HomeMy WebLinkAboutAgreement A-19-541-1 with the Corporation for Supportive Housing.pdfCOUNTY OF FRESNO
Fresno, CA
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AMENDMENT I TO AGREEMENT
THIS AMENDMENT, hereinafter referred to as “Amendment I”, is made and entered into this
____ day of _____________, 2021, by and between the COUNTY OF FRESNO, a Political Subdivision
of the State of California, hereinafter referred to as “COUNTY”, and CORPORATION FOR
SUPPORTIVE HOUSING a National Non-Profit Organization and Community Development Financial
Institution (CDFI), whose address is 61 Broadway, Suite 2300, New York, 10006, hereinafter referred to
as “CONTRACTOR,” collectively, “the parties.”
WHEREAS, the parties entered into that certain Agreement, identified as COUNTY Agreement
No. A-19-541, effective October 22, 2019, whereby CONTRACTOR agreed to enter into this
agreement to provide DBH with NPLH Technical Assistance consulting services and to facilitate a
nationally recognized Supportive Housing Institute which will prepare DBH and its partners to create
and submit competitive supportive housing development applications.
WHEREAS, the parties desire to amend the Agreement regarding changes as stated below and
restate the Agreement in its entirety.
NOW, THEREFORE, for good and valuable consideration, the receipt and adequacy of which is
hereby acknowledged, COUNTY and CONTACTOR agree as follows:
That the COUNTY Agreement No. A-19-541, at Section One (1) “SERVICES AND
RESPONSIBILITIES OF CONTRACTOR”, on Page One (1), beginning on Line Twenty-Three (23)
with the word “CONTRACTOR” and ending on Page One (1), Line Twenty-Four (24) with the word
“reference” be deleted and replaced with the following:
CONTRACTOR shall provide all Deliverables and fulfill all responsibilities as set forth in Revised
Exhibit A “Revised Scope of Work”, which is attached hereto and incorporated herein by this
reference.
That in the COUNTY Agreement No. 19-541 Section Four (4) “COMPENSATION”, on Page Two
(2), beginning on Line Twenty-Three (23), with the word “COUNTY” and ending on Page Three (3),
Line Two (2) with the amount “$400,000.00” be deleted and replaced with the following:
13th July
Agreement No. 19-541-1
COUNTY OF FRESNO
Fresno, CA
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COUNTY agrees to pay CONTRACTOR and CONTRACTOR agrees to receive compensation
based on the rates as outlined in Revised Exhibit B “Budget”, attached hereto and incorporated by
this reference.
In no event shall the maximum contract amount for all the services provided by the
CONTRACTOR to COUNTY under the terms and conditions of this Agreement be in excess of Four
Hundred Thousand and No/100 Dollars ($400,000.00) during the total term of this Agreement.
COUNTY and CONTRACTOR agree that this Amendment I is sufficient to amend the
Agreement and, that upon execution of this Amendment I, the Agreement and Amendment I together
shall be considered the Agreement.
The Agreement, as hereby amended, is ratified and continued. All provisions, terms, covenants,
conditions and promises contained in the Agreement and not amended herein shall remain in full
force and effect. This Amendment I shall be retroactive effective June 1, 2020.
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IN WITNESS WHEREOF , the parties he reto have executed this Agreement as of the day and
year first hereinabove written.
COR~=S~R~OUSING
By: ~✓ I J;:,z -=
Print Name : lli;,v~ D:~,-+{s
Title : -Pw .;~-r: ~(1£D
Chief Executive Oicer, or
President , or any Vice President
By : ___________ _
Print Name : __________ _
Title : ____________ _
Secretary (of Corporation ), or
any Assistant Secretary , or
Chief Financial Officer, or
any Assistant Treasurer
Mailing Address :
Corporation for Supportive Hous ing
61 Broadway
New York , New York
10005
Fund/Subclass : 0001/10000
AccounUProgram: 7295/0
Org/Cost Center:
NPLH -Technical Assistance
MHSA-Housing Institute
56304990 $150 ,000
56304820 $250 ,000
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COUNTY~O
Steve sfa~_m_a_n _
of the Board of Supervisors of the
County of Fresno
Date : ::S~ \:>, ~\
ATTEST:
Bernice E. Seidel ,
Clerk of the Board of Superv isors
County of Fresno , State of California
By:~½f.~~
Date : ~~ ~, d-4)~ l
COUNTY OF FRESNO
Fresno , CA
Scope of Work
The following is a combined Amended scope of work between CSH and Fresno County Department of Behavioral
Health for the period of November 1, 2019 – June 30, 2023 for a not to exceed contract value of $400,000
Phase One No Place Like Home Activities
Task 1: Supportive Housing Model Strategy (January - June 2020)
Leveraging our experience helping communities across the country to implement best supportive
housing practices, CSH will help the Department identify strategies to implement supportive housing
models that best suit the target population, including Housing First, Harm Reduction, Supported
Employment and other models.
CSH will:
•Research internal and external service model best practices for the target pop ulation.
•Conduct Financial modeling and unit projections to determine the supportive housing need for
the target population.
•Leverage the research on best practices and finalize a needs assessment to develop a
Supportive Housing Plan that includes a supportive services plan.
•Engage in regular communication with the Department and other relevant stakeholders to revise
the Supportive Housing Plan until approved by the identified stakeholder group.
Task 2: Relationship Brokerage (November 2019 - June 2020)
CSH and CIBHS will plan and conduct informational meetings about Supportive Housing and NPLH for
key stakeholders, housing developers, service providers and develop and broker relationships between
the Department and supportive housing developers, property managers and service provider agencies.
CSH and CIBHS will:
•Conduct weekly, bi-weekly, and monthly phone conference meetings with DBH, developers,
service providers, and/or stakeholders.
•Conduct quarterly in-person meetings with the Department, participating developers, property
managers, service providers, and other key stakeholders as detailed above.
•Facilitate focus groups with the department, participating developers, property managers,
service providers, and/or other key stakeholders to address NPLH requirements and broker
relationships.
Task 3: Project Development and Implementation Plan (April – June 2020)
CSH and CIBHS will meet and work with the Department at the beginning of the contract term to assist
the Department to understand and implement NPLH regulatory requirements successfully in Fresno
County.
CSH and CIBHS will:
•Facilitate a project planning session with key leadership and stakeholders in Fresno County
•Dissect the NPLH Guidelines tailored to meet Fresno County’s needs
•Compile key outcomes, action steps, and timelines and memorialize in a Strategic Plan.
•Develop a Strategic Plan to include SHI components and Present proposed ideas to County
leadership.
•Engage in regular communication with the Department and other relevant stakeholders to edit
and customize Strategic Plan.
•Provide the Fresno County Strategic Plan in a visual format for ongoing tracking throughout the
Project.
Revised Exhibit A Page 1 of 7
Task 4: Supportive Housing Partner Identification, Engagement & Ongoing Technical
Assistance (March – June 2020)
CSH and CIBHS will develop processes to identify potential supportive housing partners qualified and
interested in working with the Department.
CSH and CIBHS will:
•CIBHS will develop criteria for identifying potential affordable housing developers qualified and
interested in working with DBH in Fresno County.
•Conduct a research scan of the developer community and make initial contact with at least 10
potential affordable housing developers to ascertain interest in working with DBH in Fresno
County.
•CIBHS will develop a list (with contact info) of potential affordable housing developers who are
qualified to work with DBH in Fresno County.
•Facilitate a departmental and community strategy meeting with key Stakeholders.
Task 5: Initial Planning for the Supportive Housing Institute (January – June 2020)
CSH will facilitate conversations between jurisdictional partners; providers, including culturally specific
agencies (housing developers, owners and operators of supportive and affordable housing, and service
providers); individuals with lived expertise, and other identified stakeholders. These conversations will
inform Academy content to ensure that the curriculum and strategies align with local priorities. While
CSH has established curriculum, it is critical that content is tailored for the regional partners, rooted in
racial equity, and informed by the focus population. CSH will also recruit participants during this period.
CSH will:
•Based on outreach and engagement efforts compile a viable list of SHI prospects.
•Conduct targeted outreach to discuss the benefits to participating in a SHI to inform interested
parties about the SHI.
•Work with the County to design an outline for a curriculum tailored to meet the needs of Fresno
County
•Provide DBH with an outline of learning objectives and a detailed schedule of activities for each
session in a PDF format.
DBH will:
•Assist with the community outreach.
Task 6: Evaluation Approval and Process Development (November 2019 – June 2020)
CSH will help develop any County-level documents, RFPs, evaluations and approval processes needed
related to NPLH.
CSH will:
•Assist the County with developing a local RFP, NOFA application to solicit for NPLH project
partners and applications
•Develop and recommend a process for the County to assess and support partners and
applications that will support NPLH projects.
Task 7: Evaluate Supportive Housing Projects and Provide Coaching and Mentorship
(November 2019 – June 2020)
CSH and CIBHS will support individual projects with meeting the No Place Like Home Guidelines and
CSH Dimensions of Quality in Supportive Housing Standards.
CSH and CIBHS will:
•Review pre-development plans, policies and procedures, and management plans for quality
standards.
•Provide feedback and coaching on areas to improve in order to meet quality standards.
Revised Exhibit A Page 2 of 7
Task 8: Community Acceptance (March – June 2020)
CSH and CIBHS will assist the Department in creating community acceptance and education strategies
and materials to ensure the successful implementation of NPLH-financed projects.
CSH and CIBHS will:
•Develop webinar content to educate the local community about Fresno's NPLH financed
projects.
•Create a series of webinars related to capital, operating and services for NPLH.
•Facilitate webinars to educate the community about capital, operating and services for NPLH.
Phase Two Mental Health Services Administration Activities
Tasks and Deliverables
Task 1: Modify Supportive Housing Strategy and Broker Relationships (July 1 2020 – October
31, 2022)
To provide ongoing modifications to customized community tools to include the Supportive Housing
Guide, Financial Modeling Strategy, Developer and Service Provider registry
CSH will:
•Facilitate virtual meetings with DBH, developers, service providers, and/or stakeholders.
•Facilitate focus groups with the department, participating developers, property managers,
service providers, and/or other key stakeholders to address NPLH requirements and broker
relationships
•Support DBH and Partners with Supportive Housing Coordination
•Use community conversations to keep customized tools updated
Task 2: Housing Finance Research and Partnership Development (June 2021 – October 31,
2022)
The ultimate goal of the Supportive Housing Institute is to move from project concept to a pipeline of fully-
planned projects ready for funding. CSH will remotely provide intermediary facilitation and coordination
of regional executive steering committee meetings to garner support and commitment of funding for a
supportive housing pipeline.
CSH will: •Work with the executive leadership steering committee to identify capital and operating funders
to introduce them to the Institute framework,
•Assess funder interest in financing capacity for a supportive housing pipeline, and discuss ways
to embed the Institute as a sustainable tool for building high -quality supportive housing,
•Reach out to capital, operating and service funders of supportive housing, to introduce them to
the Institute and discuss ways that it can support a healthy supportive housing pipeline,
•Request input from funders on the timing of Institute delivery, request them to participate in
Institute sessions as speakers and invite them to the final project presentations.
•Propose the final timeline for Institute activities to Fresno
Task 3: Training Institute or Supportive Housing Academy (January 2022 – October 31, 2022)
Based on the outcome of Task 2 and the ability to coordinate permanent sources for pipeline development
CSH will either conduct a Supportive Housing Institute as detailed below or a Training Academy (the
“Academy”). While the Academy trainings would be informed by the planning process for a full Institute
detailed under Task 2 above, it would likely include only these three sessions (also noted below): 1)
Introduction to Supportive Housing; 2) Deep Dive into Quality; and 3) Service Plans and Coordination
Between Services and Property Management.
Revised Exhibit A Page 3 of 7
Task 4: Enhancing Supportive Housing– Current Scope That is Continuing (July 2020 – October
31, 2022)
To support the community with operating quality supportive housing CSH will provide demand response
technical support that can include:
•Providing technical assistance/feedback and coaching to SH operators on areas to improve to
meet Quality Standards.
•Marketing/garnering public support for supportive housing.
•Reviewing MOUs/contracts between current developers and service providers
•Reviewing service level needs of tenants of supportive housing.
•Conduct trainings on topics related to supportive housing.
Rate Sheet:
Staff Rate
Managing Directors $250
Directors $200
Associate Directors $185
Senior Program Managers $175
Program Manager $160
Program Coordinator/ Associate Program Manager $140
Travel Reimbursed At Cost
Project Budget
The work above will be completed for not more than $400,000.
Sample Institute Scope of Work
Each team will be required to include a service provider, developer, and operator (property manager) of
a specific, proposed project. CSH will lead the teams through hands-on learning to take their projects
from concept to fully-developed project plans. The Institute will produce projects that are well-prepared
for state and local funding and that align with the national Dimensions of Quality Supportive Housing,
which include and supersede the fidelity indexes of SAMHSA, Pathways, and Watson HRM.
To support the success of the Supportive Housing Institute model, the process for conducting the Institute
includes five components: 1) Planning and Recruitment, 2) Group Training Sessions, 3) Individualized
Technical Assistance, 4) Final Presentations, and 5) CSH Endorsement, which are described in detail
below. The Institute will be entirely virtual, providing online training that participants will be expected to
attend live in order to actively participate. As a result of participating in the Institute, teams will develop:
•A detailed, individualized project plan and budget.
•Information about how to apply for acquisition, pre-development, and permanent financing.
•A high-quality supportive services plan for the beneficiaries to be served.
•New or improved property management approaches.
•Tips and practices for effective service and property management coordination.
•A strong, well-coordinated team
•A powerful network of peers, funders, and local and national expert supporters.
•The opportunity to receive CSH's Pre-Development Quality Endorsement.
Revised Exhibit A Page 4 of 7
Task 1: Deliver the Supportive Housing Institute Training Sessions
CSH will deliver ten Institute sessions over a period of five months. Each session will be approximately
three hours. Most will include two CSH trainers. Some will include external speakers, including people
with lived expertise. Sessions will provide interactive virtual learning tailored for adults with hands-on
coaching and action-oriented tools and templates ready for immediate use by project teams. Some
sessions will include homework to be completed in advance. The Institute will cover the following:
Session 1.1: Introduction to the Institute and Supportive Housing
•Introduction to the Institute, software, and CSH Training Center Platform
•Local and National Context
•Supportive Housing Overview
•Housing First Overview
Session 1.2 Deep Dive into Quality
•Quality Supportive Housing Standards
•Team Member and Partner Roles and Responsibilities
•Embracing Race Equity
•Developing the Project Concept
Session 2.1 Service Plans and Delivery (Includes panels and speakers including TSHAC partners
and persons with lived expertise)
•Supportive Service Models
•Evidence-based Practices
•Pre-tenancy and Tenancy-sustaining Services
•Tenant Leadership
Session 2.2 Budgeting Overview (Includes external speakers/possible panel presentation)
•Integration of Capital, Operating, and Services Budgets
•Understanding State and Local Funding Sources
•Design Considerations
Session 3.1 Aligning Property Management and Services
•Specialized Property Management in Supportive Housing
•Coordinating Services and Property Management
•Role of Property Management and Services
•Housing Retention
Session 3.2 Property Management Best Practices
•Eviction Prevention
•Fair Housing
•Confidentiality
Session 4.1 Operating Budgets
•Operating Sources and Uses
Session 4.2 Capital Budgets, Development, and Ownership
•Capital Sources and uses
•Development and Construction
•Asset Management
Revised Exhibit A Page 5 of 7
Session 5.1 The First Year (Includes speakers with lived expertise)
•Community Support
•Tenant-centered Approaches, Engagement and Outcomes
•Fostering Leadership
Session 5.2 Application Launch
•Preparation for Final Presentations
•Begin Quality Endorsement and Funding Applications
Task 4: Technical Assistance
Throughout the duration of the Institute, CSH will support the teams with up to 100 collective hours of
individualized, virtual TA.
CSH will:
•Conduct ongoing progress check-ins to support teams with developing their project plans.
•Review drafts, research information to support plan refinement, and share national examples.
•Assist teams with connecting directly to TSHAC staff, external stakeholders and/or funders.
Task 5: Final Team Presentations (Includes external stakeholder audiences)
The final group gathering will be a celebration featuring the projects that have been developed through
the Institute. Each team will present their project to other team members, Institute trainers, local and state
funders, people with lived expertise, and other interested stakeholders.
CSH will:
•Coordinate and facilitate the presentation reveal program.
•Conduct outreach to targeted funders and stakeholders
Task 6: Quality Endorsement Reviews
As teams move toward completion of the institute, they will have the option of submitting their planning
and project documents to CSH for review. Supporting documentation and planning goals that meet CSH’s
Dimensions of Quality standards can result in a Quality Endorsement.
CSH will:
•Review applications and provide feedback and recommendations for meeting endorseme nt
standards, as needed
•Provide its Quality Endorsement with a letter of support and the CSH Quality Endorsement logo
to be used in funding applications.
Revised Exhibit A Page 6 of 7
Sample Supportive Housing Academy
Task 1: Deliver a Supportive Housing Academy
CSH will deliver 3 Institute sessions over a period of 1 -2 months. Each session will be approximately 90
minutes and include one-two CSH trainers. Sessions will provide interactive virtual learning tailored for
adults. The Academy can cover the following:
Session 1: Introduction to Supportive Housing
•Supportive Housing Overview
•Housing First Overview
Session 2 Quality Supportive Housing
•Quality Supportive Housing Standards
•Pre-tenancy and Tenancy-sustaining Services
•Supportive Service Models
Session 3 Aligning Property Management and Services
•Property Management in Supportive Housing
•Coordinating Services and Property Management
•Role of Property Management and Services Housing Retention
Revised Exhibit A Page 7 of 7
NPLH Technical Assistance Consulting Scope of Work
Timeline Technical
Assistance Status Start date Due date
All PHASES Travel*1,000$
Throughout the duration of the proposed contract, CSH and CIBHS expect to meet with the Fresno County in person on a quarterly
basis. We expect each of these quarterly trips to include multi-day meetings, the specific details of which can be determined during
the contracting phase. In between these in-person meetings, CSH and CIBHS will remain engaged with the Department via virtual
meetings, the frequency of which can be determined during the contracting phase
Complete
3/4/2020 3/4/2020
*Travel costs include all costs for staff to make quarterly trips from Las Vegas, NV to Fresno County, CA throughout the duration of
the proposed contract as well as travel expenses for other CSH staff participating in the Supportive Housing Institute Activities. This
includes travel time, airfare, hotel costs, ground transportation costs, and cost of meals. We assume each trip will be three days. All
travel costs will be in accordance with Fresno County travel policies, as reflected in the Agreement between Fresno County and CSH.
Complete
3/4/2020 3/4/2020
Task 1: Supportive Housing Model Strategy $20,000
Leveraging our experience helping communities across the country to implement best supportive housing practices, CSH will help the
Department identify strategies to implement supportive housing models that best suit the target population, including Housing First,
Harm Reduction, Supported Employment and other models.
Specifically, CSH will:
• Research internal and external service model best practices for the target population
Complete 1/13/2020 6/30/2020
• Conduct Financial modeling and unit projections to determine the supportive housing need for the target population.
Complete 2/20/2020 6/30/2020
• Leverage the research on best practices and finalize a needs assessment to develop a Supportive Housing Plan that includes a
supportive services plan.Complete 6/1/2020 6/30/2020
• Engage in regular communication with the Department and other relevant stakeholders to revise the Supportive Housing Plan
until approved by the identified stakeholder group.Complete 6/1/2020 6/30/2020
All PHASES Task 2: Relationship Brokerage: 23,500$
CSH and CIBHS will plan and conduct informational meetings about Supportive Housing and NPLH for key stakeholders, housing
developers, service providers and develop and broker relationships between the Department and supportive housing developers,
property managers and service provider agencies.
Specifically, CSH and CIBHS will:
• Conduct weekly, bi-weekly, and monthly phone conference meetings with DBH, developers, service providers, and/or
stakeholders. Complete 11/1/2019 6/30/2020
• Conduct quarterly in-person meetings with the Department, participating developers, property managers, service providers, and
other key stakeholders as detailed above. Complete 3/4/2020 6/30/2020
• Facilitate focus groups with the department, participating developers, property managers, service providers, and/or other key
stakeholders to address NPLH requirements and broker relationships.Complete 3/4/2020 6/30/2020
Task 3: Project Development and Implementation Plan 20,000$
CSH and CIBHS will meet and work with the Department at the beginning of the contract term to assist the Department to
understand and implement NPLH regulatory requirements successfully in Fresno County. Specifically, CSH and CIBHS will:
• Facilitate a project planning session with key leadership and stakeholders in Fresno County
Complete 4/1/2020 6/30/2020
• Dissect the NPLH Guidelines tailored to meet Fresno County’s needs
Complete 4/1/2020 6/30/2020
• Compile key outcomes, action steps, and timelines and memorialize in a Strategic Plan.
Complete 4/1/2020 6/30/2020
• Develop a Strategic Plan to include SHI components and Present proposed ideas to County leadership.
Complete 4/1/2020 6/30/2020
• Engage in regular communication with the Department and other relevant stakeholders to edit and customize Strategic Plan.
Complete 4/1/2020 6/30/2020
• Provide the Fresno County Strategic Plan in a visual format for ongoing tracking throughout the Project.
Complete 4/1/2020 6/30/2020
Revised Exhibit B
Page 1 of 4
Task 4: Supportive Housing Partner Identification, Engagement & Ongoing Technical Assistance 4,640$
CSH and CIBHS will develop processes to identify potential supportive housing partners qualified and interested in working with the
Department. Specifically, CSH and CIBHS will:
• CIBHS will develop criteria for identifying potential affordable housing developers qualified and interested in working with DBH in
Fresno County.
Complete
5/1/2020 6/30/2020
• Conduct a research scan of the developer community and make initial contact with at least 10 potential affordable housing
developers to ascertain interest in working with DBH in Fresno County.Complete 5/1/2020 6/30/2020
• CIBHS will develop a list (with contact info) of potential affordable housing developers who are qualified to work with DBH in
Fresno County.Complete 6/1/2020 6/30/2020
• Facilitate a departmental and community strategy meeting with key Stakeholders.
Complete 3/1/2020 6/30/2020
Task 5: Initial Planning for the Supportive Housing Institute 15,000$
CSH will facilitate conversations between jurisdictional partners; providers, including culturally specific agencies (housing developers,
owners and operators of supportive and affordable housing, and service providers); individuals with lived expertise, and other
identified stakeholders. These conversations will inform Academy content to ensure that the curriculum and strategies align with
local priorities. While CSH has established curriculum, it is critical that content is tailored for the regional partners, rooted in racial
equity, and informed by the focus population. CSH will also recruit participants during this period. Specifically, CSH will:
• Based on outreach and engagement efforts compile a viable list of SHI prospects
Complete 1/15/2020 6/30/2020
• Conduct targeted outreach to discuss the benefits to participating in a SHI to inform interested parties about the SHI.
Complete 6/1/2020 6/30/2020
• Work with the County to design an outline for a curriculum tailored to meet the needs of Fresno County
Complete 6/1/2020 6/30/2020
• Provide DBH with an outline of learning objectives and a detailed schedule of activities for each session in a PDF format.
Complete 6/1/2020 6/30/2020
Task 6: Evaluation Approval and Process Development 5,000$
CSH will help develop any County-level documents, RFPs, evaluations and approval processes needed related to NPLH.
Specifically, CSH will:
• Assist the County with developing a local RFP, NOFA application to solicit for NPLH project partners and applications.
Complete 8/1/2020 6/30/2020
• Develop and recommend a process for the County to assess and support partners and applications that will support NPLH
projects.Complete 11/1/2019 6/30/2020
Task 7: Evaluate Supportive Housing Projects and Provide Coaching and Mentorship 52,500$
CSH and CIBHS will support individual projects with meeting the No Place Like Home Guidelines and CSH Dimensions of Quality in
Supportive Housing Standards.
Specifically, CSH and CIBHS will:
• Review pre-development plans, policies and procedures, and management plans for quality standards.
Complete 11/1/2019 6/30/2020
• Provide feedback and coaching on areas to improve in order to meet quality standards.
Complete 11/1/2019 6/30/2020
Task 8: Community Acceptance 8,360$
CSH and CIBHS will assist the Department in creating community acceptance and education strategies and materials to ensure the
successful implementation of NPLH-financed projects.
Specifically, CSH and CIBHS will:
• Develop webinar content to educate the local community about Fresno's NPLH financed projects
Complete 3/1/2020 6/30/2020
• Create a series of webinars related to capital, operating and services for NPLH.
Complete
• Facilitate webinars to educate the community about capital, operating and services for NPLH.
Complete 3/1/2020 6/30/2020
Technical
Assistance
Budget Total 150,000$
Fiscal Year July 1, 2019 - June 30, 2020 150,000$
Revised Exhibit B
Page 2 of 4
MHSA Supportive Housing Institute Scope of Work
Timeline MHSA
Status Start date Due date
All PHASES Travel* $ 15,000
Throughout the duration of the proposed contract, CSH expect to meet with the Fresno County in person on a quarterly basis. We
expect each of these quarterly trips to include multi-day meetings, the specific details of which can be determined during the
contracting phase. In between these in-person meetings, CSH will remain engaged with the Department via virtual meetings, the
frequency of which can be determined during the contracting phase
Not started
6/1/2021 /3 /202
*Travel costs include all costs for staff to make quarterly trips from Las Vegas, NV to Fresno County, CA throughout the duration of
the proposed contract as well as travel expenses for other CSH staff participating in the Supportive Housing Institute Activities. This
includes travel time, airfare, hotel costs, ground transportation costs, and cost of meals. We assume each trip will be three days.
All travel costs will be in accordance with Fresno County travel policies, as reflected in the Agreement between Fresno County and
CSH.
Not started
6/1/2021
All PHASES Task 1: Modify Supportive Housing Strategy and Broker Relationships 50,000$
To provide ongoing modifications to customized community tools to include the Supportive Housing Guide, Financial Modeling
Strategy, Developer and Service Provider registry
Specifically, CSH and will:
• Facilitate virtual meetings with DBH, developers, service providers, and/or stakeholders.
In progress 7/1/2020
• Facilitate focus groups with the department, participating developers, property managers, service providers, and/or other key
stakeholders to address NPLH requirements and broker relationships In progress 7/1/2020
• Support DBH and Partners with Supportive Housing Coordination
In progress
• Use community conversations to keep customized tools updated
In progress 7/1/2020
Task 2: Housing Finance Research and Partnership Development 25,000$
The ultimate goal of the Supportive Housing Institute is to move from project concept to a pipeline of fully-planned projects ready
for funding. CSH will remotely provide intermediary facilitation and coordination of regional executive steering committee
meetings to garner support and commitment of funding for a supportive housing pipeline.
Specifically, CSH will:
• Work with the executive leadership steering committee to identify capital and operating funders to introduce them to the
Institute framework,Not started 6/1/2021
• Assess funder interest in financing capacity for a supportive housing pipeline, and discuss ways to embed the Institute as a
sustainable tool for building high-quality supportive housing.Not started 6/1/2021
• Reach out to capital, operating and service funders of supportive housing, to introduce them to the Institute and discuss ways
that it can support a healthy supportive housing pipeline.Not started 6/1/2021
• Request input from funders on the timing of Institute delivery, request them to participate in Institute sessions as speakers and
invite them to the final project presentations.Not started 6/1/2021
• Propose the final timeline for Institute activities to Fresno
Not started 6/1/2021
Task 3: Training Institute or Supportive Housing Academy 110,000$
Based on the outcome of Task 2 and the ability to coordinate permanent sources for pipeline development CSH will either conduct
a Supportive Housing Institute as detailed below or a Training Academy (the “Academy”). While the Academy trainings would be
informed by the planning process for a full Institute detailed under Task 2 above, it would likely include only these three sessions
(also noted below): 1) Introduction to Supportive Housing; 2) Deep Dive into Quality; and 3) Service Plans and Coordination
Between Services and Property Management. If an Institute the following logistical steps and processes necessary to coordinate
the various sessions of the SHI. As identified during strategic planning sessions, tailor the SHI curriculum to meet the unique needs
and priorities of Fresno County. Five 2-day in-person training sessions over the course of six months for up to 10 teams made up of
four members on a team intended to develop new projects of supportive housing
Specifically, CSH will:
• Based on outreach and engagement efforts compile a viable list of SHI prospects
Not started 1/1/2022
• Facilitate a virtual informational learning session about the benefits to participating in a SHI webinar using PowerPoint to
inform interested parties about the SHI.Not started 1/1/2022
• Facilitate the SHI application, enrollment, and registration process for prospective teams.
Not started 1/1/2022
• Work with the County to design an outline for a curriculum tailored to meet the needs of Fresno County
Not started 1/1/2022
• Develop targeted learning objectives, instructor training notes, and a PowerPoint led training visual aid.
Not started 1/1/2022
• Provide DBH with an outline of learning objectives and a detailed schedule of activities for each session in a PDF format.
Not started 1/1/2022
• Coordinate all trainers, facilitators, panel discussions, and activities as outlined in the lesson plans.
Not started 1/1/2022
• Provide training manuals, handouts, and materials necessary for participants in the Institute.
Not started 1/1/2022
• Facilitate peer-to-peer learning opportunities to supportive housing projects.
Not started 1/1/2022
Revised Exhibit B
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DBH will:
• Host the SHI by providing a venue and coordinate location logistics to accommodate the size and technology needs for the
entire institute series. Not started 1/1/2022
• Assist with the community notification and marketing campaign.
Not started 1/1/2022
If a Training Academy the following logistical steps and processes are necessary to coordinate the three sessions of the Academy.
Specifically, CSH will:
• Deliver 3 Academy sessions over a period of 1 -2 months.
Not started 1/1/2022
• Each session will be approximately 90 minutes and include one-two CSH trainers.
Not started 1/1/2022
• Sessions will provide interactive virtual learning tailored for adults.
Not started 1/1/2022
DBH will:1/1/2022
• Assist with the community notification and marketing campaign.
Not started 1/1/2022
Task 4: Enhancing Supportive Housing– Current Scope That is Continuing 50,000$
To support the community with operating quality supportive housing CSH will provide demand response technical support that can
include:
Specifically, CSH can:
• Provide technical assistance/feedback and coaching to SH operators on areas to improve to meet Quality Standards.
In progress 7/1/2020
• Market/garner public support for supportive housing.
In progress 7/1/2020
• Review service level needs of tenants of supportive housing.
In progress 7/1/2020
• Conduct trainings on topics related to supportive housing.
In progress 7/1/2020
• Reviewing MOUs/contracts between current developers and service providers
In progress 7/1/2020
Supportive
Housing Institute
Budget Total 250,000$
Fiscal Year July 1, 2019 - June 30, 2020 -$
Fiscal Year July 1, 2020 - June 30, 2021 55,753.44$
Fiscal Year July 1, 2021 - June 30, 2022 97,123.28$
Fiscal Year July 1, 2022 - October 31, 2022 97,123.28$
250,000$
Budget Remaining 250,000$
Revised Exhibit B
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