Chittenden County Homeless Alliance

Request for Proposals for Fiscal Agent

The Chittenden County Homeless Alliance is seeking a fiscal agent to support its effort to strengthen and enhance its organizational development and operating capacity.

Background:

In the 1980's, a group of concerned citizens and organizations in Chittenden County, Vermont began meeting to come up with solutions around the growing issue of homelessness. Out of those meetings, the city's first two shelters were created. The group continued to meet on a regular basis and became known as our local Continuum of Care (CoC) – a CoC is a local planning body formed for the purpose of coordinating housing and services funding for homeless families and individuals. When the Department of Housing and Urban Development began to require communities to submit a single application for Homeless Assistance Grants in 1995, Chittenden County’s Continuum of Care was ready to assume that responsibility and has been an able steward of the HUD funding process.

Over the past few years, in response to an increase in the number of individuals and families experiencing homelessness and the complexity of issues facing families and the community, our local CoC re-examined our core purpose, organizational and operating structures and made changes we believed necessary to remain effective and relevant. Today the CoC operates as the Chittenden County Homeless Alliance. As a large multi-stakeholder group, the Alliance holds four inclusive, community meetings of the full Continuum of Care and actively seeks new members at least annually. Based on input and guidance from these quarterly meetings of Alliance members, a Steering Committee of elected representatives, and working committees, meets at least monthly in open reporting and working meeting to:

  • Gather and disseminate information about the incidence, prevalence, and current and emerging causes of homelessness including conducting an annual Point in Time count
  • Identify and prioritize solutions to homelessness including "bricks and mortar," economic, legal, and social service and program impediments
  • Develop and advocate government, programmatic, and legal policies that further the Alliance's vision
  • Establish and follow written standards for providing CoC assistance, in consultation with the recipient of Emergency Solutions Grants program funds
  • Marshal federal, state, and local government and other resources to further our mission
  • Coordinate our efforts with the Balance of State Continuum of Care as appropriate
  • Move our agenda forward through annual and multi-year planning including establishing performance goals and measuring and monitoring progress toward these goals
  • Evaluate all CoC and ESG funded programs and effects change as needed
  • Develop a written process for Board selection and reviews that process at least every five years
  • Designate and operate a Homeless Management Information System (HMIS) at a minimum to meet HUD HMIS requirements

In addition to changing our governance and meeting structure to better and more appropriately engage partners with a role to play, the Alliance negotiated a partnership with the Balance of State to participate in a statewide HMIS system, started to develop its strategic goals for the next 3 – 5 years and began exploring the potential of using a Collective Impact approach to better facilitate its work and achieve greater impact.

In the spring of 2016, the Alliance contracted with COPE and Associates to help us begin an exploration of the appropriateness of working within a Collective Impact Approach. This work made it very clear that the Alliance needs additional, capacity to function as a collaborative backbone organization, provide continuous and effective communication and identify, advocate for and track the effectiveness of mutually reinforcing activities.

In response, the Strategic Planning Committee then developed and the Steering Committee approved a three year organizational development plan that will provide the Alliance with the needed training and staff to fulfill its role as a hub for projects, activities and programs intended to end homelessness in Chittenden County. At the end of the three year grant period the Alliance Steering Committee believes the results of the work completed, the integration of practice and systems changes, and recognition of the value added by and through the work of highly efficient, effective and appropriate backbone support will ensure the sustainability of gains realized.

To date the Alliance has secured, or received commitment of funds to support 75% of the operating costs for a two year period. Additional sources to fund years two and three have also been identified.

Core Functions:

The primary role of fiscal agent will be to support the following functions:

Financial:

  • Accept funds on behalf of the Allianceas directed by the alliance and in accordance with the donor guidelines
  • Submit grant applicants as lead applicant for Alliance – except to the Department of Housing and Urban Development (HUD)
  • Manage stipends
  • Pay bills as approved and submitted
  • Maintain payment records as needed – originals or copies to be turned over to the Alliance at the end of the contracted period

Resources Management:

  • Issue contracts for services negotiated by Alliance Steering Committee
  • If appropriate, act as the employer of record and host a part-time employee who will work exclusively for and under the supervision and guidance of the Alliance

Reporting:

  • Prepare and submit financial reports to funders as needed and appropriate
  • Provide budget updates at least quarterly

Minimum Qualifications:

Organization must:

  • be a 501 (c) 3 in good standing with all applicable state and federal laws
  • must perform an annual audit and provide clean audit findings
  • have a physical presence in Chittenden County
  • be able to manage stipends and incentives in a timely fashion
  • demonstrate an ability to respond quickly and nimbly to requests for funding

Project Budget:

This is a fixed fee contract. Proposers will be asked to quote costs for each of the services that may be requested. Agreement on the scope of services and a contract price will be finalized during contract development. Proposers may use the service quote template provided or any other format that would provide the same or similar information.

Proposed Timeline:

Request for Proposals issued:December 2, 2016

Proposal due date:January 4, 2017

Contract negotiation:After January 9, 2017

Contract start date: February 1, 2017

Contract duration: the initial contract period is for a twelve month period with the option to extend for up to 24 months upon mutual agreement to continue the contract, fixed fee amounts, and the availability of funds.

Evaluation Criteria:

  • Size and stability of organization
  • Appropriateness of connection to the work of the Alliance
  • Possible Conflict of Interest(see Appendix A for reference on the Alliances Conflict of Interest rule)
  • Cost

Proposal:

Please submit a complete proposal by 4:00 on January 4th to Jane Helmstetter, Facilitator of the Alliance at:

A complete proposal must include each of the following:

  • Short description of organization that addresses the minimum qualifications
  • Cost estimates
  • Contact information for a key person who would be available by phone to answer questions about the proposal on January 6, 2017 between 9:00 and 10:30
  • Address actual or potential conflicts of interest in the proposed application

Incomplete proposals and proposals submitted after the deadline will not be considered. The Alliance reserves the right not to award a contract to any of the bidders and reopen the bidding process.

Questions Related to the Request for Qualifications:

A Bidder’s Conference Call is scheduled for December 19, 2016 at 9:00. Please RSVP to Jane Helmstetter by December 15 to indicate your interest and to receive conference call information.

Budget Template for Fiscal Agent:

Sample 1: All expenses without consideration of an employee

Operating Expenses / Year 1 Total / Explanation
Admin. Costs / Specify:
Other: / Specify:
Total

Sample 2: All expenses including a part-time employee

Operating Expenses / Year 1 Total / Explanation
Coordinator / Hourly wage to be determined by Alliance
Fringe / Indicate rate and benefits provided:
Occupancy / Office space, use of copier, telephone, internet. Please indicate whether any general office support, supplies or access to a computer and printer are included:
Admin. Costs / Specify:
Total

Appendix A

From the Chittenden County Homeless Alliance Standing Rules (CoC Governance Charter)

ARTICLE XIII: Conflicts of Interest and Code of Conduct:

No member of the Steering Committee shall vote upon or any matter which shall have a direct financial bearing on the organization that the member represents. Should a member who has an interest choose to participate in the discussion, he/she must disclose the conflict. This includes all decisions with respect to funding, awarding contracts, and implementing corrective actions. Any Steering Committee member finding themselves in a situation where conflict of interest may arise shall recuse himself/ herself from proceedings. The recusal shall be duly recorded in the Steering Committee minutes. All Steering Committee processes shall comply as it relates with the requirements of 24 CFR Part 578.95(b).

The Steering Committee expects of itself and its members ethical and business-like conduct..

  • Steering Committee members must avoid any conflict of interest with respect to their responsibilities.
  • There must be no self-dealing or any conduct of private business or personal services between any Steering Committee members and CoC except as procedurally controlled to assure openness, competitive opportunity, and equal access to "inside" information.
  • Steering Committee members must not use their positions to obtain for themselves, family members, or close associates, employment within the CoC.
  • If in the future a Steering Committee member is seeking and being considered for employment by the CoC, he or she must temporarily withdraw from Steering Committee deliberations, voting, and access to applicable Steering Committee information.

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