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NYC Administration for Children’s Services

Residential and Aftercare Services for Adjudicated Youth
Close to Home (CTH)
Request for Proposals (RFP)
EPIN: 06824P0001

Table of Contents

01 – Residential and Aftercare Services for Adjudicated Youth Close to Home (CTH) RFP

Section 1 – Program Background

Section 2 – Scope of Work and Program Expectations
Section 3 – Payment Structure
Section 4 – Basis for Contract Award and Procedures

02 - Instructions for Responding to the RFP

03 - General Provisions Governing Contracts for Consultants, Professional, Technical, Human, and Client
Services

04 - General Requirements for Health and Human Services Contractors

05 - ACS Close to Home Quality Assurance Standards (QAS)

06 - Labor Peace Agreement Rider, Certification, and Attestation

07 - General Information and Regulatory Requirements

To respond to this RFP and all other Human/Client Services RFPs, organizations must have an account and an approved HHS
Prequalification Application in PASSPort. Proposals and Prequalification applications will ONLY be accepted through PASSPort.

If you do not have a PASSPort account or an approved HHS Prequalification Application in PASSPort, please visit
www.nyc.gov/passport to get started.
Residential and Aftercare Services for Adjudicated Youth Close to Home (CTH) RFP
EPIN: 06824P0001

01 - Residential and Aftercare Services for Adjudicated Youth

Close to Home (CTH) RFP
Basic Information

RFP Release
September 11, 2023
Date
Proposal Due
October 16, 2023, at 2:00 p.m.
Date

Date and Time: Wednesday, September 27, 2023, at 10:00 a.m.

Event Link:

https://nycacs.webex.com/nycacs/j.php?MTID=md147b0d9782105063cfd48c96e05b3f5
Pre-Proposal
Conference Webinar number/Access code: 2334 524 7725
Information
Webinar password: RFhN7pe5Wv6

Join by phone:
+1-646-992-2010 United States Toll (New York City)
+1-408-418-9388 United States Toll

Agency
[email protected]
Contact Email
Anticipated • 7/1/2024 to 6/30/2027 with options to renew for two (2) additional three (3) year terms.
Contract Term

• Total Anticipated Maximum Funding Amount: $152,604,630 ($50,868,210 annually)

• Estimated number of contracts: 17
• Total slots to be awarded: 135
Anticipated • Payment Structure: Payment is line-item reimbursement for permissible expenses up to the
Funding and maximum allowable annual budget based on the contract award. Payments are made for
Payment expenses incurred against an approved budget.
Structure
ACS reserves the right to modify the basis of reimbursement of the contract in the future.

See chart below for total anticipated point-in-time slots and annual available funding for each
service.

Competition Proposers wishing to apply for multiple competitions must submit separate and complete
Pools proposals, including all required documents, for each competition.

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The chart below identifies the number of slots available for each service in each borough. There
are 10 competition pools for proposers to apply to (based on service type and borough for NSP
sites).

# of
Pool Service Borough Slots Available Funds Annually
1 Female NSP Bronx 6 $2,812,606
2 Female NSP Brooklyn 6 $2,812,606
3 Male NSP Bronx 27 $9,295,818
4 Male NSP Brooklyn 27 $9,295,818
5 Male NSP Queens 18 $6,197,212
6 Male NSP NYC or 6
Problematic surrounding
Sexual Behavior area (within
(PSB) 20 miles of
NYC) $2,909,846
7 Male NSP NYC or 6
Intellectual and surrounding
Developmental area (within
Disability (IDD) 20 miles of
NYC) $2,909,846
8 Female LSP NYC or 6
surrounding
area (within
20 miles of
NYC) $2,812,606
9 Male LSP NYC or 27
surrounding
area (within
20 miles of
NYC) $9,295,818
10 Male NYC or 6
Transitional surrounding
Residential Care area (within
(TRC) 20 miles of
NYC) $2,526,034

• Questions regarding this RFP must be transmitted in writing to the Agency Contact listed
on the View RFx screen in PASSPort.
• Questions received prior to the Pre-Proposal Conference will be answered at the
conference.
Questions
• Substantive information/responses to questions addressed at the conference and those
Regarding this
received subsequently will be released in an addendum to the RFP to all organizations that
RFP
are prequalified to propose to this RFP in PASSPort, unless in the opinion of the Agency,
the question is of proprietary nature.
• ACS cannot guarantee a timely response to written questions regarding this RFP received
less than one week prior to the proposal due date.

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Subcontracting for direct services to youth is allowed subject to ACS approval and the following
conditions:

• Services provided by the subcontractor must be integrated into the overall program design.
• Subcontracting is not allowed for case planning or supervision of direct service staff.
• All subcontractors and subcontracts are subject to ACS approval before any expenses are
incurred or any payments are made to them by the prime contractor and must be reported
using the City’s Payee Information Portal (PIP).
https://www1.nyc.gov/site/doh/business/opportunities/payee-information-portal.page
• A subcontractor agreement template for Health and Human Service (HHS) contracts is
Subcontracting available on the nyc.gov/nonprofits website in the NRC Resources tab, under the "Digital
Information Subcontractor Approvals and Template" section. Nonprofit Resiliency Committee - NYC
Nonprofits
Note:
• Subcontractors are not required to be nonprofit organizations.
• Contractors are encouraged to utilize business and individual proprietors listed on the NYC
Online Directory of Certified Minority and Women-Owned Business Enterprises (MWBEs),
available at www.nyc.gov/sbs, as sources for the purchase of goods, supplies, services and
equipment using funds obtained through the Agreement. Contractors are also encouraged
to utilize businesses and individual proprietors owned/operated by people with disabilities
as sources for the purchase of goods, supplies, services, and equipment using funds
obtained through the Agreement.
Beginning November 16, 2021, City agencies are required to include the attached Labor
Peace Agreement (LPA) Rider, LPA Certification, and LPA Attestation to Human Service
solicitations.

New York City Administrative Code §6-145(e)(2) requires City agencies to state in each
solicitation for a City Services Contract that the resulting City Service Contract shall include:

(a) a requirement that the contractor comply with all applicable requirements under Ad.
Code §6-145 and any rules promulgated pursuant thereto, and that such requirements
constitute a material term of the contract;
Labor Peace
(b) the certification; and
Agreement
(LPA)
(c) a provision providing that (i) failure to comply with the requirements of Ad. Code §6-145
may constitute a material breach by the contractor of the terms of the City service contract;
(ii) such failure shall be determined by the agency; and (iii) if the City service contractor
and/or subcontractor receives written notice of such a breach and fails to cure such breach
within 30 days of such notice or a longer time period established pursuant to the terms of the
City service contract, the City shall have the right to pursue any rights or remedies available
under the terms of the City service contract or under applicable law, including termination of
the contract.

The Labor Peace Agreement (LPA) Rider, LPA Certification, and LPA Attestation are hereby
made part of the solicitation as attachments.

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Proposal Submission Instructions

• To respond to this RFP and all other Human/Client Services RFPs, organizations must
have an account and an approved HHS Prequalification Application in PASSPort.
Proposals and Prequalification applications will ONLY be accepted through PASSPort.
If you do not have a PASSPort account or an approved HHS Prequalification
Application in PASSPort, please visit www.nyc.gov/passport to get started.
• Proposals received after the proposal due date and time will be considered late and
will not be accepted, except as provided under New York City’s Procurement Policy
Board Rules, Section 3-16(o)(5).
• Please allow sufficient time to complete and submit proposals, which includes
entering information, uploading documents, and entering login credentials. The
General
PASSPort system will only allow proposers to submit proposals prior to the proposal
Guidelines
due date and time.
• Providers are responsible for the timely electronic submission of proposals. ACS
strongly recommends that proposers complete and submit their proposals at least
24 hours in advance of the proposal due date and time.
• Resources such as user guides and videos are available on www.nyc.gov/passport. For
assistance submitting a proposal through the PASSPort system, please submit an
inquiry to www.nyc.gov/mocshelp.
• Proposers should review the 21-OCFS-ADM-04 Qualified Residential Treatment
Programs (QRTPs) and QRTP Exceptions in New York State in its entirety. 21-OCFS-
ADM-04.pdf (ny.gov)
Required
• Site Control documentation, except if proposing for City-leased sites
Attachments to
• Improvement Plans, if applicable
be uploaded in
• Organizational Chart
the PASSPort
Questionnaire • Proposal Budget Template

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Section 1 – Program Background

A. Overview

The New York City Administration for Children’s Services (ACS) is responsible for child welfare and
juvenile justice services in New York City. ACS’ Division of Youth and Family Justice (DYFJ) provides
citywide juvenile justice services with a focused strategy of promoting public safety and improving the
well-being of youth, families, and communities by ensuring quality care, and creating youth-centered
opportunities to help young people become positive, contributing members of society.

DYFJ oversees a continuum of juvenile justice services for youth and families in New York City that
includes:

• Community-based preventive and alternative services for youth who are at risk of
delinquency or placement, and their families;
• Secure and non-secure detention services for youth who are arrested and awaiting court
resolution; and
• Rehabilitative, therapeutic residential services for all youth placed within New York City as
adjudicated juvenile delinquents, as well as aftercare services upon their return to the
community, as part of the Close to Home initiative.

In 2012, the Governor signed Close to Home legislation, transferring responsibility for all but the highest
risk/needs youth placed by the New York City (NYC) Family Court to ACS. Close to Home mandated
treatment and supervision services near youths’ families and communities. In 2017, New York State
passed the legislation known as Raise the Age, raising the legal age of adult criminal responsibility from
16 to 18 and shifting care for older youth into the juvenile justice system. Young people adjudicated in
the NYC Family Court and placed in the custody of ACS receive services and supports in or close to the
communities where they live through the Close to Home (CTH) initiative. Residential and aftercare
services are provided to youth placed in Non-Secure Placement (NSP) or Limited Secure Placement
(LSP)1.

Youth involved with the juvenile justice system experience a myriad of social and family problems that
compound the challenges they face when they become systems-involved, such as unreliable
permanency resources, poor family bonds or attachments, disengagement from school or remedial
supports, lack of positive peer relations as well as attitude and orientation (e.g., distorted perceptions of
criminogenic behavior). Without proper structure, supports, exposure, and access to activities and
resources that help these young people acquire and develop skills and resources that enable them to
address their needs, better self-regulate, cultivate, and reinforce their interest in learning and
employment, they risk deeper involvement in the juvenile and criminal justice system. Close to Home
builds on successful New York City and State reforms and best practices from across the country aimed
at improving outcomes for young people and their families by strengthening services, resources, and
opportunities.

1 https://ocfs.ny.gov/programs/rehab/close-to-home/
See NY CLS Family Ct Act § 353.3

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The Close to Home mission is to develop, support, and maintain permanent connections for youth and
families while fostering opportunities for youth to be socially connected, feel safe, and develop prosocial
skills to change behavior. Family support and contacts are essential to each youth’s growth and success.

ACS continues to ensure that evidence-based models, contemporary research findings, and best
practices are woven into the program design. In addition, ACS has also released a concept paper and has
had numerous discussions surrounding best practice that will allow for sustainable achievements of
youth placed in our care. All efforts to improve outcomes for youth are grounded in the following
principles:

Public Safety: Consistent with the Family Court’s determination that each youth requires supervision
and treatment within the least restrictive setting possible, intensive supervision and monitoring is
provided by well-staffed residential and community-based aftercare programs.

Accountability: Data are used to drive programmatic decisions and to ensure that CTH is effective,
efficient, and responsive.

Evidence-based/evidence-informed treatment: CTH operates along a trauma-informed continuum of

care that empowers and supports youth by responding to individual treatment needs and skills
development with services that have a proven track record of achieving positive outcomes.

Educational Continuity and Achievement: Individualized educational services through the NYC
Department of Education (DOE) allow youth to earn transferrable academic credits, while assigned
Educational Transition Specialists ensure academic continuity upon their return to community schools.

Community Reintegration: Youth make and maintain connections to positive adults, peers, and
community supports embedded in their neighborhoods well past CTH placement.

Family Engagement and Collaboration: Family support and contact are essential to each youth’s well-
being; CTH minimizes dislocation in order to nurture frequent and meaningful opportunities to
participate in treatment and engage with families.

Permanency: CTH is structured to develop, support, and maintain permanent connections for youth and
families.

B. Purpose of the RFP

ACS seeks appropriately qualified contractors/organizations that are skilled and experienced in
delivering programs for justice involved youth, achieving DYFJ’s desired outcomes to reduce recidivism,
reduce or eliminate delinquent behaviors, and support reintegration in their communities. ACS seeks
contractors who are committed to treating all youth and families with respect and dignity and who can
develop and deliver high-quality services that recognize the diversity of youth and families in terms of
race, ethnicity, sexual orientation, gender identity, religion, immigration, and mental health and physical
ability. ACS seeks contractors who recognize the impact of social systems, racial disparities, and other
forms of discrimination on youth and families and who deploy strategies that mitigate these inequities.

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Each selected provider will manage two components of the CTH program: residential care and aftercare.
Residential care is offered in a 24-hour-a-day Non-Secure Placement (NSP) or Limited Secure Placement
(LSP) setting. Aftercare is required for both NSP and LSP youth.

Initially ACS awarded contracts for specialized residence servicing youths that presented as substance
abusers and seriously emotional disturbed (SED). ACS is increasing the staffing and licensure
requirements within each residence proposed for those population to be served without the need for
specialized services for these populations.

ACS is maintaining two specialized programs for youth with Intellectual and Developmental Disabilities
and youth who exhibit Problematic Sexual Behaviors.

Since the implementation of Raise the Age, ACS has seen an increase in older youth placed in CTH. In
order to address the permanency issues especially for older youth within our system, ACS is proposing a
Transitional Residential Care program (TRC). The TRC will serve youth aged 17-23 who have
demonstrated readiness for independent living and who can function independently in the community,
but do not yet have a clear and committed permanency resource.

C. Population(s) to be served

The target population for CTH is youth between the ages of 11-23 who are placed on a juvenile
delinquency petition into a Non-Secure Placement (NSP) or Limited Secure Placement (LSP) facility.

Facilities should be in or near the New York City communities in which the youth and families live, so
that family and family resources can easily travel to participate in youth treatment. The expectation is
that the agencies awarded the contracts will be able to provide services regardless of which borough or
surrounding counties the youth and family resides.

Providers must indicate within proposals the service and site location they are requesting. There may
be two City-Leased sites available as indicated in the table below. One is a male LSP 18-bed facility in
Brooklyn. The other facility, in Staten Island, may or may not be available at the time of award. In
keeping with the Close to Home legislation ACS prefers sites within the City. To that end, ACS reserves
the right to skip a higher ranked proposal to make an award to a proposer proposing a City-leased site
and/or a site within the five boroughs of New York City.

Service Location of Capacity Anticipated Available Funds City-Leased Sites

Facility per Number of Annually Available
Facility Contracts

Female NSP Bronx 6 1 $2,812,606

Brooklyn 6 1 $2,812,606

Male NSP Bronx 27 3 (9 youth in each $9,295,818

home)

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Brooklyn 27 3 (9 youth in each $9,295,818

home)

Queens 18 2 (9 youth in each $6,197,212

home)

Male NSP NYC or 6 1 $2,909,846

Problematic surrounding
Sexual Behavior area (within
(PSB) 20 miles of
NYC)

Male NSP NYC or 6 1 $2,909,846

Intellectual and surrounding
Developmental area (within
Disabilities (IDD)
20 miles of
NYC)

Female LSP NYC or 6 1 $2,812,606

surrounding
area (within
20 miles of
NYC)

Male LSP NYC or 27 3 $9,295,818 18 Bed Facility -

surrounding 1125 Carroll Street,
area (within (9 youth in each
Brooklyn, NY 11225
20 miles of home)
NYC)

Male NYC or 6 1 $2,526,034 12 Bed Facility - 1133

Transitional surrounding Forest Hill Road,
Staten Island, NY
Residential Care area (within 10314
(TRC) 20 miles of
Pending Availability
NYC)

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D. Goals and Objectives of the RFP

ACS’s goals and objectives for this RFP are to provide a continuum of evidence-based or proven
interventions for youth 11-23 years old who have been adjudicated juvenile delinquent by the Family
Court. CTH strives to improve outcomes for youth by achieving the following goals:

• Prevent further involvement in the juvenile/criminal justice system.

• Afford youth the opportunity to experience innovative and research-based programming that
includes therapeutic services, safe and secure custodial care, responsive health and behavioral
health care, supportive reentry services, and opportunities for educational achievement.
• Reduce/eliminate criminogenic behaviors.
• Promote positive behaviors, healthy relationships, and problem-solving skills that allow youth to
remain in the community safely.
• Support families in problem-solving and conflict resolution in order to avoid future involvement
with the court system.
• Connect youth and families to viable and sustainable community supports.
• Promote successful school completion and vocational options for youth.

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Section 2 – Scope of Work and Program Expectations

A. Experience

1. Past Program Experience: Providers would have at least three years of successful, relevant
experience in the following areas:

a. Providing services to families with youth aged 11 to 23 who present with severe behavioral
issues and who may be charged with offenses unique to their status as juveniles, such as
truancy, ungovernability, running away from home, and who are at risk of being placed
outside of their home;
b. Establishing and maintaining relationships with community-based organizations (in the
proposed community) that provide youth with pro-social activities and educational support;
c. Delivering human or social services to families experiencing poverty, mental health
challenges, housing instability, domestic violence, substance misuse, family conflict, and/or
other challenges that make parenting difficult; and
d. Program design and development, planning for program implementation, basic program
data collection and monitoring, and participating and designing quality improvement
activities.

2. Evaluation: The Experience section will be evaluated based on the quality of proposer relevant
experience as outlined in this section. It is worth a maximum of 20 percent in the proposal
evaluation.

B. Target Population

1. Providers would serve youth aged 11 to 23 who are placed on a juvenile delinquency petition
into a Non-Secure Placement (NSP) or Limited Secure Placement (LSP) facility.

2. Providers would be responsible for serving youth who present with severe behavioral issues
such as, but not limited to, substance abuse, conduct disorder, oppositional defiant disorder,
and antisocial and or criminal activities, and who are involved in the juvenile justice system.

3. Providers would not reject referrals from ACS unless the program is 100% utilized or the
program has received written approval from ACS to temporarily close intake.

4. Providers would adhere to best practices and ACS’ policies and procedures related to promoting
a safe and respectful environment for Lesbian, Gay, Bisexual, Transgender and Questioning
(LGBTQ) youth and their families, and all applicable federal, state, and local laws concerning the
care and custody of youth who identify as LGBTQ.

5. Evaluation: The Target Population section will be evaluated based on the quality of proposer’s
relevant experience as outlined in this section. It is worth a maximum of 10 percent in the
proposal evaluation.

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C. Proposed Program Approach

1. Program Approach (General): While ACS is not requiring a specific approach, we are seeking
providers who will provide continuity of services throughout the youth’s placement in CTH;
provide case planning services from the date the youth is placed with their agency and aftercare
until the end of disposition; and work with ACS to determine the types and anticipated duration
of services. Although the length of stay for an individual youth may differ depending on their
behavior and other factors, all young people placed with CTH (regardless of classification or
docket length) will have a presumptive length of stay of six months in residential care and a
presumptive length of an additional six months on aftercare. A determination of longer (or
shorter) length of stay will be made on a case-by-case basis, in collaboration with ACS.

Providers must maintain a no-reject/eject policy for referrals of youth during the term of
contract award and recognize that the flow of intakes may vary from month to month but will
be based on the population of youth adjudicated in the NYC Family Courts and placed in CTH.

a. Residential Care. Providers must operate NSP and LSP group homes in or right outside of
the five boroughs of New York City. While a youth is in residential care, treatment should be
short-term, focused on stabilizing the youth and on reducing criminogenic behaviors. Please
note the following criteria for residential care:

i. All agencies contracting with CTH will have the necessary capacity to effectively serve
children with a range of needs, including youth who have substance misuse
challenges, severe emotional, or behavioral problems.

ii. Each residence should be designed to house no more than nine youth and should be
designed to look and feel like a home environment.

iii. Providers would ensure the adequate supervision of youth. Staff-to-youth ratios are
always maintained and providers must plan accordingly to meet this requirement. A
minimum of two (2) staff must actively supervise youth around the clock.

iv. Facilities must have shift supervisors or designees present and accountable for each
shift. If the programs are operating on separate floors or sides of the facility, then the
shift supervisor must oversee operations and float between the floors or sides of the
facility. Please refer to Document 05 - ACS Close to Home Quality Assurance Standards
(QAS).

v. For all specialized NSP programs, the approved direct care/supervisory staff ratios
must be six (6) youth to one (1) staff, for each shift. The ratio of youth to direct
care/supervisory workers in all types of regular NSP residential settings must be eight
(8) youth to one (1) direct care/supervisory staff during all waking hours and twelve
(12) youth to one (1) direct care/supervisory staff during sleeping hours.

vi. While in an NSP program, youth attend school taught by NYC Department of
Education (DOE) teachers in a standalone building or at the NSP home. Youth in LSP
receive educational enrichment onsite by the DOE.

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vii. Providers must ensure that all youth receive medical, dental, mental health, and/or
substance abuse services as needed. Providers are expected to provide some services
onsite and, in some instances, coordinate with community-based services to receive
services.

viii. LSP group homes have more restrictive security features compared to NSP group
homes, such as fencing and doors managed by a control room to ensure the safety of
residents, program staff, and local communities (refer to Document 05 - ACS Close to
Home Quality Assurance Standards (QAS)).

ix. Young people who are placed in an LSP setting generally present higher public safety
risks compared to those who are placed in an NSP setting. They must receive all their
services directly onsite at the LSP facility.

x. The ratio of youth to direct care workers in all types of general and specialized LSP
residential settings must be three (3) youth to one (1) direct care/supervisory staff.

b. Aftercare. Aftercare planning and development must begin as soon as a youth is placed in a
residential setting. Please note the criteria for aftercare:

i. After successfully completing their NSP or LSP residential term, providers transition
youth back to the community and provide intensive aftercare support and supervision
while the youth is on aftercare status.

ii. Aftercare supervision is essential for a youth’s successful reintegration into the
community following placement.

iii. Services should be community based and support the youth’s ongoing reintegration
into their home community. Services include, but are not limited to, educational /
vocational, behavioral health, positive youth development activities, etc.

iv. Aftercare community supervision involves the case planner maintaining regular
contact with the youth to monitor compliance with conditions of release, the ability to
maintain the youth safely in the community, and managing crises at any hour of the
day, any day of the week. The case planner must engage with the youth during the
residential care period and partner with the youth and family to plan for the transition
to aftercare. Providers are also required to respond immediately to emergency
situations.

v. Aftercare services aim to create smooth transitions from residential settings to

community settings. Providers would use best efforts to provide continuity and
consistency for youth throughout the placement and aftercare process.

vi. The federal Family First Prevention Service Act (FFPSA) requires that all youth placed
in an NSP setting are offered a minimum of six months of aftercare, even if the youth
has completed his/her dispositional order. Please note, the FFPSA is required for
youths placed in NSP settings.

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vii. The Center for Fair Futures (“the Center”) was launched to support the
implementation of the Fair Futures model across the NYC child welfare agencies and
juvenile justice sector. The Fair Futures model is a comprehensive program designed
to help young people have access to individualized supports they need to achieve
their potential, through age 23. Providers will be able to address and fulfill the needs
of all youth that are part of Close to Home programs.i Fair Future staff may begin
working with youths and family at the beginning of placement. Please note, the Fair
Futures model is required for youths placed in NSP settings.

c. Youth with Intellectual and Developmental Disabilities (I/DD). Youth placed in I/DD
settings should receive all the support, treatment, and understanding necessary to meet
their broad range of physical, emotional, and developmental needs, in a manner that
maximizes their chances for reintegration and success in the community. Youth with such
diagnoses requires a highly structured, closely supervised therapeutic environment and a
program that helps to empower them to achieve their highest potential.

i. Providers serving the I/DD population would ensure that all staff receive training on
I/DD and can support this population.

d. Problematic Sexual Behavior (PSB). PSB treatment is effective in reducing deviant sexual
interest and/or inappropriate behaviors, justice involvement, and non-specific mental
health disorder symptoms as well as improving social connectedness, educational
achievement, and family cohesion. Through PSB specialized services, the youth will learn
impulse control; guidelines for appropriate sexual behavior; how to respect privacy and
understand boundaries; and how to improve/increase their self-esteem. The youth will be
held accountable for their actions and learn to fundamentally change their harmful
behaviors.

i. The Provider will use an Evidence-Based Models such as Multi-Systemic Therapy

Problem Sexual Behaviors (MST-PSB) for justice-involved youth that present with
PSB.2 PSB treatment incorporates intensive family therapy, individual therapy, parent
training, cognitive-behavioral therapy, skills building, and interventions in school and
other community-based systems.

e. Transitional Residential Care (TRC): Transitional residential program is for males (one site
for each) who are preparing to leave CTH facilities and/or the child welfare system without a
permanent living arrangement. Youth entering TRC will be provided with supports which
encourage personal growth, development, and empowerment to make mature and healthy
decisions.

i. Providers would offer youth case management, educational/vocational services and

will help them connect with a variety of community resources to enhance their co-
designed personal development plan.
ii. Providers would create a least restrictive, most home-like setting as possible.

2 https://www.mstservices.com/

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2. Program Expectations for each Program Approach

a. Service Planning

i. Providers would fulfill all programmatic requirements of this contract, relevant laws
and regulations (for NSP, providers must follow foster care regulations), including but
not limited to receiving referrals of families from ACS staff; working in partnership
with ACS staff on cases; documenting case activities in CONNECTIONS (CNNX),
attending meetings with managerial staff at ACS; and regularly collaborating with
other intervention programs in the continuum.

ii. ACS utilizes the Youth Level of Service/Case Management Index (YLS/CMI), which is a
structured assessment instrument designed to facilitate the effective intervention and
rehabilitation of youth who have committed criminal offenses. Case planners should
ensure that youth and family are provided with services that are tailored to best
address the family's strengths and needs. They would be required to incorporate the
Risk Need Responsivity (RNR) framework in all case planning activity. Plans should
match the level of service to the youth’s risk to re-offend, assessing criminogenic
needs, and targeting them in treatment.

iii. Intervention and behavioral treatment should be tailored to each youth’s learning
style, motivation, abilities, and his/her strengths.3 Family members and youth should
be included in treatment planning. They should participate in identifying expected
outcomes and setting timelines to achieve the plan.

iv. Providers would design a model of integrated practice with a special emphasis on
coordinating treatment plans between provider staff (including onsite clinical staff)
and other community service providers. The treatment will include a full range of
health, mental health services, and appropriate recreational activities.

v. Providers would apply interventions that will promote the success of youth in the
program. ACS recently implemented the Length of Stay protocol for all youth placed.
Although the length of stay for an individual youth may differ depending on their
behavior and other factors, all young people placed with CTH (regardless of
classification or docket length) will have a presumptive length of stay of six months in
residential care and a presumptive length of stay of an additional six months on
aftercare.

vi. ACS intake assessment team conducts a prompt screening of every youth placed.
Based on this assessment, youths will be referred to the most appropriate facility.
Once the referral is received, the providers should coordinate and manage the
intervention, offered by their staff or through subcontractors or linked programs, as
appropriate. Outreach must be swift, and the provider must begin delivering services
to the youth immediately.

3 https://www.publicsafety.gc.ca/cnt/rsrcs/pblctns/rsk-nd-rspnsvty/index-en.aspx

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vii. ACS Permanency Planning Specialist (PPS) work closely with providers throughout the
length of time youth are placed. The PPS works with youth, families, residential
provider, educational staff, and other stakeholders to facilitate and support the youth
to work on their individually established goals. They also are the primary contacts
between the courts and the providers. Providers would collaborate with PPS to ensure
youth are receiving services.

viii. ACS CTH conferencing unit is responsible for facilitating conferences throughout
youths’ length of stay. There will be at least three (3) Family Team Conferences (FTC)
held while the youth is in a residential placement facility and at least two (2) meetings
held when the youth is in the community. Additional meetings/conferences can be
held if the provider or PPS believe that they are necessary to ensure the appropriate
planning and support for the youth. Providers would participate in such meetings and
conferences.

ix. Providers would ensure that case planners adhered to the Risk Need Responsibility
(RNR) protocol. It is required that providers utilize the YLS/CMI to develop case
management strategies and identify individualized service interventions that support
progress towards improvement for each youth.

x. Providers would ensure that staff conduct regular Treatment Team Meetings in
accordance with ACS policies to review treatment plans, goals, and readiness for a
less-supervised level of placement. Treatment Team Meetings must include, if
applicable, medical providers, parents/caretakers, and mental health providers, as
well as any other relevant service providers.

xi. Providers would ensure all incidents are reported in a timely manner and documented
accurately. Providers must review all critical incidents within specified timelines.

xii. Providers are required to comply with the Qualified Residential Treatment Programs
(QRTPs) requirements of the Family First Prevention Service Act (FFPSA). The intention
of FFPSA is to aid providers in maintaining higher standards of care for youth based on
treatment outcomes in congregate settings. 21-OCFS-ADM-04.pdf (ny.gov)

xiii. Providers would fulfill all programmatic requirements and follow all requirements set
forth in Document 05 - ACS Close to Home Quality Assurance Standards (QAS).

b. Evidence-based/Promising Practice/Innovative Model: Providers would implement

program models that have been proven to be successful in working with youth in juvenile
residential and aftercare settings. These models should be guided by an overall treatment
philosophy, restorative justice approach, may rely on a theory of change, and generally
involve a “package” of case management, psychosocial, and educational elements. All
services should be rooted in evidence-based, promising/innovative models that incorporate
best practices to effectively meet the needs of the youth and families that are placed in
residential care and aftercare.4

4 https://www.blueprintsprograms.org/

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i. For Evidence-Based Models, providers must deliver the intervention with precise
fidelity. ACS expects full compliance with the defined and comprehensive therapeutic
approach set forth in these models, including limited intervention durations, caseload
size, and family-focused casework contacts. The required casework contacts may
exceed those mandated by Document 05 - ACS Close to Home Quality Assurance
Standards (QAS). Any deviation from an Evidence-Based Model without written
approval from ACS and the model developer is strictly prohibited.

ii. Providers must ensure that the program model developer participates upon ACS’s
request in implementation activities including, but not limited to, conference calls and
meetings with ACS, and that the program model developer provides to ACS, upon
request, fidelity reports or other documentation prepared by the program model
developer regarding the provider’s implementation progress and adherence to the
program model.

iii. Providers would provide prompt, targeted, effective, time-limited, model-adherent

services that directly address the challenges and needs of youth and families being
served. ACS seeks to strengthen family and youth functioning and to improve
outcomes in key areas, including but not limited to justice system involvement,
school, peer relationship, and family functioning.

c. Permanency Planning and Family Engagement: ACS understands that families have complex
needs and dynamics; we also know that youth have a better opportunity of becoming
successful when they are with their families. Therefore, the expectation is that all
reasonable efforts will be made to preserve and reunify a youth with his/her caregiver prior
to being released to the community. Providers will work with youth and families to facilitate
reunification. Parents should be engaged throughout the planning process and be provided
necessary services and supports that will facilitate safe and timely reintegration to families
and communities.

ACS envisions a strong linkage to aftercare services for youth leaving residential settings.
Agencies should utilize a Family Finding model5 to ensure that family resources have been
exhausted, such as:

i. Providers would provide continuity and consistency for youth throughout the
placement and aftercare process. The aftercare team, which includes the case
planner, begins aftercare development once a youth is placed in a residential setting.
The provider’s aftercare team must participate in treatment meetings while the youth
is in the facility in order to foster continuity.

ii. Providers would build upon existing relationships with community-based

organizations that are able to provide youth with pro-social activities, educational
support, and/or tutoring.

5 https://www.familyfinding.org/core-concepts overview.

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iii. Providers must aid youth/families if the need arises for relocation. This includes
moving costs such as transportation, realtor, rent, etc. Youth may experience violence
in their communities or lack of a permanency resource and relocation to reside with
alternative resource out of state may be required to promote permanency, stability,
and safety for that youth.

d. Incentives: Providers may use incentives to increase youth and family participation in
treatment. Incentives can be tangible or intangible rewards used to motivate a youth or a
family. Family participation in treatment team meetings, family therapy, school meetings,
family day, medical/mental appointments, etc. are examples of where incentive-based
interventions may qualify. ACS encourages providers to use incentives broadly and
creatively to maximize outcomes for youth and families, while reserving the right to approve
new uses.

e. Social Justice: Placement and aftercare services will provide a high quality of service and
care that is inclusive of, but not limited to, the history; traditions; values; family systems;
race and ethnicity; immigration and refugee status; religion and spirituality; sexual
orientation; gender identity or expression; social class; and mental or physical abilities of
client populations.

Providers will be aware of the impact of social systems, policies, practices, and programs on
multicultural client populations, advocating for, with, and on behalf of multicultural clients.

Providers will recognize and work to redress the historical legacy of current racial inequities
that result in differences in application of practices, policies, and experiences of families.
Services will examine factors that drive these differences among children and families
involved in juvenile justice and deploy strategies to correct them.

f. Medical and Mental Health Services: Providers would provide comprehensive medical care
to youth including the identification and treatment of emergency and/or serious acute
health and mental health conditions. Providers would be responsible for the interim
management and treatment of chronic/serious health and mental health conditions and
ensure that a medical professional is always on-call and available for consultation by
telephone.

As part of the overall assessment process, providers would review and incorporate into the
youth’s juvenile justice service plan all information available from youth’s time in detention
and from other sources (e.g., probation, other providers, prior placement, parents, and
foster parents, etc.). Providers will complete an initial review of all existing documentation
(e.g., assessments, recommendations, safety plans, and medications, etc.). This should
include any history of problematic substance use, trauma exposure, depression, commercial
sexual exploitation, medical, dental, psycho-social, and Youth Level of Service (a strength-
based tool used in assessing risk and need) information immediately and no later than 24
hours after the youth’s admission to the facility. Additionally, providers would obtain any
clarification or additional information needed of existing documentation.

g. Family First Prevention Act: The Family First Prevention Services Act (FFPSA) allows for
additional support and services that assist families for children to remain at home, reduce

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the unnecessary use of congregate care, and build the capacity of communities to support
children and families.6 Providers would need to offer all youth in care a minimum of six
months of aftercare services.

h. Educational/Vocational: Providers would partner with youth to develop individualized plans

that are informed by and reflect each youth’s educational, vocational, career, and social-
emotional goals. Providers would ensure that youth not already attached to a Fair Futures
coach will be provided one or referred to one.

Providers would staff an educational/vocational specialist that focuses on helping youth

learn skills that will help them find and maintain gainful employment and provide them with
opportunities to deter them from reoffending.7 The educational/vocational specialist will be
responsible for providing technical assistance and support to case planners by advocating
for services available through the DOE, assisting youth with the development of educational
and vocational plans and making referrals to appropriate supplemental services, such as
ACS’ Fair Futures program that provides coaching, tutoring, and housing supports.

i. All youth ages 14 –21 should be referred to career-readiness planning, vocational/

advanced career training, and/or other workforce-based programming via the ACS
Workforce Development Services program along with other community-based
workforce programs.

i. Youth Voice in Facility Operations: Providers would establish a formal Youth Council
specifically designed to support and empower youth voice in the operations of the facility.
The Youth Council will meet regularly to provide input into food, recreation, therapeutic
services, milieu, staffing, and other aspects of residential life.

j. Transportation: Providers would transport youth to and from for home passes, court
appearances, school, and medical appointments. Youth must be closely supervised and
appropriate staff-to-youth ratios must always be maintained during transport. Providers
would also provide transportation to families to ensure and encourage visitation and
schedule meetings (such as conferences, treatment team meetings, events, etc.) at the
location that youth is placed.

3. Evaluation: This section will be evaluated based on the extent to which a proposer
demonstrates the program approach as outlined in this section. It is worth a maximum of 30
percent in the proposal evaluation.

6 https://ocfs.ny.gov/main/sppd/family-first.php

7 https://network.aia.org/blogs/stacey-wiseman/2016/07/22/opportunity-and-engagement-vocational-
programs-in-juvenile-facilities

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D. Staffing

1. Staffing (General):
a. Providers would maintain a level of staffing to manage intake, youth in the facility, aftercare
services, etc.

b. Providers would employ and supervise staff who are well-trained and prepared to adhere to
ACS child welfare and juvenile justice goals, including assessing the safety of children
throughout the life of a case.

c. Direct service staff and supervisors would participate in the ACS-mandated onboarding core
training and will also fulfill the annual training requirements outlined in ACS policies,
standards, and guidance.

d. Providers would document mandated trainings in staff personnel files and in Cornerstone,
the ACS learning management system.

2. Supervision and Training:

a. Providers would conduct weekly supervision with all case planning and clinical staff, which
must include case-specific support coaching and supervision of casework. This includes
progress towards case milestones and completion of required documentation while
reinforcing and reminding staff of best practice.
b. Supervisors would have the ability to assess the professional development needs of their
staff and provide opportunities for growth via necessary and recommended trainings and
skill building development activities that focuses on, but is not limited to, child welfare,
juvenile justice, and other interpersonal and professional skills.
c. Supervisors would conduct quality assurance case reviews with staff and provide staff with
reflective supervisory support and regular performance evaluations.
d. Providers must have a system in placed where supervision of staff is documented and easily
accessible by ACS. Documentation should include, but is not limited to, professional
development and case specific support.

3. Staff Well-Being:
a. Providers would promote staff well-being and retention by providing high-quality,
individualized supervision and peer group support, well-being programming, and
professional development opportunities to staff.

b. Providers would track staff retention, promotions, resignations, and conduct documented
exit interviews and make this information available to ACS upon request.

4. Evidence-Based Model Staffing:

a. Evidence-Based staffing model must provide consistency with the staffing structure and
requirements outlined by the specific model. If the proposed evidence-based program does
not have a required staffing model, the providers must design a staffing structure that will
provide therapeutic interventions for the population served in conformance with the
program structure of the model.

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5. Program Expectations for Staffing:

a. Provider staff would have the experience and skills necessary to implement the clinical
practices and concepts that underlie the programs being used. Evidence-Based Model-
specific staffing qualifications and training requirements are outlined in Section 2.C. of this
RFP, Proposed Program Approach.

b. Provider staff would have experience working with youth and have knowledge of the
juvenile justice system.
c. Provider staff members must be cleared with the Statewide Central Register of Child Abuse
and Maltreatment (SCR) and the Vulnerable Persons Central Register (VPCR) and pass a
criminal background check before providing services to a youth or a youth’s family.
d. Providers would recruit and hire qualified staff in a timely fashion to maintain optimal
utilization, required caseloads, casework contacts, and supervisory oversight in compliance
with program and ACS standards.
e. Providers would adhere to all programmatic requirements despite staffing vacancies.
f. Providers would make efforts to hire linguistically and culturally responsive staff
representative of the population served and fluent in the languages spoken by participating
youth and family members. This may include hiring staff from the same community where
the program services are being provided.
g. Providers may utilize consultants, including but not limited to, the categories included
below. For each consultant utilized, providers must have a signed contract and a record of
the consultative services provided. Consultants may be shared across multiple programs.
i. Physician: Licensed and currently registered to practice medicine in New York State.
ii. Dietitian: Bachelor’s degree with major studies in food and nutrition and registered
with the Academy of Nutrition and Dietetics.
h. Providers with sites serving youth with IDD diagnoses must have access to a psychologist in
order to perform appropriate evaluations and assessments that are needed.
i. Providers serving IDD youth shall supply or arrange for speech, occupational, and physical
therapy as needed.
j. Providers would adhere to all staff qualifications and experience requirements listed in
Document 05 - ACS Close to Home Quality Assurance Standards (QAS).
k. Provider staff must, at minimum, meet the qualifications listed below for their appropriate
positions. Any exceptions or waiver requests must be communicated to ACS in writing
including details regarding the request and rationale for the staffing decision:

i. Director/Supervisor of Social Work Services (1 FTE): A master’s degree in social work

or graduation from an accredited school of social work and a minimum of two (2)
years of experience, with at least one (1) year of experience, in a supervisory capacity
in the field of child welfare, or a minimum of three (3) years of experience, with at
least one (1) year of experience in the field of juvenile justice, under qualified
supervision. LCSW or LMSW or Licensed Mental Health Counselor preferred.

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ii. Program/Site Director (1 FTE): (for General NSP or LSP Programs) A master’s degree in
a human service-related field preferred with three (3) years of experience working
with court-involved youth. At least three (3) years of experience must include working
in a residential setting. A candidate may also have a bachelor’s degree in a human
service-related field with five (5) years documented satisfactory experience working
with court-related youth. At least three (3) years of experience must include working
in a residential setting.
iii. Mental Health Professional (1 FTE): LCSW preferred or LMSW/licensed mental health
professional (e.g., MHC, MFT, etc.) with equivalent human service graduate degree
and at least two (2) years documented relevant experience.
iv. Substance Abuse Professional (CASAC) (1 FTE): Substance use clinician who is trained
in evidence-based substance abuse and meets the standards of the therapeutic model
being used.
v. Shift Supervisor/Group Leader (2 FTE): Associate degree preferred. Candidate must
have at least a high school degree or equivalent diploma and have one (1) year of
experience working with at-risk youth. Must be qualified by appropriate training and
have experience with children living in a group living facility.
vi. Youth Specialist (8-11 FTE): Must have at least a high school degree or equivalent
diploma. LSP sites staff must have experience working with at-risk youth (e.g., paid,
volunteer, internship, community service). Providers should make all efforts to hire
staff with relevant experience working with youths.
vii. Case Planner (1 FTE): MSW or equivalent human services graduate degree (preferred)
or bachelor’s degree with at least two (2) years of documented relevant experience.
Case Planners are required to work with youth until completed disposition. Having the
same case planner in residence throughout aftercare will foster continuity of care.
viii. Educational/Vocational Specialist (1 FTE): Must have expertise in resolving
challenging educational issues and identifying pro-social activities for youth. They
would also be responsible for identifying employment opportunities for youth and
caregivers. The Education/Vocational Specialist will be expected to work in
collaboration with ACS’ education unit also to work with the youth until the end of
disposition which includes aftercare.
ix. Nurse (0.25 FTE): New York State registered professional nurse or licensed practical
nurse.
x. Nurse Practitioner/Psychiatrist: (0.5-1 FTE) New York registered professional that is
licensed to conduct psychiatric assessments, prescribe medication, and perform
medication management.
xi. Fair Futures Coach (1 FTE): A Bachelor’s degree or associate or other accredited
vocational degree, and two+ (2+) years of experience working with young people.
Build relationships with young people. Coaches employ creative, out-of-the box
approaches to engaging youth and do not give up if they are not responsive.
xii. Fair Futures Education-Career Specialist (1 FTE): A Bachelor’s degree or associate or
other accredited vocational degree, and two+ (2+) years of experience working with
young people. Specialists work collaboratively with Coaches to help young people

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make progress towards their academic and career development goals. This can
include liaising with schools and providing educational advocacy.
xiii. Fair Futures Supervisor (1 FTE): Bachelor’s degree; Master’s preferred, a minimum of
two (2) years supervisory experience. Supervisors monitor the progress Coaches are
making with young people through regular supervision sessions (typically weekly) and
ensure Coaches are taking appropriate steps to help young people progress and plan
for the next step on their journey.
l. Sharing of direct staff (including directors, case planners, and supervisors) across different
programs or contracts is strictly prohibited, without express written approval from ACS.
m. Providers would operate the program with the required staffing structure of core staff as
outlined below. For each program, only whole numbers of staff are allowed for the core
staff positions outlined.

Program Staffing Structure per 9 slots (per 6 slots in parentheses)

Non-Secure Placement (NSP) 11 (8) Youth Specialist
2 Shift Supervisor/Group leader
1 Site Director
1 Case Planner
1 Intake Coordinator
1 Licensed Mental Health Clinician
1 Substance Abuse Counselor (CASAC)
1 Recreational Specialist
2 Peer Counselors/mentor (aftercare)
1 Aftercare Supervisor
1 Crisis Specialist (aftercare)
1 Fair Futures Coach
1 Fair Futures Educational-Career specialist
1 Fair Futures Supervisor

Limited Secure Placement (LSP) 11 (8) Youth Specialist

2 Shift Supervisor/Group leader
1 Site Director
1 Case Planner
1 Intake Coordinator
1 Licensed Mental Health Clinician
1 Substance Abuse Counselor (CASAC)
1 Recreational Specialist
2 Peer Counselors/Mentor (aftercare)
1 Aftercare Supervisor
1 Crisis Specialist (aftercare)
1 Fair Futures Coach
1 Fair Futures Educational-Career specialist
1 Fair Futures Supervisor

Problematic Sexual Behavior (PSB) Male 11 (8) Youth Specialist

2 Shift Supervisor/Group leader
1 Site Director
1 Case Planner
1 Intake Coordinator

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1 Licensed Mental Health Clinician (PSB)

1 Substance Abuse Counselor (CASAC)
1 Recreational Specialist
2 Peer Counselors/Mentor (aftercare)
1 Aftercare Supervisor
1 Crisis Specialist (aftercare)
1 Fair Futures Coach
1 Fair Futures Educational-Career specialist
1 Fair Futures Supervisor

Intellectual and Developmental Disabilities 11 (8) Youth Specialist

(IDD) Male 2 Shift Supervisor/Group leader
1 Site Director
1 Case Planner
1 Intake Coordinator
1 Licensed Mental Health Clinician
1 Substance Abuse Counselor (CASAC)
1 Recreational Specialist
2 Peer Counselors/Mentor (aftercare)
1 Aftercare Supervisor
1 Crisis Specialist (aftercare)
1 Fair Futures Coach
1 Fair Futures Educational-Career specialist
1 Fair Futures Supervisor

Transitional Residential Care 11 (8) Youth Specialist

2 Shift Supervisor/Group leader
1 Site Director
1 Case Planner
1 Intake Coordinator
1 Licensed Mental Health Clinician
1 Substance Abuse Counselor (CASAC)
1 Recreational Specialist
2 Peer Counselors/Mentor (aftercare)
1 Aftercare Supervisor
1 Crisis Specialist (aftercare)
1 Fair Futures Coach
1 Fair Futures Educational-Career specialist
1 Fair Futures Supervisor

n. Provider’s staff would be skilled at the engagement of youth and families and have a
thorough understanding of child and adolescent development. Providers would make all
effort to employ social work staff that are knowledgeable about trauma, child development,
social services, juvenile justice, and the specific, diverse set of needs of the families they
intend to serve.
o. Prior to the provision of services to youth and families, providers would verify that all
appropriate staff satisfactorily complete initial training as described below. Providers would

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also verify that all appropriate staff members participate in all required activities related to
supervision, consultation, fidelity assessment, quality assurance and model adherence,
training refreshers, and monitoring.
p. Providers would ensure that each staff member receives all initial and ongoing training at
required intervals and required consultation for any applicable evidence-based programs. In
addition, providers are required to participate fully in all quality assurance protocols,
processes, and feedback loops required and requested by a model or ACS. Sources of
detailed information on each model can be found in the citations to this RFP and in Section
2.C., Proposed Program Approach.
q. Providers would ensure that all staff receive appropriate supplemental training as needed to
support their work and to be able to address the complex needs of the target population.
r. Providers must ensure that supervisors and case planners adhered to the Risk Need
Responsibility (RNR) protocol and attend trainings surrounding use of the Youth Level of
Services (YLS) and case planning offered by ACS.
s. Providers would utilize the ACS Workforce Institute course registration, enrollment tracking,
and course approval system.
t. Providers would have an ongoing commitment to learning and would seek out opportunities
to elevate the skills of their staff to better serve children and families. Providers would
participate in the ACS-mandated onboarding core training and would also fulfill the annual
training requirements as outlined in ACS policies, standards, and guidance.
u. Providers would provide worker safety training to all therapeutic staff and supervisors.
v. In designing staff training, providers would engage and encourage the participation of
representatives from community-based agencies who provide culturally appropriate and
linguistically-supported programs, including services for LGBTQ youth, such as local
hospitals, police precincts, and drug treatment centers, and community residents.
6. Evaluation: This section will be evaluated based on the extent to which a proposer
demonstrates the ability to meet the staff qualifications and training, based on the criteria in
this section. It is worth a maximum of 20 percent in the proposal evaluation.

E. Program Locations, Accessibility, and Inclusivity Standards

1. Program Site Information:

a. Except for City-leased sites, Providers must demonstrate site control (e.g., ownership, an
executed lease, or a letter from owner of proposed site, letter of intent, etc.) at time of
proposal.
b. All sites are subject to ACS approval and must comply with ACS policies. All sites must
adhere to all the regulations listed in the Document 05 – ACS Close to Home Quality
Assurance Standards (QAS).
c. New York City currently has a LSP City-leased site that is designed to operate as an eighteen
(18) bed facility which is available for immediate use located at 1125 Carroll Street,
Brooklyn, NY 11225. This site can be used to operate two (2) (9 bed) Male LSP sites. There is
also a City-leased site designed to operate as a twelve (12) bed facility located at 1133
Forest Hill Road, Staten Island, NY 10314, which can be used as a Male Transitional
Residential Care facility; however this site is subject to availability at the time of award.

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d. ACS is offering a site visit to the City-leased sites. For more information, reach out to
Claudette Thompson 929-266-0190.
e. Providers will be required to complete the OCFS certification process as either a specified or
non-specified setting. Certification will be granted to individual congregate care programs
that meet all requirements, as determined by an OCFS review of submitted application
materials. Any change to the operation or certification of a program that affects the
program’s capacity to meet any of the FFPSA requirements must be reported to OCFS
immediately.

2. Program Accessibility and Inclusivity:

a. Providers would assess the communication skills of each youth and family to be served and
address all identified family literacy limitations so that both oral and written
communications occur at an appropriate level to enable the family’s full participation in and
understanding of the services being offered.
b. Providers would provide culturally and linguistically competent services through staff who
are representative of the population served and fluent in the languages spoken by
participating youth and families. If translation services are needed, providers would provide
translation services.
c. Providers would have a strategy to guide staff in balancing the task of delivering program
content with being responsive to a family’s cultural beliefs and immediate circumstances.
d. Providers would make services accessible to clients with disabilities. Strategies for doing so
may include, but not be limited to, offering telecommunication devices for the hearing
impaired, raising staff consciousness about disabilities, using large print informational
reading materials, and establishing referral protocols to programs that serve people with
disabilities.
e. Providers would recognize and work to redress the historical legacy of current racial
inequities that result in differences in the application of practices, policies, and experiences
of families involved in the child welfare and juvenile justice systems. Providers would
examine the factors that drive these disparities and implement strategies to address them.
Strategies could include, but are not limited to, establishing a racial equity committee within
the organization, conducting ongoing assessments of equity, and developing strategies to
address equity in hiring practices and advancement opportunities.
f. Providers would adhere to ACS’ policies and procedures regarding the equitable and
sensitive treatment of Lesbian, Gay, Bisexual, Transgender and Questioning (LGBTQ) (See
Document 05) youth and their families, and all applicable federal, state, and local laws
concerning the care and custody of youth who identify as LGBTQ.
g. Providers must ensure that pregnant youth, expectant fathers, and/or parenting youth
receive timely education, counseling, and services to ensure the well-being of the youth and
their children and/or unborn child is provided by referring internally to the DYFJ Parenting
and Healthy Relationship Services for ACS-Involved Youth contract or to community partners
as referenced in Document 05 - ACS Close to Home Quality Assurance Standards (OAS).

3. Evaluation: This section will be evaluated based on the extent to which a proposer
demonstrates a plan and the ability to provide services in alignment with the location and

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inclusivity standards outlined in this section. This section is worth a maximum of 10 percent in
the proposal evaluation.

F. Monitoring and Reporting

1. Case Record and Recordkeeping:

a. Providers would comply with the specific policies and procedures regarding assessment,
case documentation, evaluation, and quality assurance measures for the service model
being used, including the use of databases provided and operated by the model provider
and would make these data available to ACS and other parties for monitoring and
evaluation.
b. Providers would maintain adequate case files and fiscal records and ensure that staff follow
appropriate recordkeeping practices and procedures, in a manner compliant with all existing
Federal, State, and City laws, rules, and regulations. Recordkeeping also must be consistent
with policies, procedures, and standards promulgated by ACS, including the utilization of
electronic data management systems such as the New York State system of record for all
child welfare cases, CONNECTIONS (CNNX), or other record systems recommended by ACS.
c. Providers would collect and maintain data to report to ACS and model developers on
program performance. This data would be used to measure the program’s performance in
delivering the expected outcomes outlined in this RFP. Providers would be fully responsible
for ensuring completeness of this data and for the maintenance of any internal systems
used to collect and maintain the data. Providers performing Evidence-Based Models would
utilize any information systems required by the model developer(s). ACS will work
collaboratively with providers to ensure that the data being collected clearly represents and
targets the youth that are being served.
d. Providers would provide a copy of any model fidelity, quality assurance or similar reports to
ACS within five (5) business days of receiving such report from the applicable program
model developer or such other period designated by ACS. This will enable data collection
and monitoring additional performance indicators as appropriate and as part of a full
evaluation process.

2. Quality Assurance:
a. Providers would comply with ACS and any proposed evidence-based program policy and
procedures regarding evaluations, best practices, and improvement strategies as
appropriate in Document 05 - ACS Close to Home Quality Assurance Standards (QAS).
b. Providers would work with ACS’ Division of Policy, Planning, and Measurement (DPPM) and
any applicable evidence-based program consultant and Preventive Scorecard consultants
and monitors to ensure performance standards are maintained, including, but not limited
to, scheduling site visits, access for case record reviews and evaluations, and attendance at
pertinent meetings and trainings. In addition, providers must fully comply with the
requirements of the ACS Close to Home Quality Assurance Standards (QAS).

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3. Expected Outcomes for Interventions:

a. Interventions should be designed to promote ACS’ goals for youth and families and should
include a built-in capacity for providers to maintain data that tracks individual performance
and outcomes and to use this data to facilitate a continuous quality improvement process.
b. Providers would comply with ACS policies, procedures, and systems regarding assessment,
monitoring, evaluation, quality assurance, compliance, best practices, improvement
strategies, and technical assistance and would provide all information necessary to allow
ACS to fulfill these responsibilities.
c. Providers will be held accountable for reporting on programmatic outcomes, maintaining
fidelity to program models, maintaining all financial records and complying with all ACS
policies and standards. The ACS contract manager in the Division of Youth and Family Justice
will serve as the primary point of contact for support, reviewing all budgets and budget
modifications, analyzing invoices, conducting site visits, monitoring model fidelity, and
tracking contract compliance in real time. Both parties will endeavor to identify monitoring
activities and feedback loops to understand provider progress and compliance with and
build upon best practices.
d. Providers would allow ACS to make regular announced and unannounced site visits to assess
contract compliance.
e. Providers would engage in regular communication with an ACS contract manager to discuss
progress, identify challenges, and develop program improvements. Providers would use the
ACS contract manager as the primary point of contact at ACS.
f. Providers would submit regular reports as required and requested by ACS using information
systems prescribed by ACS. Providers would also be required to participate in all quality
assurance activities, including collaborative quality improvement, learning collaboratives,
and others as required by ACS.
g. Providers would develop internal oversight and accountability metrics to ensure program
success.
4. Evaluation: This section will be evaluated based on the extent to which a proposer
demonstrates a viable monitoring and reporting plan, based upon the criteria in this section. It is
worth a maximum of 5 percent in the proposal evaluation.

G. Budget Management

1. Budget Management: Proposers would be required to submit both a line-item budget and
budget narrative.
a. Providers would propose to operate the program with a budget based on the anticipated
available funding stated in the “Basic Information” chart. Proposers may not propose an
annual budget above the maximum available annual funding amount for each competition
pool. Proposals that propose more than the maximum available annual funding per
competition pool may be considered non-responsive.
b. The contractor would conform to The City of New York’s Health and Human Service Cost
Policy and Procedures Manual (Cost Manual). For the purpose of responding to this
solicitation, proposers may budget up to their Accepted Indirect Cost Rate or use the 10% de
minimis Indirect Cost Rate.

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c. The proposed budget should be a detailed itemized budget that represents the annual costs
to provide all services as found in the PASSPort Questionnaire Tab, Section G, Question 1 in
a format which will show support of the entire proposed program.
d. Providers would ensure all costs associated with the effective delivery of services are
included in the budget, such as, but not limited to, all licensing, staffing, and training,
technical assistance, and fidelity monitoring associated with any Evidence-Based Model.
Proposers should work directly with the respective model developer to negotiate any fees
or costs associated with Evidence-Based Model implementation, staff training, and ongoing
support.
e. In addition to the operating expenses, the line-item budget for the first year of program
operations may also include start-up costs (i.e., costs that are non-recurring and related to
implementation of the program) that must be incurred during the first sixty (60) days of the
program. No additional funds will be provided for start-up costs; however, start-up costs
related to program development and implementation may be reimbursed up to the value of
the operating budget for the first 60 days of the program. Therefore, these costs must be
included and described as part of the total budget for the first year of the contract. Costs
such as, but limited to, site certification, minor renovations, facility equipment, training
materials, regulatory facility furniture (i.e., beds, etc.) may be considered start-up expenses.
f. ACS expects contractors to coordinate their programmatic, fiscal, quality, and administrative
functions for a comprehensive approach to delivering, monitoring, and paying for services.

2. Evaluation: This section will be evaluated based on the proposer’s budget template and
corresponding narrative that describes how the proposer would plan for and manage budgets
for the proposed program. It is worth a maximum of 5 percent in the proposal evaluation.

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Section 3 – Payment Structure

A. Payment Structure

The projected funding available for the contracts awarded from this RFP is: $152,604,630 ($50,868,210
annually). ACS expects to award seventeen (17) contracts based on the competition pools, available
funding, and slot allocation as listed below:

Service Location of Number Anticipated Available Funds Annually

Facility of Youth Number of
to be Contracts/
Served Homes
(Capacity of
Homes)

Female NSP Bronx 6 1 $2,812,606

Brooklyn 6 1 $2,812,606

Male NSP Bronx 27 3 (9 youth in $9,295,818

each home)

Brooklyn 27 3 (9 youth in $9,295,818

each home)

Queens 18 2 (9 youth in $6,197,212

each home)

Male NSP NYC or 6 1 $2,909,846

Problematic Sexual surrounding
Behavior (PSB) area (within 20
miles of NYC)
Male NSP Intellectual NYC or 6 1 $2,909,846
and Developmental surrounding
Disabilities (IDD) area (within 20
miles of NYC)

Female LSP NYC or 6 1 $2,812,606

surrounding

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area (within 20
miles of NYC)

Male LSP NYC or 27 3 (9 youth in $9,295,818

surrounding each home)
area (within 20
miles of NYC)

Male Transitional NYC or 6 1 $2,526,034

Residential Care (TRC) surrounding
area (within 20
miles of NYC)

Payment will be based on a line-item budget structure, with monthly invoices reflecting expenditures
against an approved budget. Proposers may not propose an annual budget above the maximum
available annual funding. Proposals that propose more than the maximum available annual funding may
be considered non-responsive.

B. Reimbursement

Monthly reimbursement will be based on an approved, budgeted allocation from the line-item budget.
Actual payments will be made via New York City’s Procurement and Sourcing Solutions Portal
(PASSPort). Providers will invoice monthly in relation to expenses associated with each budgeted line
item.

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Residential and Aftercare Services for Adjudicated Youth Close to Home (CTH) RFP
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Section 4 - Basis for Contract Award and Procedures

A. Proposal Evaluation

All proposals accepted by ACS will be reviewed to determine whether they are responsive or non-
responsive to the requirements of this RFP. Proposals that are determined by ACS to be non-
responsive will be rejected. ACS’s evaluation committee will review and rate each responsive technical
proposal. The evaluation criteria are as follows:

Evaluation Criteria Percentage of Overall

Score
A. Experience 20%
B. Target Population 10%
C. Proposed Program Approach 30%
D. Staffing 20%
E. Program Locations, Accessibility, and Inclusivity Standards 10%
F. Monitoring and Reporting 5%
G. Budget Management 5%

The proposals will be ranked in order of highest to lowest technical score within each of the
competitions, and ACS will establish a shortlist in each competition through a natural break in scores
for technically viable proposals. ACS reserves the right to conduct site visits and/or interviews and/or
to request that proposers make presentations and/or demonstrations, as ACS deems applicable and
appropriate. Although discussions may be conducted with proposers submitting acceptable proposals,
ACS reserves the right to award a contract based on the initial proposals received, without discussions;
therefore, the proposer’s initial proposal should contain its best programmatic and price terms.

B. Contract Award

Contracts will be awarded to the responsive proposers whose proposals are determined to be the
most advantageous to the City, taking into consideration the price and such other factors which are
set forth in this RFP. ACS anticipates making seventeen (17) contract awards, based on the list below:

Service Location of Number Anticipated Number of Available Funds

Facility of Youth Contracts (Capacity of Annually
to be Homes)
Served

Female NSP Bronx 6 1 $2,812,606

Brooklyn 6 1 $2,812,606

Male NSP Bronx 27 3 (9 youth in each $9,295,818

home)

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Residential and Aftercare Services for Adjudicated Youth Close to Home (CTH) RFP
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Brooklyn 27 3 (9 youth in each $9,295,818

home)

Queens 18 2 (9 youth in each $6,197,212

home)

Male NSP NYC or 6 1 $2,909,846

Problematic Sexual surrounding
Behavior (PSB) area (within
20 miles of
NYC)
Male NSP Intellectual NYC or 6 1 $2,909,846
and Developmental surrounding
Disabilities (IDD) area (within
20 miles of
NYC)

Female LSP NYC or 6 1 $2,812,606

surrounding
area (within
20 miles of
NYC)

Male LSP NYC or 27 3 (9 youth in each $9,295,818

surrounding home)
area (within
20 miles of
NYC)

Male Transitional NYC or 6 1 $2,526,034

Residential Care (TRC) surrounding
area (within
20 miles of
NYC)

Proposals will be ranked in descending order of their overall average technical scores. ACS will
recommend awards to the highest technically ranked proposals in each of the competitions whose
budget does not exceed the criteria set forth in the RFP and the following conditions:

a. In the event of a tie score, the proposal scoring higher in Section 2.C., Proposed Program
Approach, will be recommended for a contract award.

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b. In the case that a proposer is eligible for more than one contract award, ACS reserves the right
to determine, based on the proposer’s demonstrated organizational capability and the best
interests of the City, respectively, how many and for which competition pool the proposer will
be awarded a contract.
c. ACS reserves the right to skip a higher ranked proposal to make an award to a proposer
proposing a City-leased site and/or a site within the five boroughs of New York City.
d. ACS reserves the right to increase the number of slots if funding is available.
e. ACS reserves the right to award less than the full amount of funding requested and to
modify the allocation of funds among competitions in the best interests of the City.
f. ACS reserves the right to shift service targets and areas in response to changes in
demographics or service needs across communities.
g. ACS reserves the right, prior to contract award, to determine the length of the initial
contract term and each option to renew, if any.

Contract award is subject to:

a. Timely completion of contract negotiations between ACS and selected proposers as well as a
positive responsibility determination. Negotiations may include the following adjustments
requested by ACS of proposers:

i. Capacity reductions or increases as compared to the proposed capacity

ii. Target population to be served
iii. Service location
iv. OCFS certification

b. Evidence of appropriate licensure from or an agreement with the model developer for
Evidence-Based Models.

i
https://www.fairfuturesny.org/

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