not exceed eight million dollars ($8,000,000.00). County OHCD reserves the right not
to award the total amount of funds available.
The County, at the request of the selected Contractor, will provide up to forty percent
(40%) of total program budget after full execution of the Agreement. Thereafter, the
County will provide reimbursement based on actual program and administrative
expenses. The Contractor must take into consideration that it could take up to 10
business days upon receipt of all payment request documents for the review, approval,
and issuance of payment.
All funds not expended by the end of the Contract must be returned to the County within 20
working days, following the end of the contract period.
1.4 Eligible Entities
To be eligible for an award through this RFP, the Proposer shall:
• Be a not-for-profit organization incorporated under the laws of the State of Hawaiʻi, or
a non-profit organization exempt from the federal income tax by the internal Revenue
Service. In the case of a non-profit organization, members of its governing board shall
have served without compensation and have no material conflict of interest,
• Be licensed and accredited, in accordance with the applicable statutes, codes,
or ordinances of the federal, state, and county governments,
• Have bylaws or policies that describe the manner in which business is conducted
including management, fiscal policies and procedures, and policies on nepotism and
the management of potential conflicts of interest; or
• Be a State, County, research or educational institution or agency
• Have at least one (1) year of experience with the project or in the program area
being proposed. The Housing Administrator has sole discretion to grant an exception
from this requirement the entity can show it has the equivalent level of expertise
and experience, which may include proof of project management capabilities and
understanding of the program area for which the entity is applying.
• Have staff or authorized representatives adequately trained to administer and
conduct the service described.
• Meet all the requirements set forth in this RFP.
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1.5 Timetable
The timetable set forth below represents County OHCD’s best estimate of the schedule that
will be followed in the RFP process. Proposers will be advised by addendum via County
OHCD’s website
www.housing.hawaiicounty.gov/grants-funding/homelessness-and-housing-fund
of any changes to the timetable. It is the responsibility of the proposer to monitor County
OHCD’s website.
ACTIVITY SCHEDULED DATE
RFP Issued November 17, 2022
*Informational sessions (virtual) November 23, 2022, at 10:00 a.m.
November 29, 2022, at 1:30 p.m.
Closing date for receipt of questions/comments November 30, 2022
County OHCD’s response to Proposers’ questions December 6, 2022
Proposal due date *by December 19, 2022, at 4:00 p.m.
Selection/Award Notification January 18, 2023
Grant Agreement Execution Period January 23, 2023 – February 3, 2023
Tentative Agreement Commencement Date February 6, 2023
*Go to www.housing.hawaiicounty.gov/grants-funding/homelessness-and-housing-fund
to register.
County OHCD reserves the right to extend the proposal due date deadline if it is determined
to be in the best interests of the County or that an insufficient pool of submissions is
received.
1.6 Contact for Information
If the Proposer requires additional information, requests for additional information shall
be made to:
Office of Housing and Community Development
1990 Kino‘ole Street, Suite 102
Hilo, Hawai‘i, 96720-5293
Telephone number: (808) 961-8379
Email address: ohcdengagement@hawaiicounty.gov
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1.7 Submission of Questions
Notwithstanding any other provisions, if there is any doubt as to the interpretation of any of
the provisions herein, the Proposer shall submit an inquiry in writing to County OHCD by email
at ohcdengagement@hawaiicounty.gov on or before November 30, 2022, in order to qualify
for an official response from the County OHCD. Responses will be posted under the same
listing and become addenda to the RFP. County OHCD will respond to questions through
addenda only. All other means of communication, whether oral or written, shall not be
considered official responses, and may not be relied upon.
Any questions regarding the interpretation of any provision after proposals have been opened
shall be subject to a ruling by the Housing Administrator, whose decisions shall be final.
In addition, the Housing Administrator shall have the sole power to decide and resolve matters
which may arise in the future and/or which may not be covered in the proposal.
1.8 Amendment, Addenda, or Bulletins
Any Proposer who discovers any ambiguities, conflicts, discrepancies, omissions, or other errors
in the RFP shall notify County OHCD in writing by email at ohcdengagement@hawaiicounty.gov
on or before November 30, 2022. Modifications of the RFP shall be made by issuing an
addendum, and a written notice of such modifications shall be sent to all persons who have
submitted written questions to the department as described above. If a Proposer fails to notify
County OHCD on or before November 30, 2022, of any errors in the RFP known to the Proposer,
the Proposer shall submit a proposal at its own risk. If the Proposer is selected by the County
OHCD, the Proposer shall not be entitled to additional compensation or time by reason of such
errors or their later correction.
It is each Proposer’s responsibility to monitor County OHCD’s website at
https://www.housing.hawaiicounty.gov/grants-funding/homelessness-and-housing-fund, for
any addendum necessitated by a modification of the RFP prior to the December 19, 2022,
deadline. County OHCD may not contact individual Proposers to alert them of the posting of
any addenda. Any addendum issued during the time of proposal submission and forming a
part of the documents shall be made a part of this Solicitation and shall become a part of the
award contract.
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1.9 Cancellation of RFP
This RFP may be cancelled, and any or all proposals rejected, in whole or in part, without liability
to County OHCD, when it is determined to be in the best interest of County OHCD.
1.10 Contract Period
Upon award, the contract period will commence upon contract execution and continue for
twelve (12) months. The contract period may be extended at the sole discretion of the Housing
Administrator.
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2. INTENDED OUTCOMES
At a high level, the table below outlines goals and intended outcomes for each priority:
Rank Priority Goal(s) Intended Outcomes
1 Permanent
Supportive
Housing and
Permanent
Housing with
Supports
Increase housing
options for people
with complex and co-
occurring needs, most
of whom are
experiencing chronic
homelessness
• Increase the number
of permanent
supportive housing
units on the island
• Decrease chronic
homelessness
2 Detoxification
and Treatment
Options for
People
Experiencing
Homelessness
Create a detoxification
and treatment option
for people
experiencing
homelessness living
with a substance use
disorder and seeking
assistance for a
reprieve or
permanently cease
using alcohol or other
drugs
• Detoxification and
treatment option
created
• Decrease in hospital
visits due to
intoxication of
people experiencing
homelessness
3 Housing,
Supporting
and Serving
Families with
Minor
Children
Reduce the
intergenerational
impacts of
homelessness
• Decrease
homelessness
amongst families
with minor children
4
(tie)
Increasing
Supply of
Affordable
Housing
Increase the number
of housing units that
are affordable to low-
income people,
including people with
very low income such
as people experiencing
homelessness
• Number of
affordable housing
units increases
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Rank Priority Goal(s) Intended Outcomes
4
(tie)
One Stop
Housing and
Services
Resource
Center
Improve service access
and service options for
people experiencing
homelessness to get
the help they need to
exit homelessness
• One stop housing
and services
resource center is
created
• Increase in people
experiencing
homelessness
connected to the
Coordinated Entry
Process for housing
• Increased service
options for people
currently
experiencing
homelessness
6 Housing,
Supporting
and Serving
Individuals
and Couples
Experiencing
Chronic
Homelessness
Reduce chronic
homelessness
Reduce the impacts of
chronic homelessness
on the community
• Decrease in chronic
homelessness
• Increase in the
number of
chronically homeless
people accessing
housing and
supports
7 Supporting the
Homelessness
and Housing
Support
Workforce in
the Non-Profit
Sector
Build and sustain
capacity in the non-
profit sector for
agencies that have
direct contact and
engagement with
people experiencing
homelessness
• Increase staff
retention in the
sector
• Improved service
outcomes through
improved knowledge
8 Supporting
People with
Special Needs
Ensure various
subpopulations are
well served through
the response to
housing needs and
homelessness
• Increase in people
with special needs
accessing
homelessness
services
• Increase in people
with special needs
accessing housing
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Rank Priority Goal(s) Intended Outcomes
9
(tie)
Expanding
Street
Medicine
Improve health
outcomes and service
connection for people
experiencing
homelessness that
have one or more
health concerns
• Increase diversion
from hospital
emergency room for
people experiencing
homelessness with
health concerns for
routine care
9
(tie)
Providing
Storage
Solutions to
People
Experiencing
Homelessness
Provide storage
solutions to people
experience
homelessness to
improve service and
housing access
• Increase in service
access for people
with possessions
11
(tie)
Technical
Assistance
with Housing
Development
Expand expertise in
housing development
and increase diversity
of organizations
involved in housing
development
• Increase in housing
development
• Increase in the
diversity of
organizations
involved in housing
development
11
(tie)
Improving
Transportation
Options for
People
Experiencing
Homelessness
Increase access to
homelessness services
and housing
opportunities by
expanding
transportation options
• Decrease in people
remaining homeless
because they could
not get to services
or housing
appointments
11
(tie)
Expanding
Bridge and
Interim
Housing
Options
Increase temporary
housing options for
people on a pathway
to housing
• Decrease in
pressure on shelter
for people on the
housing pathway
but waiting for their
permanent housing
solution
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3. SCOPE OF WORK
3.1 General Service Activities and Approaches
Services proposed may be provided in a manner consistent with the following activities and
approaches:
3.1.1 Housing First Approach
1. Low barrier to entry and ongoing program participation
Offer individuals and Families immediate access to outreach, shelter, permanent
housing, and support services as appropriate without unnecessary prerequisites. This
includes:
a. Admission practices that are welcoming and low barrier and do not require
abstinence from substances, completion of or compliance with treatment, or
participation in services.
b. Not rejecting program applicants on the basis of credit, rental history, criminal
history, or other factors that might indicate a lack of “housing readiness.”
Provider shall consider criminal history and other factors on a case-by-case basis
as necessary to ensure the safety of Participants and staff.
c. Offering individuals and Families experiencing Homelessness ongoing access to
services until they secure permanent housing. This includes not establishing
arbitrary time limits on length of program participation.
2. Housing access and retention
Provider may provide services focused on helping individuals and Families to access
permanent housing as rapidly as possible and preventing returns to Homelessness.
3. Community integration and recovery
Provider may make efforts to integrate the program into the community and offer
Participants ample opportunity and support to form connections outside of the program.
This includes, but is not limited to the following and ensuring that:
a. Services are located in neighborhoods that are accessible to community
resources and services.
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b. Services are designed to help Participants build supportive relationships, engage
in personally meaningful activities, and regain or develop new roles in their
Families and communities.
c. Services are recovery-based and designed to help Participants gain control of
their own lives, define their personal values, preferences, visions for the future,
establish meaningful individual short and long-term goals, and build hope.
4. Participant Choice
Provider may make efforts to understand Participant preferences and priorities without
judgment and to assertively engage Participants in services that are non-coercive to help
Participants to achieve their personal goals. This includes, but is not limited to the
following:
a. Offering choices regarding type, frequency, timing, location and intensity of
services and, whenever possible, choice of neighborhoods, apartments, furniture,
and decor.
b. Helping Participants to understand risks and reduce harm caused to themselves
and others by risky behavior.
c. Understanding the clinical and legal limits and intervening as necessary when
Participants present a danger to self or others.
d. Providing meaningful opportunities for Participant input and involvement when
designing programs, planning activities, and determining policies.
e. Using assertive, low-barrier, culturally competent and trauma-informed
engagement strategies that focuses on building a respectful, trusting relationship
with Participants.
f. Creating an inviting and safe environment for Participants to overcome grief/loss,
build trust, disclose sensitive information, and identify reasons to engage in
services that are personally meaningful.
3.2 Administrative/Management Requirements
Administrative and management requirements are as follows:
3.2.1 Experience
The Provider shall:
a. Submit a verifiable history of a minimum of one (1) year, within the most recent
three (3) years, of experience with the Housing First Approach or in the program
area for which the proposal is being made. Exceptions may be granted by the
Housing Administrator where an agency has not demonstrated the necessary
experience or expertise in the program area.
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b. Have demonstrated and documented knowledge, skills, capacity, and competence
to perform the required services.
3.2.2 Coordination of Services
The Provider shall:
a. Demonstrate the capability to coordinate services and resources with other
agencies in the community.
b. Coordinate and integrate homeless programs with other mainstream health,
social services, and employment programs for which homeless populations may
be eligible, including, but not limited to Medicaid, State Children’s Health
Insurance Program, Temporary Assistance to Needy Families, Food Stamps, and
services funding through the Mental health and Substance Abuse Block Grant,
Workforce Investment Act and the Welfare-to-Work grant program.
3.2.3 Personnel
The Provider shall:
a. Provide adequate staffing on a day-to-day basis, as approved by County OHCD,
and case management.
b. Ensure that staff, volunteers, and contracted personnel meet the education, work
experience, and training qualifications necessary to provide the contracted service
activities. Examples of qualified positions include: case manager, housing locator,
and employment specialist. Positions shall focus on housing placement,
increasing income, and employment.
c. Assure that a system is in place to ensure compliance with both affirmative action
and equal opportunity employment standards
d. If applicable to the proposed program, direct service staff shall have at least one
hour of individual supervision bi-weekly to help them to develop low barrier,
assertive engagement skills, build Participant motivation, conduct thorough
assessments, establish meaningful housing plans, ensure Participant and staff
safety, and/or support self-care
3.2.4 Federal and State Tax Clearance
The contracted agency shall provide Certificate of Vendor Compliance issued by Hawaii
Compliance Express (HCE). The status on the certificate must state “compliant”. The HCE
shall be dated no later than 30 days prior to the Applicant’s proposal submission date.
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3.2.5 Compliance with Laws and County Rules
The contracted agency shall comply with all laws, ordinances, codes, rules, and
regulations of the federal, State and local governments which in any way affect its
operations and to adhere to instructions prescribed by County OHCD for the effective
administration of a program.
3.2.6 Confidentiality
The Provider shall attach to the proposal, its policies and procedures regarding securing
and ensuring the confidentiality of Participant files and other confidential information.
3.2.7 Americans with Disabilities Act
The Provider shall comply with the American Disabilities Act (ADA) and shall describe its
efforts to ensure that Homeless persons with disabilities are provided with reasonable
access to services. The Provider shall ensure that Homeless persons with disabilities are
provided with reasonable access to service and comply with ADA requirements. The
Provider shall make its written ADA policies and procedures available to County OHCD
upon request.
3.2.8 Nondiscrimination
The Provider shall not discriminate against any applicant/Participant on the basis of race,
color, creed, religion, ancestry, national origin, sex, sexual orientation, disability or
handicap, age, or martial/familial status with regard to public assistance. The Provider
shall take affirmative action to ensure that its program is free from such discrimination.
The Provider shall make known that the program assistance and services it provides are
available on a nondiscriminatory basis, and will ensure that all citizens, including citizens
with limited English proficiency, have equal access to information concerning the housing
program. The Provider shall make its written nondiscrimination policies and procedures
available to County OHCD upon request.
3.2.9 Fair Housing
Any housing (including emergency and transitional shelters, or Bridge Housing), or
housing services offered by the Provider shall be made available without discrimination
based on race, color, national origin, age, sex, religion, familial status, or disability, or on
any basis prohibited by State law, in accordance with State and federal Fair Housing laws.
In providing support services and financial assistance for re-housing or homelessness
prevention, the Provider shall not discriminate against a rental applicant based on
whether he or she receives a direct rental subsidy, such as Section 8 voucher or other
tenant-based rental assistance. The Provider shall make its written Fair Housing policies
and procedures available to County OHCD upon request.
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3.2.10 Reporting Requirements
The selected Contractor will be required to submit accurate monthly, quarterly, and final
financial, outcome and narrative reports. The monthly reports are due by 12pm (HST) on
or before the 10th working day following the end of the month and shall include both
current month and cumulative outcome information. The quarterly reports are due by
12pm on the 10th working day following the end of the calendar quarter and shall include
current quarterly and cumulative outcome information. The final report will be due
within 20 working days following the end of the contract period. All unspent funding
received by the Contractor shall be returned to the County with the final report.
It is the goal of the County to capture data points that will documents the outcomes
achieved and to ensure no duplication of financial benefits, if applicable.
The County is working on developing a software to collect data and document outcomes.
Prior to the release of this software, the selected Contractors will be required to collect
and submit the data and outcomes through an excel spreadsheet, which will be provided
upon execution of the Contract.
The selected Contractor will be required to meet with the County within ten (10) working
days from the date of selection to review and reporting requirements. Upon completion
of this process and acknowledgement of reporting requirements, the County will move
forward with finalizing the Contract.
Contractors who propose to provide a direct service to individuals and families will be
required to collect, document and report on the following:
o First and Last Name of all members of the household
o Birthdate of all members of the household
o Gender
o Citizenship Status
o If Non-US Citizen (COFA)
o Primary Language
o Applicant race and ethnicity
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o Residency Information
▪ Did you arrive in Hawaii during the last 12 months? If yes, how many
months and/or days?
▪ How long have you been in Hawaii over your lifetime?
▪ Before your 18th birthday, were you placed in an out of home
placement and/or experience homelessness?
▪ Marital Status
▪ Current Criminal Justice Status
▪ Zip Code of last permanent address
o Veteran Status
o Signed consent form to release information
o Date of Encounter
o Living Situation (Type of Residence Prior to Project/Program Entry)
o Approximate date of homelessness started
o Length of Stayin Prior/Current Living Situation
o Domestic Violence Victim / Survivor
o Health Insurance
o Disabling Condition
▪ Substance Abuse Disorder
▪ Mental Health Disorder
▪ Developmental Disability
▪ Chronic Health Condition
▪ HIV/AIDS
▪ Physical Disability
o Emergency Services
▪ How many times in the past 12 months have you used the following
emergency or medical services?
• Hospital emergency room services
• Other hospital services (medical or psychiatric)
• 911/ambulance emergency services
• Access (Crisis) hotline
• Other emergency services
The County will provide the selected Contractor with an excel spreadsheet that will be
required to be submitted as part of its monthly, quarterly, and final reports.
Failure to comply with data and reporting requirements or to adequately address
monitoring findings may result in the suspension or cancellation of payments or the
contract. Upon request, the Provider shall agree to promptly make their Participant files
available to County for the purposes of monitoring.
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The Provider shall be required to retain all records for at least six (6) years, except if any
litigation, investigation, audit, or other action is underway for an addition of one year
after completion of due process, litigation, investigation, audit, or other actions.
3.2.11 Quality assurance and evaluation specifications
Performance of all contracted agencies will be monitored on an ongoing basis by County
through file reviews, site inspections and other methods.
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4. PROPOSALS
Each submission to this RFP shall be for one project proposal. Organizations seeking to
propose more than one project must use separate RFP submissions.
Successful proposals will clearly show both a nexus to one or more stated priorities listed in
the Roadmap and measurable outcomes and goals for the project.
Funds may not be used for: purchase of alcohol; business or organizational start-up plans;
fundraising; commercial film production; or costs associated with proposal production and
submission. All proposals shall be subject to the provisions and stipulations of this Request
for Proposals, including the following proposal specifications and the non-exclusive contract
provisions attached hereto as Exhibit G and made a part hereof.
4.1 Proposal Preparation
Proposer shall prepare written proposal in accordance with requirements of this Section and
provide the proposal to County OHCD. Proposers shall submit all information specified and
requested in this Section, or through any follow-up communications with County OHCD, to
qualify its proposal for evaluation and consideration for award. Noncompliance may be
deemed sufficient cause for disqualification of the proposal without further notice. County
OHCD will not pay any costs incurred by the Proposer from the preparation or submission of
this proposal.
4.2 Disqualification of Proposals
County OHCD reserves the right to consider as acceptable only those proposals submitted in
accordance with all requirements set forth in this RFP and that demonstrate alignment with
the Roadmap priorities, goals, and intended outcomes. County OHCD reserves the right to
ask for clarification at any time, of any item in the proposal. A Proposer may be disqualified,
and the proposal automatically rejected for any of the following reasons:
• The Proposer’s lack of responsibility or cooperation as shown by past work or services
done for County OHCD.
• The proposal is conditional, incomplete, or irregular in such a way as to make the
proposal incomplete, indefinite, or ambiguous as to its meaning.
• The proposal includes any provisions that are contrary to those required in this RFP.
• The proposal shows any noncompliance with applicable law.
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4.3 Public Inspection
All proposal information, including pricing, shall be held in strict confidence, and shall not be
revealed or discussed with competitors. Proposals submitted may be reviewed and
evaluated by those officials who have a legitimate interest in the matter and by no others.
All material submitted from all Proposers becomes the property of the County. If any
material is returned, it will be at the option of County OHCD.
At the conclusion of the process, resulting in either a contract award or rejection of all
proposals, all material shall become public information.
4.4 Proposal Specifications
A complete proposal includes the following:
1. Exhibit B – Organization Information Form, signed, and accompanied by all required
documents listed within Exhibit B attached, if applicable to the organization
2. Exhibit C – Project Abstract
3. Proposal Project Narrative – Refer to Exhibit D for instructions, formatting, flow, and
sequence
4. Exhibit E – Proposed Project Budget
5. Exhibit F – Proposed Project Budget – Narrative
6. Policies and Procedures regarding securing and ensuring the confidentiality of
Participant files and other confidential information (reference Section 3.2.6)
An editable version of each Exhibit form is available on the RFP page of the County OHCD
website at www.housing.hawaiicounty.gov/grants-funding/homelessness-and-housing-fund
One (1) original and four (4) copies of each item listed within Section 4.4 must be provided
to County OHCD.
4.5 Proposed Project Budget Guidance
Project expense estimates entered on the Proposed Project Budget form (Exhibit B) should
be reasonable and directly related to the proposed project. While salary and wages are
eligible uses of grant funds, personnel costs should not ideally be the primary use of grant
funds. To demonstrate financial sustainability potential, projects shall not rely on County
funds for critical ongoing operating expenses.
*For any amount indicated in Row A, Column A (Administrative Costs) of the Proposed
Project Budget form, note the evaluation metric within the Financial category (No. 4) of the
Proposal Evaluation Form (Section 5.3.2)
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For the Proposed Project Budget – Narrative form (Exhibit F), provide as much detail about
each budget line item as possible. Totals should match the Proposed Project Budget form
summary line items. If more space is needed than provided on this form, attach additional
sheets. If an expense category is zero, indicate “Not Applicable”.
Examples of details and information that should be provided for line-item categories are:
• “Salaries” – indicate annual salaries, percent of annual hours for project
• “Fringe Benefits” – indicate basis for fringe benefits calculation
• “Airfare, Inter- Island” or “Airfare, Out-of-State” – indicate basis for travel expense
calculations”
• “Supplies” – describe supplies needed
4.6 Proposal Submission Instructions
Applicants are required to submit one (1) original and four (4) copies of all items specified
under Section 4.4.
Sealed proposals must be received on or before 4:00 p.m. Hawai‘i-Aleutian Standard Time
on Friday, December 19, 2022, unless extended by an addendum, in one of the following
two County OHCD locations:
Hilo Kailua-Kona
1990 Kino‘ole Street, Suite 102
Hilo, HI 96720-5293
74-5044 Ane Keohokalole Highway
Building B, 2nd Floor
Kailua -Kona, HI 96740
Applicants selecting to mail their proposal shall use this mailing address:
1990 Kino‘ole Street, Suite 102, Hilo, HI 96720-5293
Note: the proposal deadline is not by postmark date.
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5. EVALUATION
The evaluation of proposals received in response to the RFP will be conducted
comprehensively, fairly, and impartially. A structural, quantitative scoring technique will be
utilized to maximize the objectivity of the evaluation.
If numerous acceptable and potential acceptable offers have been submitted, the evaluation
committee may rank the proposals and create a priority list of the highest-ranked proposals
that substantially meet the requirements of the RFP.
County OHCD reserves the right to request written clarifications or revisions during the
evaluation process, and to make an award based only upon proposals as submitted or may
require submittal of additional information, or oral presentation, or both.
County OHCD may conduct discussions with listed Proposers that meet the satisfactory
participatory score to facilitate arriving at an agreement that will provide the best value to
the County, taking into consideration the evaluation factors set forth in this RFP.
5.1 Evaluation Screening
An initial screening will be conducted following the proposal deadline by two (2)
representatives of the County. The initial screening involves reviewing all submitted
proposals to determine completeness and if the proposed Project meets eligibility.
Particularly, proposals must 1) be submitted by an eligible agency, as identified in Section
1.4; and 2) contain eligible projects or activities appropriate for the population to be served
as described in Section 1.2.
5.2 Evaluation Committee
The Evaluation Committee (“Committee”) will consist of five individuals who possess
knowledge of the subject areas, program objectives, and familiarity with the Roadmap,
relative government operations and systems. The Committee will evaluate proposals based
on the point structure indicated in Sections 5.3.1 and 5.3.2.
Following its deliberations, the Committee will make a recommendation of award(s) and
award amount(s) to the Housing Administrator. The Housing Administrator may determine
whether to accept, modify, or reject a recommendation made by the Committee.
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5.3 Evaluation Criteria
Proposal completeness will include all required items listed in Section 4.4, Proposal
Specifications. Failure to provide all required items may result in disqualification of the
proposal.
5.3.1 Evaluation Categories and Corresponding Total Possible Points
Evaluation Categories Maximum Possible Points
Proposal Completeness Required
Experience and Capability 10 points
Project Organization and Staffing 23 points
Service Delivery 47 points
Financial 20 points
TOTAL POSSIBLE POINTS 100 Points
5.3.2 Evaluation Form
The Committee will use the following Form and points assessment system in performing its
evaluation. The Form will include space for each evaluation segment that requires the
evaluator to provide comments:
Proposal Evaluation Form
1. Experience and Capability (select only one rating) 10
Points
Does the Applicant have the necessary experience to
implement the proposed program as evidenced by similar past
programs which serve the intended Participant group? Does the
Applicant have adequate management and professional staff to
successfully implement and manage the proposed program?
(5 Points)
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Does the Applicant have the necessary experience to
implement the proposed program based on experience with past
programs which are related to, but not similar to the proposed
program? Does the Applicant need to recruit and/or train
additional management and professional staff prior to the
implementation of the proposed program to augment existing
staff? (3 Points)
The Applicant does not have relevant or related experience.
The Applicant needs to recruit and/or train new personnel to
manage and operate the proposed program? (0 Points)
1. Experience and Capability (select only one rating)
(Continued)
10
Points
Capacity of Applicant – Readiness to Proceed (select only one
rating)
Has the Applicant secured a site to implement the proposed
program? Are all resources necessary to implement the
proposed program secured, or will be secured with the receipt
of the requested funding? Has the Applicant developed program
guidelines and identified key personnel who will manage and
implement the proposed program?
(5 Points)
Has the Applicant secured most of the resources necessary
to implement the proposed program? Do resources include an
operation site, an outline of program guidelines, and
identification of key staff members who will manage and
implement the proposed program? (3 Points)
The Applicant has not secured a site in which to operate the
proposed program and the resources necessary to implement
the proposed program. The Applicant has not developed
program guidelines or identified key staff that will manage the
proposed program. (0 Points)
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2. Program Organization and Staffing 23
Points
Does the Applicant’s proposed staffing patterns, Participant to
staff ratios, and proposed caseload capacity appropriate for the
viability of the services to be provided?
(5 Points)
Does the Applicant meet reasonable qualifications for staff
assigned to the program? This includes the knowledge and
experience of the proposed program director and/or staff.
(5 Points)
Has the Applicant demonstrated that services will be provided
by persons with training and/or expertise appropriate to the
type of service offered?
(5 Points)
Does the Applicant demonstrate the ability to supervise, train
and provide administrative direction relative to the delivery of
the proposed services?
(5 Points)
Does the Applicant’s organizational charts identify staff positions
and lines of responsibility/supervision?
(3 Points)
3. Service Delivery 47
Points
Will your program practice the Housing First approach?
(demonstrate a low barrier approach and prioritize rapid re-
housing placement and stabilization in permanent housing)
(3 Points)
Does the Applicant demonstrate a thorough understanding of
the purpose and scope of the proposed program’s service
activities? (10 Points)
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3. Service Delivery (Continued) 47
Points
Does the Applicant demonstrate a thorough understanding of
community partnerships and/or linking Participants with
community-based resources and services?
(5 Points)
Does the applicant demonstrate the capability to coordinate
services and resources with other agencies in the community
through partnerships? (10 Points)
Do the budgeted activities for the program proposal fall within
the guidelines as stated in the emphasis on Housing First
activities in Section 3.1.1 of this RFP? (3 Points)
Does the Project demonstrate prioritization of program
Applicants based on vulnerability and need? (8 Points)
Does the Applicant discuss in sufficient detail how the
output/outcomes will be tracked and documented? (8 Points)
4. Financial 20
Points
Does the Applicant have an adequate accounting system and
financial controls? (5 Points)
What percentage of administrative cost is identified in the
proposed budget? (select only one rating)
0% - 5% (10 Points)
6% (9 Points)
7% (8 Points)
8% (7 Points)
9% (6 Points)
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10% (5 Points)
11% (4 Points)
12% (3 Points)
13% (2 Points)
14% (1 Points)
15% (0 Points)
4. Financial (Continued) 20
Points
Does the Applicant have other sources of funding to support the
program? (select only one rating)
Yes – Has other funding sources
25% or More (5 Points)
15% - 24% (3 Points)
10% - 14% (2 Points)
5% - 9 % (1 Points)
0% - 4% (0 Points)
5.4 Rejection of Proposals.
The County reserves the right to accept or reject any or all proposals and to waive any defects
in said RFP if deemed to be in the best interest of the County.
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6. AWARD OF CONTRACT
6.1 Award Notification
The Proposer, if and upon being selected for grant funding, will be notified by Letter of
Award from County OHCD. Said notice shall not be construed to be authorization to
proceed with the performance of any program. Any services performed by the Proposer
prior to execution of the grant contract shall be at the Proposer’s own risk.
6.2 Execution of Contract
A contract document shall be executed by County OHCD and the selected Proposer. This
document will serve as the official and legal contractual instrument between both parties.
This document (“Contract”) may incorporate (by attachments or reference) the terms of
this RFP, with any and all addendums; and the Proposer’s Best and Final Offer or proposal;
all of which becomes part of the Contract. Upon receipt of the Letter of Award and contract
documents, the Proposer shall have ten (10) business days to execute and return the
contract documents to County OHCD. The award of contract may be withdrawn by County
OHCD if any successful Proposer is unable to meet contract execution requirements. This
Contract shall not be binding or of any force until said Contract has been fully and properly
signed by all of the parties thereto. Routing of the Contract within the County may take up
to six weeks. A complete set of the fully executed Contract will be sent to the Proposer. A
copy of standard Contract provisions is attached hereto for reference as Exhibit G.
6.3 Indemnification
If selected, the Proposer shall perform the contract as an independent contractor and shall
indemnify and save the County and its officers and employees harmless from any and all
deaths, injuries, losses and damages to persons or property, and any and all claims,
demands, suits, action, and liability therefore, caused by error, omissions or negligence in
the performance of the Contract by the Contractor or the Contractor’s subcontractors,
agents and/or employees, until such time as action against the Contractor for death,
injuries, losses and damages is barred by the provisions of Chapter 657, HRS, as amended,
relating to limitations of action.
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6.4 Reporting Requirement
If selected, the Proposer shall be required to provide one or more reports, including a final
report of the funded project to County OHCD. Funding from County OHCD must be
acknowledged in this report and in all other publications based on the project results.
Interim reports may also be required per the contractual agreement. All project reports
and results are considered public property and cannot be patented, copyrighted, or
restricted in any manner unless specifically agreed to by both parties.
6.5 Unallowable Expenditures
If a reported expenditure(s) is subsequently determined by County OHCD to be
inappropriate, unallowable, or not made in accordance with the approved budget, federal,
state and county regulations, County OHCD may choose not to reimburse the expenditure
and require the Provider to resubmit another invoice accounting for only the expenditures
allowed. If the Provider has already been paid, County OHCD may require that an
equivalent amount be credited back to the invoice submitted or refunded by the Provider
to the County for the specified amount. If after payment of the last installment,
investigation and examination reveal additional expenditures that are determined by the
County to be inappropriate and unallowable, the County may require that an equivalent
amount be refunded to the County, notwithstanding the County’s preliminary
determination of appropriateness and allowability.
6.6 Termination of Contract
Upon the termination date of the contract for whatever reason, any and all unexpended
funds advanced by County OHCD shall be remitted to County OHCD within forty-five (45)
days. Funds shall be considered expended if the contractor has written verification that an
expense was accrued during the time of performance, and if the expense was made in
accordance with the approved budget.
6.7 Code of Ethics
The provisions of Hawaiʻi County Code Chapter 2, Article 15 (“Code of Ethics”) must be
complied with before an award may be made. Requisite disclosures shall be made to
County OHCD, if relevant. The execution of the Contract assumes that the awarded
Proposer has made any requisite disclosures to County OHCD and will abide by all
provisions of the Hawai’i County Code of Ethics.
40
6.8 Disclosure Required
Each Proposer shall submit a disclosure form along with its proposal that lists any board
member, member, officer, director, or administrator that may have a conflict of interest or
potential conflict of interest, including any familial relationship with any of the following.
A. Member or members of the Council;
B. Staff appointed by a member of the Council;
C. The Mayor;
D. The Managing Director;
E. The Director or Deputy Director of Finance; or
F. The Administrator or any staff of Office of Housing & Community Development;
G. The Corporation Counsel, the Asst. Corp. Counsel, or any Deputy Corporation Counsel.
41
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STRATEGIC ROADMAP
1 ORGCODE CONSULTING INC.
SEPTEMBER 1, 2022
A STRATEGIC ROADMAP FOR HOMELESSNESS AND HOUSING — COUNTY OF HAWAI’I
ORGCODE CONSULTING INC.
EXHIBIT A
STRATEGIC ROADMAP
TABLE OF CONTENTS
Authorship 2
Introduction 3
Priorities for the Investment, As Determined By the Community 4
Permanent Supportive Housing & Permanent Housing with Supports 5
Detoxification & Treatment Services for People Experiencing Homelessness 5
Housing, Supporting and Serving Families with Minor Children 6
Increasing Supply of Affordable Housing Generally 6
One Stop Housing and Services Resource Center 7
Housing, Supporting and Serving Individual Adults and Couples Experiencing
Chronic Homelessness 7
Supporting the Homelessness and Housing Support Workforce in the Non-Profit
Sector 8
Supporting People with Special Needs 8
Expanding Street Medicine 9
Providing Storage Solutions to People Experiencing Homelessness 9
Technical Assistance With Housing Development 10
Improving Transportation Options for People Experiencing Homelessness 10
Expanding Bridge and Interim Housing Options 11
Proposed Goals and Outcomes for the Priorities 12
Implementation Options 15
Conclusion 18
APPENDIX A: A Brief Primer on the Ordinance & Potential Amount of Annual
Investment 19
APPENDIX B: The Process Used to Create the Strategic Roadmap 20
Group Discussions of Invited Stakeholders 20
Analysis Across the Four Group Discussions 21
All-Day Community Discussion and Collective Prioritization Session 23
APPENDIX C: Analysis and Considerations in Developing the Strategic Roadmap 29
1 ORGCODE CONSULTING INC.
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AUTHORSHIP
This report was prepared by OrgCode Consulting Inc. The content of the report comes
directly from the community. The community determined the priorities, provided input on
the likely costs and impacts of implementation, provided input on the sequence of
implementation, and helped articulate the brief description of each prioritized idea.
Errors and omissions in the interpretation of the community input is the responsibility of
OrgCode Consulting Inc.
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INTRODUCTION T he County of Hawai’i, on March 23, 2022 passed Ordinance 22-26. This is the first
of its kind investment directly in the County in a homelessness response. (See
Appendix A: Brief Primer on the Ordinance & Potential Amount of Annual
Investment.) Prior to this direct investment homelessness services and housing with
supports in the County was only made possible through funding from the Federal and
State governments. The investments from other orders of government historically come
with significant strings attached in terms of how the investment can be used.
Unrestrained by these restrictions from other orders of government, the County
investment allows for the voice of the community from across the entire island - service
providers, people experiencing homelessness, philanthropy, land owners, housing
developers, business, County staff from across multiple departments, advocates and
other interested stakeholders - to craft the investment framework that they believe would
best result in reductions in homelessness across the County. (See Appendix B: The
Process Used to Create the Strategic Roadmap.) The inputs from those local entities has
directly resulted in this Strategic Roadmap for Homelessness and Housing — County of
Hawai’i (the “Strategic Roadmap” hereafter). The development of the Strategic Roadmap
also analyzed and considered all matters related to Resolution 442-22 (See Appendix C:
Analysis and Considerations in Developing the Strategic Roadmap.)
3 ORGCODE CONSULTING INC.
A diverse group of community stakeholders gathered on August 12, 2022 to discuss and prioritize how best to use
the new County investment to impact homelessness and housing needs on the island.
STRATEGIC ROADMAP
PRIORITIES FOR THE INVESTMENT, AS DETERMINED BY THE COMMUNITY
The 59 participants at the August 12, 2022 session reached collective agreement that the
top priorities for investment, in ranked order are as follows:
Details for each of these priorities are outlined in the tables that follow, and provide
details on:
•The priority ranking reached by the community for the idea;
•An impression of the cost of implementation, as determined by the community;
•An impression of the impact of implementing the specific priority idea; as determined
by the community; and,
Priority Rank
Permanent Supportive Housing and Permanent Housing with Supports 1
Detoxification and Treatment Options for People Experiencing Homelessness 2
Housing, Supporting and Serving Families with Minor Children 3
Increasing Supply of Affordable Housing Generally T4
One Stop Housing and Services Resource Center T4
Housing, Supporting and Serving Individuals and Couples Experiencing Chronic
Homelessness 6
Supporting the Homelessness and Housing Support Workforce in the Non-Profit Sector 7
Supporting People with Special Needs 8
Expanding Street Medicine T9
Providing Storage Solutions to People Experiencing Homelessness T9
Technical Assistance with Housing Development T11
Improving Transportation Options for People Experiencing Homelessness T11
Expanding Bridge and Interim Housing Options T11
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•A brief description of the idea.
The ideas are detailed in the order of priority as determined by the community.
PERMANENT SUPPORTIVE HOUSING & PERMANENT HOUSING WITH
SUPPORTS
DETOXIFICATION & TREATMENT SERVICES FOR PEOPLE
EXPERIENCING HOMELESSNESS
Community Priority Rank ONE
Cost of Implementation HIGH
Impact of Implementation HIGH
Brief Description Permanent Supportive Housing and Permanent Housing with Supports is an
approach to housing the most acute and vulnerable members of the
homelessness population. While primarily serving individual adults
experiencing homelessness, the community desire is to not be restricted
solely to US Department of Housing and Urban Development (HUD) criteria
for Permanent Supportive Housing, and allow for housing other individuals,
couples and families that may not meet HUD’s definition of chronic
homelessness, but have higher support needs that may result in needing
permanent services while in housing. Housing models such as this, while
expensive to build and operate, is proven to be less costly than managing
highly acute people in their homelessness that remain high utilizers of
emergency services and homelessness response services.
Community Priority Rank TWO
Cost of Implementation HIGH
Impact of Implementation HIGH
Brief Description The County does not have sufficient detoxification and treatment options
for people experiencing homelessness that use alcohol and/or other drugs.
As a result, there is nowhere to take people who seek to detox or work on
cessation and abstinence. The lack of this service is a huge issue for people
experiencing homelessness on the island, and is a massive hole in the
arsenal of tools that a homelessness service professional needs at their
disposal. While high cost to implement, this will have a significant impact
on the lives of people living with addiction that are also experiencing
homelessness.
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HOUSING, SUPPORTING AND SERVING FAMILIES WITH MINOR
CHILDREN
INCREASING SUPPLY OF AFFORDABLE HOUSING GENERALLY
Community Priority Rank THREE
Cost of Implementation MEDIUM-HIGH
Impact of Implementation HIGH
Brief Description Providing stable housing and supports to families with minor children
disrupts the intergenerational impacts of homelessness. It also improves
health, educational attainment, and psycho-social development of children.
Resolving homelessness for families with minor children today is a
prevention investment against chronic homelessness amongst the children
of the family in the future.
Community Priority Rank TIED FOUR
Cost of Implementation HIGH
Impact of Implementation MODERATE-HIGH
Brief Description Increasing the supply of affordable housing generally has several benefits.
It can be a form of housing that people exiting homelessness with low to
moderate needs can benefit from where affordability is the primary barrier
to housing access and stability. It can also be a form of housing that
benefits other lower income people and people on fixed incomes to
prevent homelessness. It is acknowledged that various types of housing
that is affordable to very low-income people is needed throughout the
island, and can further be customized to the needs of specific population
groups (for examples: families of all sizes; unaccompanied youth; Native
Hawaiians; etc.) On top of this, increasing the supply of affordable housing
can be implemented in various ways: smaller homes; micro-homes;
intergenerational housing; etc. Finally, increasing the supply of affordable
housing can happen through new building, acquisition, rehabilitation and
renovation of existing ageing housing stock, and/or, through local
vouchers.
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ONE STOP HOUSING AND SERVICES RESOURCE CENTER
HOUSING, SUPPORTING AND SERVING INDIVIDUAL ADULTS AND
COUPLES EXPERIENCING CHRONIC HOMELESSNESS
Community Priority Rank TIED FOUR
Cost of Implementation MODERATE
Impact of Implementation MODERATE-HIGH
Brief Description One or more One Stop Resource Centers, preferably located at different
locations on the island, provides a daytime resource for individuals,
couples, and families experiencing homelessness. Participants at the One
Stop can get services, referrals, and direct housing assistance.
Furthermore, meal programs can be integrated in a One Stop, and
consideration may be given to including the likes of safer parking or
storage at the same location. Depending upon location and design, a One
Stop could also be used to integrate Rest Zones for people that will not use
shelter, but may come indoors for a shorter period of time to rest and get a
reprieve from the streets. Finally, hygiene facilities can be integrated into a
One Stop, which will expand dignity and help with maintaining health.
Community Priority Rank SIX
Cost of Implementation HIGH
Impact of Implementation HIGH
Brief Description People experiencing chronic homelessness are often the highest utilizers of
emergency services and homelessness services. Furthermore, people
experiencing chronic homelessness often have poor health. People in
encampments are also more likely to be experiencing chronic
homelessness. While the costs of supporting people experiencing chronic
homelessness - especially those individuals and members of couples with
chronic disease, addiction, and mental illness - can be high, the costs of
the status quo or doing nothing are even higher. There is an opportunity to
be innovative in housing and support models in serving the chronically
homeless population in addition to best practices like Permanent
Supportive Housing. For example, efforts could be made to assist Native
Hawaiians experiencing chronic homelessness exclusively through a
culturally appropriate approach to supporting wellness and connection to
culture and traditions.
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SUPPORTING THE HOMELESSNESS AND HOUSING SUPPORT
WORKFORCE IN THE NON-PROFIT SECTOR
SUPPORTING PEOPLE WITH SPECIAL NEEDS
Community Priority Rank SEVEN
Cost of Implementation LOW-MODERATE
Impact of Implementation MODERATE-HIGH
Brief Description The non-profit sector generally, and the homelessness and housing support
services sector specifically, are grossly underpaid for the demands of the
work, as well as the training, professional development, leadership
development, and staff retainment costs. The pandemic has decimated
much of the sector and burned out many staff. Depending on which
workforce initiatives are put into place, the costs may range from low to
moderate, but can have a significant impact on stabilizing the sector and
the morale of the existing staff. Workforce development may also allow for
prudent succession planning and leadership development in the sector, as
well as equipping existing managers and directors with additional
managerial skills development. Increased wages and benefits, additional
training, skills development, evaluation of operations, conference
attendance, and the like may all be considered as components of capacity
building in the sector.
Community Priority Rank EIGHT
Cost of Implementation LOW-MODERATE
Impact of Implementation MODERATE-HIGH
Brief Description Various population groups do not neatly fit into population-specific funding
investments in homelessness services or housing supports, even though
they may have unique needs. This can include groups that have
experienced historical or ongoing exclusion (for example, members of the
LGBTQ2S+ community; members of the injection substance using
community; etc.). It can include groups that are increasing in size in the
homeless population like older adults. It can include groups for which there
is no obvious funding source in homelessness services and housing
supports like people living with developmental delays or brain injuries or
COFA migrants. A category of investment like this will allow the community
to further identify which specific special needs group they want to assist
and why.
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EXPANDING STREET MEDICINE
PROVIDING STORAGE SOLUTIONS TO PEOPLE EXPERIENCING
HOMELESSNESS
Community Priority Rank TIED NINE
Cost of Implementation MODERATE
Impact of Implementation MODERATE-HIGH
Brief Description While there is some street medicine available on the island for unsheltered
homeless individuals with health needs, an expansion of street medicine
would allow for improved geographic coverage and/or greater hours of
service. Developing a relationship of trust by meeting specific health needs
can be the pathway to resolution of a person’s homelessness. Furthermore,
street medicine decreases demands on emergency services and hospital
emergency rooms.
Community Priority Rank TIED NINE
Cost of Implementation LOW-MODERATE
Impact of Implementation MODERATE
Brief Description For people experiencing homelessness, storage is an ongoing challenge.
People are reluctant to leave their belongings to access services including
viewing rental accommodation. Belongings are a reason why some people
will not seek shelter services. By expanding short-term and/or longer-term
storage options, it is anticipated that some people that otherwise would
not access services will choose to do so. Furthermore, safe storage may
result in fewer people having their belongings stolen, including very
important documents like identification.
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TECHNICAL ASSISTANCE WITH HOUSING DEVELOPMENT
IMPROVING TRANSPORTATION OPTIONS FOR PEOPLE
EXPERIENCING HOMELESSNESS
Community Priority Rank TIED ELEVEN
Cost of Implementation LOW-MODERATE
Impact of Implementation MODERATE-HIGH
Brief Description Organizations that want to develop or expand housing options often do not
have the technical expertise required to undertake such an endeavor. The
technical assistance can range from financing to zoning, architecture to
planning, environmental considerations to procurement, contracting to
community engagement. Developing housing is not an easy task, and
providing technical assistance to non-profit organizations looking to get
into development or expand their historical housing development can help
accelerate the addition of more housing units of a range of types and for a
broad range of populations.
Community Priority Rank TIED ELEVEN
Cost of Implementation LOW
Impact of Implementation MODERATE
Brief Description Transportation options for people experiencing homelessness are very
limited. Without transportation options, people experiencing homelessness
can miss important appointments like viewings of apartments or health
care. Furthermore, without transportation options people experiencing
homelessness are less likely to get to essential emergency services.
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EXPANDING BRIDGE AND INTERIM HOUSING OPTIONS
Community Priority Rank TIED ELEVEN
Cost of Implementation MODERATE-HIGH
Impact of Implementation MODERATE-HIGH
Brief Description Bridge and Interim Housing is a form of housing used on a short-term basis.
With Bridge Housing, the intention is usually shorter-term (months) of
supported housing between a shelter stay and when a Permanent
Supportive Housing opportunity is available. Interim Housing is usually a
shorter-term (weeks or months) of housing between when a person, couple
or family is matched for housing and when the permanent housing unit is
available. The support services in Interim Housing are less intense than in
Bridge Housing. Both housing approaches can use motels or existing
master leased apartments.
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The 59 participants in the August 12, 2022 session were divided into four smaller groups to work through each of
the major themes for consideration in prioritizing investment. This group was engaged in a facilitation discussion
on the needs of specific population groups.
STRATEGIC ROADMAP
PROPOSED GOALS AND OUTCOMES FOR THE PRIORITIES
In implementing the Strategic Roadmap, it is important that the County and community
partners examine What difference will this make? in addition to identifying What will we
do? When considering the difference to be made, the focus is on outcomes. Throughout
the Request for Proposals process, as ideas become solidified in a funding opportunity, it
will be prudent to ask proponents in their response what their goal and intended
outcome would be for addressing any particular priority area. At a high level, the table
below outlines proposed goals and outcomes for the priorities that may be considered:
Priority Goal(s)Intended Outcome(s)
Permanent Supportive Housing and
Permanent Housing with Supports
Increase housing options for
people with complex and co-
occurring needs, most of
whom are experiencing
chronic homelessness
-Increase the number of
permanent supportive
housing units on the island -Decrease chronic
homelessness
Detoxification and Treatment
Options for People Experiencing
Homelessness
Create a detoxification and
treatment option for people
experiencing homelessness
living with a substance use
disorder and seeking
assistance for a reprieve or
permanently cease using
alcohol or other drugs
-Detoxification and treatment
option created -Decrease in hospital visits
due to intoxication of people
experiencing homelessness
Housing, Supporting and Serving
Families with Minor Children
Reduce the intergenerational
impacts of homelessness
-Decrease homelessness
amongst families with minor
children
Increasing Supply of Affordable
Housing Generally
Increase the number of
housing units that are
affordable to low-income
people, including people with
very low income such as
people experiencing
homelessness
-Number of affordable housing
units increases
Priority
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One Stop Housing and Services
Resource Center
Improve service access and
service options for people
experiencing homelessness to
get the help they need to exit
homelessness
-One stop housing and
services resource center is
created -Increase in people
experiencing homelessness
connected to the
Coordinated Entry Process for
housing -Increased service options for
people currently
experiencing homelessness
Housing, Supporting and Serving
Individuals and Couples
Experiencing Chronic Homelessness
Reduce chronic homelessness
Reduce the impacts of chronic
homelessness on the
community
-Decrease in chronic
homelessness -Increase in the number of
chronically homeless people
accessing housing and
supports
Supporting the Homelessness and
Housing Support Workforce in the
Non-Profit Sector
Build and sustain capacity in
the non-profit sector for
agencies that have direct
contact and engagement with
people experiencing
homelessness
-Increase staff retention in the
sector -Improved service outcomes
through improved knowledge
Supporting People with Special
Needs
Ensure various subpopulations
are well served through the
response to housing needs
and homelessness
-Increase in people with
special needs accessing
homelessness services -Increase in people with
special needs accessing
housing
Expanding Street Medicine
Improve health outcomes and
service connection for people
experiencing homelessness
that have one or more health
concerns
-Increase diversion from
hospital emergency room for
people experiencing
homelessness with health
concerns for routine care
Providing Storage Solutions to
People Experiencing Homelessness
Provide storage solutions to
people experience
homelessness to improve
service and housing access
-Increase in service access for
people with possessions
Goal(s)Intended Outcome(s)Priority
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Technical Assistance with Housing
Development
Expand expertise in housing
development and increase
diversity of organizations
involved in housing
development
-Increase in housing
development -Increase in the diversity of
organizations involved in
housing development
Improving Transportation Options
for People Experiencing
Homelessness
Increase access to
homelessness services and
housing opportunities by
expanding transportation
options
-Decrease in people remaining
homeless because they could
not get to services or housing
appointments
Expanding Bridge and Interim
Housing Options
Increase temporary housing
options for people on a
pathway to housing
-Decrease in pressure on
shelter for people on the
housing pathway but waiting
for their permanent housing
solution
Goal(s)Intended Outcome(s)Priority
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IMPLEMENTATION OPTIONS
Implementation can be considered in three different ways.
In the first approach, a percentage of funding each year would be allocated to each of
the priority services and housing. Prioritized population groups would be served through
the services and housing put into motion.
* = these population groups will be served through the other service and housing
initiatives that are prioritized. These population groups will be prioritized in the
implementation of other service and housing initiatives.
Priority Rank Year
1
Year
2
Year
3
Year
4
Year
5
Permanent Supportive Housing and Permanent Housing
with Supports 1 35%36%38%38%38%
Detoxification and Treatment Options for People
Experiencing Homelessness 2 20%19%18%18%18%
Housing, Supporting and Serving Families with Minor
Children 3 *****
Increasing Supply of Affordable Housing Generally T4 15%17%19%19%19%
One Stop Housing and Services Resource Center T4 7%6%6%6%6%
Housing, Supporting and Serving Individuals and Couples
Experiencing Chronic Homelessness 6 *****
Supporting the Homelessness and Housing Support
Workforce in the Non-Profit Sector 7 3%3%2%2%2%
Supporting People with Special Needs 8 *****
Expanding Street Medicine T9 5%5%5%5%5%
Providing Storage Solutions to People Experiencing
Homelessness T9 3%2%2%2%2%
Technical Assistance with Housing Development T11 5%5%4%4%4%
Improving Transportation Options for People Experiencing
Homelessness T11 2%2%2%2%2%
Expanding Bridge and Interim Housing Options T11 5%5%4%4%4%
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In the second approach, the emphasis is on sequencing implementation of some items
over a five year period. This approach places greater weight on getting the highest
priority ideas into motion with greater impact. For example, a bigger investment in
Permanent Supportive Housing and Permanent Housing with Supports in the first couple
of years will allow for greater capital investment to get more units produced, which is
then followed by a smaller investment for operations thereafter.
In the third approach, priorities named by the community are grouped together by
similarities for greater efficiency and ease of implementation. For example, the One Stop
Housing Services Resource Center could also be the place that provides transportation
options and storage solutions. This approach is the preferred and recommended
Priority Rank Year
1
Year
2
Year
3
Year
4
Year
5
Permanent Supportive Housing and Permanent Housing
with Supports 1 66%66%46%23%23%
Detoxification and Treatment Options for People
Experiencing Homelessness 2 25%18%18%18%18%
Housing, Supporting and Serving Families with Minor
Children 3 *--*-
Increasing Supply of Affordable Housing Generally T4 0%0%0%28%28%
One Stop Housing and Services Resource Center T4 0%0%14%12%12%
Housing, Supporting and Serving Individuals and Couples
Experiencing Chronic Homelessness 6 -*--*
Supporting the Homelessness and Housing Support
Workforce in the Non-Profit Sector 7 2%2%3%3%3%
Supporting People with Special Needs 8 --*--
Expanding Street Medicine T9 0%5%5%5%5%
Providing Storage Solutions to People Experiencing
Homelessness T9 0%2%2%2%2%
Technical Assistance with Housing Development T11 5%5%5%2%2%
Improving Transportation Options for People Experiencing
Homelessness T11 2%2%2%2%2%
Expanding Bridge and Interim Housing Options T11 0%0%5%5%5%
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approach to maximize flexibility and impact of the County investment, and is best
suited to the needs and desires of the community-based sector.
Within each year, emphasis can be placed on exclusively serving families, people
experiencing chronic homelessness, and people with special needs. The flexibility with
the approach noted above allows for the community to respond to Requests for
Proposals based upon opportunities that may exist in any given year rather than being
beholden to just one approach in any given year. For example, perhaps in Year 2 there is a
shovel-ready affordable housing project, but no opportunities to expand Bridge Housing.
There is no need to stall the affordable housing development just to allocate some
funding to Bridge Housing that would not be possible that year and result in underspent
funding.
Theme Priority Rank Year
1
Year
2
Year
3
Year
4
Year
5
Housing
Development
& Support
Operations
Permanent Supportive Housing and
Permanent Housing with Supports 1
55%
Technical Assistance with Housing
Development T11
Expanding Bridge and Interim Housing
Options T11
Increasing Supply of Affordable Housing
Generally T4
Addiction and
Medical
Assistance
Detoxification and Treatment Options for
People Experiencing Homelessness 2 30%
Expanding Street Medicine T9
Co-located
Services
One Stop Housing and Services Resource
Center T4
12%Providing Storage Solutions to People
Experiencing Homelessness 3
Improving Transportation Options for
People Experiencing Homelessness T11
Capacity
Building
Supporting the Homelessness and
Housing Support Workforce in the Non-
Profit Sector
T4 3%
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CONCLUSION
The community has spoken on their priorities for investing approximately $9 million in
County funds annually in the homelessness response and expanding housing options.
Unlike other processes that gather input from various stakeholders and then are
interpreted by an outsider on priorities, in this process the community transparently and
through considerable dialogue named the priorities and ranked the priorities as a
collective. The community knows best where there are shortcomings in Federal and State
funding for the homelessness response, and the ways in which the community would like
to invest County money to be most impactful and strategic.
While 13 ideas were agreed to as a collective (the aim was to have 10 priorities, but with
ties there were 13 priorities), it should be noted that the first two ideas: 1. Permanent
Supportive Housing and Permanent Housing with Supports; and, 2. Detoxification and
Treatment Options for People Experiencing Homelessness were ranked by the community
much higher and a much stronger priority than any of the other ideas. Movement on both
of these items early on will be important to the community, the County, and people
experiencing homelessness.
There are resources predicted annually through the County funds that will allow for these
two priority areas to be initiated and to ensure investments in other priority areas as well.
However, the cost of the two
priority areas is high. If other
priorities need to wait in order for
these two priority areas to be
activated upon at a scale to have
a larger impact, especially in the
early years of the County
investment, it will likely be met
w i t h s u p p o r t f r o m a l l
stakeholders that had a voice in
the process.
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This smaller group discussion on August 12, 2022 focused on Housing with
Supports. After all 59 participants on the day discussed Housing with
Supports, the importance of Permanent Supportive Housing and
Permanent Housing with Supports emerged as the top priority of all
participants.
STRATEGIC ROADMAP
APPENDIX A: A BRIEF PRIMER ON THE ORDINANCE & POTENTIAL AMOUNT OF ANNUAL INVESTMENT
In 2022, County Council approved Bill 111. The Bill allocates no less than 75% of the
property tax collected each year from Tier 2 residential properties. These properties are
second luxury homes with a value of $2 million or more.
The ordinance, as approved, took effect on July 1, 2022 and will be in place until June 30,
2027. It is estimated by County finance officials that the program will generate about $9
million in the first fiscal year. Each year of the program, these funds are to be used
exclusively for county-sponsored programs to address housing and homelessness.
This is the first and only direct County funding stream for the purpose of addressing
housing and homelessness. All other investments in homelessness come from the State
of Hawai’i or the federal government, primarily through the US Department of Housing
and Urban Development. Whereas the state and federal investments can be quite limiting
or prescriptive, the county program allows for direct investment in the most pressing
needs facing people experiencing homelessness on the island.
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APPENDIX B: THE PROCESS USED TO CREATE THE STRATEGIC ROADMAP
The process used to create the strategic roadmap emphasized participatory planning,
giving direct voice and agency to the participants. It was a planning process that valued
consensus, and when that was not possible, the use of an open, democratic voting
process on ideas and priorities. It is a process that allowed for considerable dialogue,
active listening, empathetic engagement, and creativity. Facilitation, subject matter
expertise to help guide the framing of the main currents of thought and practice in
evidence-based and evidence-informed response to homelessness, and answer
questions of the participants in the process, was provided by OrgCode Consulting Inc.
GROUP DISCUSSIONS OF INVITED STAKEHOLDERS
Four group discussions were held. Two 90 minute sessions occurred on July 22, 2022,
and two 90 minute sessions occurred on August 5, 2022. Participants in the group
discussions were invited by County staff. In total, 128 invitations were sent to participate
in the four sessions.
20 ORGCODE CONSULTING INC.
This small group breakout discussion on August 12, 2022 focused on Emergency Responses to homelessness, what
needed to be improved in Emergency Responses, and what should be considered a priority investment to best
serve people currently experiencing homelessness.
STRATEGIC ROADMAP
Within the four group discussions, participates were further subdivided and randomly
assigned to groups of approximately 6 participants to discuss three themes in greater
detail:
1.Housing and supports
2.Emergency responses
3.Needs of specific population groups
Each of the smaller groups was asked to come forth with their top 3 to 5 priorities for
what should be considered with the investment relative to each theme. The groups were
asked to reach consensus on the ideas through their discussion. These ideas reached by
consensus in the smaller groups were reported back to the larger group at each of the
four group discussions. Opportunity was provided to ask questions of clarification on the
ideas emerging from the smaller groups. All of the top priorities were noted from each of
the smaller groups.
In addition to the three main themes discussed (housing and supports, emergency
responses, needs of specific population groups), every meeting allowed for participants
to put forth any other ideas they wanted considered. Participants were encouraged to be
innovative in this regard. Furthermore, participants were instructed that any of the other
ideas could be considered.
ANALYSIS ACROSS THE FOUR GROUP DISCUSSIONS
Across the four group discussions, there were 9 smaller breakouts resulting in 167 short-
listed priority ideas. These 167 short-listed priority ideas were analyzed for themes that
were most commonly suggested as priorities relative to housing and supports,
emergency responses, the needs of specific population groups, and other ideas. The 167
short-listed priority ideas were condensed to 32 ideas because more than one breakout
group had the same ideas. The 32 most common ideas, were as follows:
21 ORGCODE CONSULTING INC.
STRATEGIC ROADMAP
HOUSING AND SUPPORTS •Permanent Supportive Housing
•Smaller homes and micro-homes
•Larger homes for inter-generational
families and larger families
•Bridge Housing
•Housing for people that are justice
involved
•Housing with a harm reduction focus
for people that use alcohol or other
drugs
EMERGENCY RESPONSE •Street medicine expansion
•One-stop resource centers
•Additional shelter
•Reunification assistance to the other
states
•Mobile crisis response team
•Respite care for people post hospital
stay
•Street respite
•Detox and treatment
•Safe parking
NEEDS OF SPECIFIC POPULATIONS •Chronic homelessness
•Intergenerational families
•Young head(s) of household families
•Youth aging out of care
•Native Hawaiians
•Frequent service users (in and out of
hospital, shelter, incarceration, etc.)
•LGBTQ2S+
•Micronesian peoples
22 ORGCODE CONSULTING INC.
STRATEGIC ROADMAP
OTHER IDEAS •3D printing of housing
•Training
•Enhanced security
•COFA
•Job integration
•Domestic Violence resources
•Responding to human trafficking
•Suitable storage for short and long-
term
•A place for outreach teams to take
someone connected to, but does not
want shelter or shelters are full
ALL-DAY COMMUNITY DISCUSSION AND COLLECTIVE
PRIORITIZATION SESSION
Altogether, 144 people were invited to an all-day session for a community discussion and
collective prioritization session for County investment in the homelessness and housing
response stemming from the new ordinance, and 59 people attended. The attendees
represented a number of interests in the subject matter from across the entire County:
non-profit service providers, business interests, people with lived experience of
homelessness, philanthropy, housing developers, land owners and various government
officials.
Following introductory remarks, participants were presented with information on best
and promising practices in preventing and reducing homelessness, followed by the short-
listed ideas, organized into four themes (housing and supports, emergency response,
populations, and, other ideas) that emerged from the four previous group sessions held
online. Following the presentation, people were divided into four roughly equal sized
groups. Each group started with one of the four themes. With the help of a note-taker/
facilitator, each group was then given sufficient time for discussion and debate of the
topic and charged with the following instructions:
23 ORGCODE CONSULTING INC.
STRATEGIC ROADMAP
STEP ONE:
•Of the themes that emerged from the four groups prior to today, as a group rank
order your top five ideas in order of preference to be invested in over the next five
years for the theme.
•IF (and only if) a group member has an additional idea related to the theme, and
the group agrees, it can be added to the list to prioritize.
•Try to reach consensus as a group on the top five ideas related to each theme.
•If consensus is not possible, the facilitator will help you vote for your top five and
help you put them in order of preference.
STEP TWO:
•Take each of your top five ideas
and plot them on the graph:
STEP THREE:
•Identify which year, over the next
five years, you (as a group) would
implement each of your top five ideas.
•You can have more than one idea in one year.
•You can have some years where no ideas are put into action.
24 ORGCODE CONSULTING INC.
STRATEGIC ROADMAP
STEP FOUR:
•Now, looking at your top five ideas spread across five years, indicate what
percentage of overall funding in each of those years you would allocate to each
idea.
•Example:
STEP FIVE:
•Write out 2-5 sentences describing each of your top five ideas, why you think it is
important to preventing and reducing homelessness in Hawai’i County
Each group rotated through each of the four major themes. At the start of each move, the
group collectively had the opportunity to review what the previous group had prioritized.
In contemplating and reacting to the previous group, the group had the opportunity to
build upon the previous group’s ideas, affirm the previous group’s ideas, or set forth on a
new direction. Every group worked through each of four themes collectively making the
ideas stronger and more refined throughout the day. By the end of each group working
through each theme, the top five ideas that emerged from each group were grouped
together, weighted and prioritized. Within each of the themes, the priorities were as
follows:
IDEA YEAR % OF TOTAL
ENVELOPERapid rehousing for youth 3 25%
EMERGENCY RESPONSE POINTS
Detoxification and Treatment Options for People
Experiencing Homelessness 20
One Stop Housing and Services Resource Center 15
Expanding Street Medicine 10
25 ORGCODE CONSULTING INC.
STRATEGIC ROADMAP
The final step was for each group to review these priority areas from across groups and
put them in order of their top five priorities across all themes. It was from there that the
overall community priority list emerged:
POPULATIONS POINTS
Housing, Supporting and Serving Individuals and
Couples Experiencing Chronic Homelessness 19
Housing, Supporting and Serving Families with
Minor Children 15
Supporting People with Special Needs 11
HOUSING AND SUPPORTS POINTS
Permanent Supportive Housing and Permanent
Housing with Supports 19
Technical Assistance with Housing Development 11
Expanding Bridge and Interim Housing Options 9
Increasing Supply of Affordable Housing
Generally 9
OTHER IDEAS POINTS
Providing Storage Solutions to People
Experiencing Homelessness 13
Supporting the Homelessness and Housing
Support Workforce in the Non-Profit Sector 10
Improving Transportation Options for People
Experiencing Homelessness 10
26 ORGCODE CONSULTING INC.
STRATEGIC ROADMAP
It should be noted that in the final priority ranking from across all groups, two ideas were
leaps and bounds ahead of the priority preferences of all other ideas. The first idea clearly
prioritized for the community is to add Permanent Supportive Housing and Permanent
Housing with Supports. The second idea clearly prioritized by the community is to add
Detoxification and Treatment Options for People Experiencing Homelessness. No other
ideas had universal support in the same way that these top two did across the entire
community.
27 ORGCODE CONSULTING INC.
Priority Rank
Permanent Supportive Housing and Permanent Housing
with Supports 1
Detoxification and Treatment Options for People
Experiencing Homelessness 2
Housing, Supporting and Serving Families with Minor
Children 3
Increasing Supply of Affordable Housing Generally T4
One Stop Housing and Services Resource Center T4
Housing, Supporting and Serving Individuals and Couples
Experiencing Chronic Homelessness 6
Supporting the Homelessness and Housing Support
Workforce in the Non-Profit Sector 7
Supporting People with Special Needs 8
Expanding Street Medicine T9
Providing Storage Solutions to People Experiencing
Homelessness T9
Technical Assistance with Housing Development T11
Improving Transportation Options for People Experiencing
Homelessness T11
Expanding Bridge and Interim Housing Options T11
STRATEGIC ROADMAP
28 ORGCODE CONSULTING INC.
The large group on August 12, 2022 working through the final prioritization of all ideas that emerged and were
discussed throughout the day. This final session provided absolute clarity on not just which ideas were priorities,
but which ideas (Permanent Supportive Housing and Permanent Housing with Supports; Detoxification and
Treatment Options for People Experiencing Homelessness) were deemed an even greater priority than other ideas
that emerged and were discussed throughout the day
STRATEGIC ROADMAP
APPENDIX C: ANALYSIS AND CONSIDERATIONS IN DEVELOPING THE STRATEGIC ROADMAP
County Council, in Resolution 442-22, which formally requested the Strategic Roadmap,
outlined the following to be completed in developing the Strategic Roadmap:
Resolution Request How It Was Completed/Document(s) Reviewed
Analysis of data relevant to
housing and homelessness in
the community
County of Hawaii Office of Housing & Community Development
Consolidated Plan (2020-2024): https://records.hawaiicounty.gov/
weblink/DocView.aspx?dbid=1&id=104657&page=1&cr=1
A gathering of input from a
range of stakeholders
The four focus group sessions (July 21 and August 5, 2022) and the
community gathering on August 12, 2022.
An evaluation of the current
state of homelessness
A review of the 2022 Point in Time Count https://www.btghawaii.org/
media/uploads/2022_btg_pit_count_report_-_4.6.22.pdf
A review of the Homeless Management Information System Exit
Destination Report https://www.btghawaii.org/media/uploads/
exit_report_2022.06_-_7.27.22.pdf
A review of the Housing Inventory prepared for HUD.
Goals and outcome measures Proposed goals and outcomes included as part of the Strategic
Roadmap, informed by the community discussion and conclusions
reached by the community attendees at the session on August 12,
2022.
Funding priorities Established and agreed upon using a fulsome, democratic process with
a broad range of community stakeholders on August 12, 2022.
Resolution Request
29 ORGCODE CONSULTING INC.
STRATEGIC ROADMAP
Strategies for leveraging
existing resources
While implementing a competitive process for receiving County
funding, County staff from OHCD will ensure that the funding
opportunity is crafted to compliment existing Federal and State
funding resources.
Considerations of funding from other sources was included in the
community conversations on August 12, 2022.
Research-based best practices
in addressing homelessness
During the community presentation on August 12, 2022, OrgCode
presented research-based best practices to attendees prior to their
deliberations and discussions on what they felt would be best for the
County investment.
How It Was Completed/Document(s) ReviewedResolution Request
30 ORGCODE CONSULTING INC.
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EXHIBIT B
ORGANIZATION INFORMATION FORM
Project Title
Provide the following organizational information in the space provided.
___________________________________________________________________
Organization name as listed on all organizational documents.
Complete name(s) and title(s) of the person(s) authorized to execute agreements on behalf of the applicant.
_________________________________________________________________________________________
Name and contact information of primary representative for proposal application
Organization physical address.
Organization mailing address.
Organization telephone number
Organization website and email addresses
Federal Tax ID Number and Hawai‘i General Excise Tax Number
Mark which one applies to your organization:
1. Not-for-profit organization incorporated under the laws of the State of Hawaiʻi, or a non-profit
organization exempt from the federal income tax by the internal Revenue Service
2. A State, County, research or educational institution or agency
___________________________________________________________________________
Authorized signature
If box number 1 is marked, attach one set of the following required organizational documents.
1. Current Charter or Articles of Incorporation.
2. Current By-Laws.
3. Current Corporate Resolution, if required per by-laws.
4. A current Board of Directors list including names, titles, addresses, occupations, and terms of office for all officers
and members of the Board of Directors.
5. Copy of IRS verification of tax-exempt status, if applicable.
6. Current Certificate of Compliance from the State’s Hawai‘i Compliance Express program, government
entities excluded.
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EXHIBIT C
PROJECT ABSTRACT
Project Title:
Total Amount of Grant Request: $___________________
1. Brief description of the proposed project in no more than ten (10) sentences.
2. Based on the descriptions provided, in Table 1.2.1 on pg. 5, place a check or “x” mark next to any of the Strategic
Roadmap for Homelessness & Housing priorities determined to apply to the proposed project.
Permanent Supportive Housing and Permanent Housing with Supports
Detoxification and Treatment Options for People Experiencing Homelessness
Housing, Supporting and Serving Families with Minor Children
Increasing Supply of Affordable Housing Generally
One Stop Housing and Services Resource Center
Housing, Supporting and Serving Individuals and Couples Experiencing Chronic
Homelessness
Supporting the Homelessness and Housing Support Workforce in the Non-Profit Sector
Supporting People with Special Needs
Expanding Street Medicine
Providing Storage Solutions to People Experiencing Homelessness
Technical Assistance with Housing Development
Improving Transportation Options for People Experiencing Homelessness
Expanding Bridge and Interim Housing Options
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EXHIBIT D
PROPOSAL PROJECT NARRATIVE
Instructions: The narrative shall follow the flow and sequence as outlined below. The
format shall:
• be a maximum fifteen (15) pages for narrative content (this does not include any
relative attachments required or provided, such as curriculum vitae);
• be bound (no spiral binding);
• begin with a table of contents section;
• begin each section indicating the corresponding number and letter; and
• be printed on plain white letter-sized paper, one-inch margins; font size 11 point
or larger;
• not be handwritten; no handwritten responses will be accepted.
Narrative
1. Proposed Project Activities and Outcomes
a. Name any priority or priorities from page 4 of Exhibit A (Roadmap) that
apply to the proposed project.
b. Describe planned project activities and the project timeline.
c. Indicate whether an operation site for the proposed services or activities is
secured. If a site is not yet secured, explain plans to establish a location for
the proposed operation. Describe the proposed location and facilities.
d. Explain what the proposed project will produce or accomplish and its
intended outcomes. Describe how the expected results help to achieve the
goals and outcomes from the Roadmap (page 12 of Exhibit A).
e. Demonstrate how the proposed project prioritizes program Participants
based on vulnerability and need.
f. Describe the specific measure(s), data or data sets that will be used to
evaluate success of project goal(s) and outcome(s). Measures should be
specific, results-oriented, and achievable.
i. Provide current baseline data figures available and the date
collected for all data or data sets indicated.
ii. Provide the source used for any data or data sets indicated
g. Describe plans for the proposed project beyond the County contract
period.
2. Organization Qualifications
a. List and explain the role and qualifications of project personnel who will
execute the project and manage the funded activities. Include descriptions
of their education and work experience. Current curriculum vitae may be
attached to provide descriptions of education, work experience and
qualifications.
b. Explain the applicant organization’s experience or expertise in performing
work similar to the proposed project.
c. Briefly describe the applicant organization’s history, mission, goals, target,
population served and past accomplishments.
i. Explain the duration and strength of project partnerships.
ii. Provide an organizational chart.
d. Describe the fiscal and administrative controls in place to properly manage
County funds.
3. Experience
a. Submit a verifiable history of a minimum of one (1) year, within the most
recent three (3) years of experience with the Housing First Approach or in
the program area for which the proposal is being made.
b. Demonstrate and document knowledge, skills, capacity, and competence
to perform the proposed services.
4. Coordination of Services: Demonstrate the capability to coordinate services and
resources with other agencies in the community.
5. Personnel
a. Explain plans to provide adequate staffing on a day-to-day basis.
b. Explain plans to ensure that staff, volunteers, and contracted personnel
meet the education, work experience, and training qualifications
necessary to provide the contracted service activities. Examples of
qualified positions include case manager, housing locator, employment
specialist, and street medicine provider.
c. If applicable to the proposed program, direct service staff shall have at
least one hour of individual supervision bi-weekly to help them to develop
low barrier, assertive engagement skills, build Participant motivation,
conduct thorough assessments, establish meaningful housing plans,
ensure Participant and staff safety, and/or support self-care.
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EXHIBIT G
CONTRACT PROVISIONS
1. PAYMENT. Up to 40% advance payment shall be made available to the Contractor upon
execution of the contract, and upon receipt of proper invoicing, proof of Contractor’s
appropriate tax clearances, written reports and other information required from the
contractor under the contract. All such information shall be mailed or delivered to the
Office of Housing and Community Development, 1990 Kino`ole Street, Suite 102, Hilo,
HI 96720. Periodic payment shall be approved on a reimbursement basis and upon
receipt of documentation to support expenditures. Final payment shall be made
available to the Contractor upon the County’s receipt and approval of the contractor’s
final written report and the County’s issuance of a notice of final approval and
acceptance advising the Contractor of the satisfactory fulfillment of the terms of the
contract and compliance with ACT 190, HRS section 103D-310(c), as amended.
2. FUNDING. Funding shall be expended in accordance with the proposal’s project budget,
unless modified to and agreed to in writing by the Department.
3. PURCHASE OF ALCOHOL PROHIBITED. Any funds contributed by the County shall not be
used for the purchase of alcohol for consumption. No exceptions apply.
4. PROGRESS PAYMENTS. Payments shall be made in advance and in reimbursements. The
County reserves the right to request supporting documents including but not limited to
receipts and invoices for any or all payment request, at any time.
The payment request shall include the Provider’s official name on company letterhead,
date of letter, and the total amount requested, and shall certify that that the services
rendered are in compliance with the terms of the contract.
An expense summary, indicating the appropriate line-item expenses to be charged
must be included with the payment request. Expenses must be in accordance with the
Provider’s approved budget.
Any budget revisions requested by the Provider shall be in writing and shall be subject
to the County’s approval. If an amount of reporting expenditure is subsequently
determined by the State to be inappropriate, unallowable, or not made in accordance
with the approved budget or approved revised budget, the County may require that an
equivalent amount be refunded ty the Provider to the County.
The Provider’s administrative cost in any or all revised or supplemental contract shall
not exceed the total percentage specified in the proposed budget.
The Provider shall submit any budget revision request to the County for approval prior
to 90 days before the contract expires. A budget revision request shall not be accepted
by the State within 90 days of the contract expiration, unless otherwise agreed by the
County in writing.
Final payment is subject to the receipt of a current Certificate of Vendor Compliance
issued by Hawaii Compliance Express, submission and acceptance of the final report
and resolution of all discrepancies in performance of services and completion of all
other outstanding matters under this contract.
5. TAX CLEARANCE AND VENDOR COMPLIANCE. Responsibility of Proposers in §3-122-
112, Hawai‘i Administrative Rules. Effective July 1, 2011, the Governor of Hawai‘i
signed Act 190 into law, which requires compliance documentation for awards of
$2,500.00 or more:
All vendors doing business with the State or County are required to comply with the
applicable statutes, administrative rules and procedures. All vendors must verify
compliance throughout the term of the contract including through final payment.
Acceptable verification is through Hawai‘i Compliance Express (HCE). Vendors wishing
to do business with the State or County must register in HCE and be in compliance.
HCE is a one-stop online program where vendors verify and manage their
compliance. Once a vendor is registered, HCE provides the following proof of
compliance/compliance documentation:
• Certificate of Good Standing from the Department of Commerce and
Consumer Affairs Business Registration Division.
• Tax Clearances (federal and state) from the Department of Taxation.
• Compliance with HRS Chapters 383 Hawai‘i Employment Security Law
(Unemployment Insurance), 386 Worker’s Compensation Law, 392
Temporary Disability Insurance and 393 Prepaid Healthcare Act, from the
Department of Labor and Industrial Relations.
There is a nominal fee to subscribe to HCE. Please note that it may take two or more
weeks to establish a vendor account in HCE. For more information and to register, see
http://vendors.ehawaii.gov.
6. TERM. The term of the contract shall commence as of the effective date of the contract
and continue to and including the date specified in the contract unless the contract is
terminated sooner as provided in the contract. Notwithstanding the foregoing, the
term of the contract may be extended by written, mutual agreement of the parties.
7. REPRESENTATIONS AND WARRANTIES. The Contractor represents and
warrants it is compliant with the following conditions throughout the
duration of this contract:
a. Contractor employs and appoints persons on the basis of merit and ability.
b. Contractor agrees not to use any public funds for purposes of entertainment or
perquisites not previously approved by the COUNTY.
c. Contractor shall comply with such other requirements as the Director may
prescribe to ensure adherence by the Contractor with Federal, State, and County
laws, and established standards for fiscal and program management.
d. At no cost to the County, and for the sole purpose of the County’s evaluation of
the Program, if applicable, the Contractor shall make available one (1)
registration, ticket, or other license to the County for the program, conference, or
other activity upon County’s request.
8. RECORDS. The Contractor shall follow all generally accepted accounting procedures and
practices and shall maintain books, records, documents, and other evidence which
sufficiently and properly account for the expenditure of County funds. The books,
records and documents shall be subject at all reasonable times to inspection, reviews,
or audits by the Department. The Department, The County Director of Finance, or
County Council may request periodic written reports on the use of County funds.
9. REPORTS. The Contractor shall prepare and submit to the County written reports as
specified in the Final Report shall be submitted no later than twenty (20) working days
after termination of the contract. In addition to any other remedy provided by law, if
the Contractor fails to submit the final written report within twenty (20) working days
of its due date, the County may require the nonprofit to return all grant funds awarded
and deem the Contractor ineligible to receive future grant awards for at least the
following fiscal year, and for all subsequent fiscal years until such time as that written
report is submitted to, and accepted by, the Department. Should the final written
report be deemed by the County to contain insufficient information, the Contractor
shall be notified of the deficiencies and shall provide the additional information within
ten (10) working days of notice or the Contractor will be deemed to be in violation of
this section.
10. PROGRAM APPROVAL. All programs funded by the County under the contract shall be
subject to, and receive approval of, the County prior to any payment to the Contractor.
Any changes or deviations to any program must be submitted in writing for the review
and approval of the Department. The Department’s approval shall be in writing.
11. PRINT AND BROADCAST MEDIA. The Contractor shall acknowledge the County of
Hawai‘i Office of Housing & Community Development as a contributor of funds in all
printed, broadcast, and other advertisement and educational material and documents
relating to the Contractor’s program.
12. MODIFICATIONS OF CONTRACT. The County may at any time make such modifications
in the contract, which shall be made by a written supplemental agreement.
Modifications involving no reduction or increase in compensation may be made by
written order of the Housing Administrator. All modifications requested by the
Contractor shall be in writing.
13. DELAY IN PERFORMANCE OF CONTRACT. If any delay in the performance under the
contract occurs as a result of unforeseeable causes beyond the control and without the
fault or negligence of the Contractor, including but not limited to: acts of God, acts of
the public enemy, acts of the County with respect to the contract, acts of another
contractor in the performance of a contract with the County, fire, floods, epidemics,
quarantine restrictions, strikes, freight embargoes, unusually severe weather, or delays
of subcontractors or suppliers arising from unforeseeable causes beyond the control
and without the fault or negligence of both the Contractor and such subcontractors or
suppliers, then the Contractor may be granted an extension of the time for
performance corresponding to the delay. No extension of time, however, may be
granted unless a written application therefore stating in detail the cause or causes of
delay is filed by the Contractor with the Director within ten (10) calendar days after the
commencement of the delay. No extension of time shall be deemed a waiver of the
right of the County to require the completion of the services under the contract within
the time required herein as so extended by the specific terms of such extension, nor a
waiver of right to terminate the contract for any other or additional delay not covered
by the specific terms of such extension.
14. ABANDONMENT OF THE PROGRAM. Death or Disability of Contractor. In the event the
County terminates the contract because it wishes to abandon, defer, restudy or revise
the program, or in the event the Contractor, in the case of an individual, dies or
becomes physically or mentally disabled, the contractor or the contractor’s estate shall
be compensated in the same proportion of the compensation under the contract as the
services performed bear to the services to be performed under the contract.
15. RIGHT OF THE COUNTY TO TERMINATE. The County shall have the right to suspend
performance under the contract or terminate the contract in whole or in part at any
time by written notice to the Contractor. If the termination is for reasons other than
default of the Contractor, the Contractor shall be compensated in the same proportion
of the compensation under the contract as the services performed bear to the services
to be performed under the contract.
16. TERMINATION DUE TO CONTRACTOR’S DEFAULT. The County shall have the
right to terminate the contract if the Contractor:
a. Fails to begin work under the contract at the required times; or
b. Unnecessarily delays the performance of the Contract or any part thereof;
c. Fails to perform the contract in accordance with specified times; or
d. Fails to perform the contract in accordance with directions from the Administrator;
or
e. Discontinues performance of the contract; or
f. Becomes insolvent or is declared bankrupt or commits any act of
bankruptcy or insolvency; or
g. Fails to pay for all labor, tools, material and/or equipment; or
h. Violates or fails to comply with any of the terms, covenants, and conditions of the
contract.
17. AUTHORITY TO WITHHOLD MONEY DUE OR PAYABLE. The County may withhold such
amounts from the money due or to become payable under the contract to the
Contractor as may be necessary to protect the County against liability or to satisfy the
obligations of the Contractor to the County.
18. RETURN OF GRANT BALANCE. In the event the Contractor is unwilling or unable to
provide the service(s) for which the grant funds were appropriated, the Director may
direct the return of the full grant amount or the balance of the unexpended funds.
Upon completion of the Program, the Contractor shall return the balance of the
unexpended funds.
19. INDEMNITY. The Contractor shall perform the contract as an independent contractor
and shall indemnify and save the County and its officers and employees harmless from
any and all deaths, injuries, losses and damages to persons or property, and any and all
claims, demands, suits, action and liability therefore, caused by error, omissions or
negligence in the performance of the contract by the Contractor or the Contractor’s
subcontractors, agents and/or employees, until such time as action against the
Contractor for death, injuries, losses and damages is barred by the provisions of
Chapter 657, HRS, as amended, relating to limitations of action.
20. AUTHORITY OF THE DIRECTOR. The Director shall decide any question or dispute
concerning any provision of the contract, which may arise during its performance. The
Director’s decision shall be final and binding upon all parties unless the same is
fraudulent or capricious or arbitrary or so grossly erroneous as necessarily to imply bad
faith or is not supported by substantial evidence, provided that nothing herein shall be
construed as making final and binding any decision of the Director on a question of law.
Pending final decision of any dispute or question, the Contractor shall proceed
diligently with the performance under the contract in accordance with the decision of
the Director.
21. LAWS AND REGULATIONS. The contractor shall be responsible for being fully informed
of all state and federal laws, ordinances, codes, rules and regulations, which in any
manner may affect the contract and the performance thereof, including but not limited
to:
a. All sections of the Hawai‘i County Charter and Hawai‘i County Code;
b. Chapter 103, Hawai‘i Revised Statutes, as amended, relating to expenditure of
public money;
c. Chapter 378, Hawai‘i Revised Statutes, as amended, relating to fair
employment practices;
d. Chapter 489, Hawai‘i Revised Statutes, as amended, relating to discrimination in
public accommodations;
e. Chapter 396, Hawai‘i Revised Statutes, as amended, relating to occupational safety
and health; and
f. Chapter 386, Hawai‘i Revised Statutes, as amended, relating to workers’
compensation law.
The Contractor shall comply with all such present county, state, and federal laws,
ordinances, codes, rules and regulations, and all amendments thereto. If any
discrepancy or inconsistency is discovered between the contract and any such law,
ordinance, code, rule or regulation, the Contractor shall forthwith report the same in
writing to the Director.
22. NONDISCRIMINATION CLAUSE. Pursuant to Executive Order No. 142, County of
Hawai‘i, dated February 11, 2005, and amended on February 8, 2012, during the
performance of this contract, the contractor agrees as follows:
a. The Contractor shall comply with all requirements set forth in federal and state laws
and regulations relative to Title VI of the Civil Rights Act of 1964, as amended, which
provide for nondiscrimination in federally assisted programs.
b. The Contractor shall comply with applicable Federal and State laws prohibiting
discrimination against any person on the basis of race, color, national origin,
religion, creed, sex, age, or handicap.
c. The Contractor shall not discriminate against any employee or applicant for
employment because of sex, pregnancy, race, ancestry, national origin, religion,
color, disability, age, handicap, marital status, military status, veteran’s status,
sexual orientation, lactation, arrest and court record, citizenship, or any other
classification protected by state or federal law. The Contractor shall assure that
applicants are employed and that employees are treated fairly during employment
without regard to race, ancestry, national origin, religion, color, disability, age,
marital status, military status, veteran’s status, sexual orientation, lactation, arrest
and court record, citizenship or any other classification protected by state or federal
law. Such action shall include, but not be limited to, the following: employment,
upgrading, demotion, or transfer; recruitment or recruitment advertising; layoff or
termination; rates of pay or other forms of compensation; and selection for training.
The Contractor agrees to post in conspicuous places notices to be provided by the
contracting officer setting forth the provisions of the nondiscrimination clause. The
Contractor shall in all solicitations or advertisements for employees placed by or on
behalf of the Contractor, state that all qualified applicants shall receive
consideration for employment without regard to sex, pregnancy, race, ancestry,
national origin, religion, color, disability, age, marital status, military status,
veteran’s status, sexual orientation, lactation, arrest and court record, citizenship,
or any other classification protected by state or federal law.
d. In the event of the Contractor’s noncompliance with the nondiscrimination clauses
of this contract, this contract may be canceled or suspended in whole or in part and
the Contractor may be declared ineligible for further county contracts until such
time that the Contractor by satisfactory evidence, in good faith, ceases such
discriminatory practices or procedures.
e. The contractor who subcontracts any portion of the contract shall assure the
County that such subcontractor shall abide by the nondiscrimination provisions
stated herein and agrees that any subcontractor who is found in violation of such
provisions shall subject the principal contractor’s contract with the County to be
terminated or suspended pursuant to Section 16-d above.
f. The County may direct any bidder, prospective contractor, or subcontractor to
submit a statement in writing signed by an authorized officer, agent, or employee of
the contracting party that the signer’s practices and policies do not discriminate on
the ground of sex, pregnancy, race, ancestry, national origin, religion, color,
disability, age, marital status, military status, veteran’s status, sexual orientation,
lactation, arrest and court record, citizenship, or any other classification protected
by state or federal law, and that the terms and conditions of employment under the
proposed contract shall be in accordance with the purposes and provisions stated
herein.
g. The contractor shall comply with all such present county, state and federal laws,
ordinances, codes, rules and regulations, and all amendments thereto. If any
discrepancy or inconsistency is discovered between the contract and any such laws,
ordinance, code, rule or regulation, the Contractor shall forthwith report the same
in writing to the Director.
23. REMEDIES NOT EXCLUSIVE. The express provision in the contract of certain measures
which may be exercised by the County for its protection shall not be construed to
preclude the County from exercising any other or further legal or equitable right to
protect its interests.
24. PROTESTS AND FORUM SELECTION. Any protest regarding procurement law or
procedure shall strictly follow the procedures pursuant to HRS, Chapter 103D, and its
implementing administrative rules. No action or proceeding involving the contract shall
be commenced by either party except in the Circuit or District Courts of the Third
Circuit, County of Hawai‘i, State of Hawai‘i; nor shall any action commenced in such
court be removed or transferred to any other state or federal court.
25. CONTRACTOR’S FAILURE TO COMPLY WITH ALL REQUIREMENTS OF SOLICITATION AND
CONTRACTUAL CONDITIONS. The Contractor’s failure to comply with any and all of the
conditions of the contract and the Solicitation for Proposals, referenced in the contract
and made a part thereof, may result in the denial or rejection of future funding to the
Contractor from the County.
26. CONSTRUCTION OF CONTRACT. The masculine shall be deemed to embrace and include
the feminine and the singular shall be deemed to embrace and include the plural
whenever required in the context of the contract.
27. NON-DEBARMENT REQUIREMENTS. The Contractor certifies, and, if the County, State of
Hawai‘i or the United States Federal government requires, shall further certify that they
were not debarred by the State of Hawai‘i or the United States Federal government
at the time of submitting a proposal, and hereby certifies and will further certify that
the Contractor shall immediately notify the County should their debarment status
change anytime during the agreement period.
28. CAMPAIGN CONTRIBUTIONS BY STATE AND COUNTY CONTRACTORS PROHIBITED.
Contractor agrees to comply with HRS Chapter 11-355, which states that campaign
contributions are prohibited from a State and County government contractor during the
term of the contract if the contractor is paid with funds appropriated by the legislative
body between the execution of the contract through the completion of the contract.
29. CODE OF ETHICS. Contractor has complied with HCC §2-83(c), if applicable. Contractor
understands and agrees that this contract shall be void if an officer or employee fails to
comply with the disclosure requirements set forth in §2-83(c), or if the Board of Ethics
finds there is a conflict of interest, or any preferential treatment involved.