Project Management Consulting Services
In partnership, the Alliance for Healthier Communities (the “Alliance”) and the Indigenous Primary Health Care Council (the “IPHCC”) invite experienced Consultants to submit proposals for project management, engagement and the design and development of models of care for the Transitions in Care project, a provincial initiative to support clients being released from provincial correctional facilities with access to wraparound care.
2.0 About the Alliance for Healthier Communities
The Alliance for Healthier Communities is the voice of a vibrant network of community-governed primary health care organizations. Alliance members serve diverse communities across the province, and they are rooted in the communities they serve. They share a commitment to advancing health equity through the delivery of comprehensive primary health care.
The Alliance is an organization and a movement, committed to seeing a transformative change to the health system in Ontario. It exists to improve the health and wellbeing of people and communities facing barriers. Together with members and partners, the Alliance for Healthier Communities works to ensure healthier people, healthier communities, a more inclusive society, and a more sustainable health care system.
The best possible health and wellbeing for everyone living in Ontario.
We champion transformative change to improve the health and wellbeing of people and communities facing barriers to health.
3.0 About the Indigenous Primary Health Care Council
The Indigenous Primary Health Care Council (IPHCC) is a new Indigenous- governed culture-based and Indigenous-informed organization. Its key mandate is to support the advancement and evolution of Indigenous primary health care services provision and planning throughout Ontario. Membership currently includes Aboriginal Health Access Centres (AHAC), Aboriginal governed, Community Health Centres (ACHC), other Indigenous governed providers and partnering Indigenous health researchers and scholars.
We are Indigenous health care organizations that operate in cities, First Nations, rural and remote areas across Ontario, improving health care disparities for the people. Like historic alliances, such as the Council of Fires, we have united, for the sole purpose of working collaboratively, collectively, and deliberately so that the health and well-being of the Indigenous People in Ontario, across each generation, is restored and assured. Our Model of Wholistic Health and Wellbeing places culture at the center as we believe our cultural effects all aspects of healing; Emotional, Mental, Physical and Spiritual.
We promote and develop models of Indigenous primary health care provision that support the health and well-being of Indigenous peoples.
The Alliance and IPHCC are seeking to procure project management, engagement, and model design services for the Transitions in Care initiative that will see increased coordination and the mobilization of the community health sector and correctional facilities to support clients released from provincial corrections facilities.
The Transitions in Care project led by the Ministry of the Solicitor General is a large and highly complex endeavour. As envisioned, this project will involve the simultaneous development of local initiatives and a provincial framework for transitions in care. If successful, it will ensure that persons leaving incarceration in provincial facilities will have access to wraparound health services that include primary care, mental health care, harm reduction, social care, and access to material supports.
This is a transformative approach that will require communication and coordinated work among numerous community primary healthcare organizations and community social service agencies as well as multiple government ministries and agencies, in addition to the three sponsoring organizations – the Ministry of the Solicitor General (the Ministry), IPHCC, and the Alliance. The work will need to include people working on the front lines of care both within correctional facilities and in the community, as well as management and policymaking staff and people with lived experience of incarceration.
A large number of individuals (approximately 40,000 across Ontario) are released from provincial correctional facilities into Ontario communities each year. As many as 80% of them have known mental health alerts and/or substance use challenges that require ongoing wraparound healthcare. According to research by Koyoumdjian et al. (2019), about 60% of this population are attached to a primary care provider upon release. About 15% are attached to team-based primary care (CHC, FHT, or AHAC). This leaves as many as 34,000 people released into Ontario communities each year with no attachment to team-based care and 16,000 people no attachment to any primary care provider1.
The post-incarceration population has significant medical and social complexity Koyumdjian et al (2019). Most are in the lowest or second-lowest income quintiles (37.1% and 21.5%, respectively), and they have significant co-morbidities, including diabetes, asthma, COPD, mood disorders, schizophrenia, anxiety disorders, and substance-related disorders. Many will experience multiple, brief incidences of incarceration throughout their lifetime: the median number of incarcerated people in the Koyumdjian et al. study (2019) was 10 in the
- For the purposes of this study, a person was deemed “attached” to a team-based primary care model if they received any services from a CHC within 2 years of release or if they were enrolled with a FHT or if physician who billed the greatest value for services provided to that person was associated with a FHT. They were deemed “attached” to a non-team primary care provider if they did not meet the criteria for team-based attachment but used a fee-for-service, FHO, RNPGA, or similarly-compensated physician.
previous year and 72 across the previous five years. Over 50% returned to prison at least once during the two-year study.
A SolGen data snapshot from May 31, 2020 indicates the following:
- 36,597 people were under community supervision (on parole, awaiting trial, or serving a sentence in the community)
- The racial breakdown of this population was as follows:
- 3518 (11%) Indigenous
- o 3180 (10%) Black
- o 21,534 (67%) white
- Nearly two thirds of Black clients are in the Central region, and about half of Indigenous clients are in the Northern region.
These data demonstrate a need for culturally safe team-based primary health care to be made more accessible to people who are released from prison. Through our conversations with staff from the Ministry of the Solicitor General (SolGen), we have learned that they have a strong understanding of their clients’ vulnerability and need for person-focused, team-based primary health care, particularly including care for mental health and addictions. They recognize that many people leave prison in need of support for housing, employment, food security, and other material determinants of health.
Barriers and Enablers
Capacity is the most significant barrier to our sector providing care for people released from corrections. Each week, over 300 people are released into the community with no primary care attachment, and an even larger number with attachment to a primary care provider but not team-based care. Absorbing this number of new clients into their panels would out a strain on our members’ capacities, particularly when it comes to mental health care. A 2018 sector scan conducted by the Alliance found that member centres serving urban at-risk populations have at least twice the demand for psychiatric services as those in other settings. Some of this additional demand is being met through external referrals and community partnerships, and some is likely going unmet.
Another barrier is a lack of access to data. Currently, health care providers within the provincial prison system are charting on paper; however, the Ministry is moving towards adopting a sector wide EMR, but the timeline for this is uncertain. There are also challenges with disaggregated sociodemographic data, and lack of advance notification of when someone will be released, or to what community. This latter problem is currently heightened due to the COVID-19 pandemic, as people are being released from detention by the courts to create space for physical distancing within facilities.
There have also been challenges with ministries developing meaningful relationships with community partners. In some communities, they participate in local planning tables, but in others they have struggled to get access. They recognize that they don’t have the kind of access or community knowledge that primary health care organizations have.
However, there are assets in our sector that will position us well to provide this care if capacity challenges can be met. These include:
- TeamCare. Clients who are already attached to primary-care providers may be able to access wraparound care from a primary health care team if their provider is connected to TeamCare.
- Social Prescribing. Our model of Social Prescribing is grounded in the presence of a Social Prescribing Navigator who can work with clients, their providers, and, where appropriate, corrections staff to co-design wraparound care plans that include support for social and material needs and link these to clinical care.
- Participation in Ontario Health Teams and planning tables. Many of the Alliance member centres are lead or co-lead agencies in Ontario Health Teams and sit at other regional and community planning tables. As such, they have a strong understanding of local assets and relationships with local agencies who may be called upon to deliver care. More recently, the IPHCC began working with the Ministry of Health on an initiative to develop a provincial framework for Indigenous participation in the OHT process.
- Commitment to health equity and the Model of Health and Wellbeing. Our members’ grounding in health equity and the Model mean that they understand the marginalization and complex needs experienced by people who have been released from prison. They are able to provide culturally-safe, accessible, and trauma-informed care. They recognize barriers to health and wellbeing and can work with clients to co-design solutions to overcoming these barriers.
Given the overrepresentation of Black and Indigenous people in the population of those who have been incarcerated, it is important that primary health care organizations who partner with SolGen be able to provide culturally safe and anti-oppressive care for these populations. This will be particularly important in the Central and Northern regions, where Black and Indigenous people under community supervision are concentrated. Alliance and IPHCC members are committed to anti-oppressive, anti-racist, and anti-colonial practices and culturally safe care. IPHCC member organizations are Indigenous led, and many provide land-based care as well as the services of Elders, knowledge keepers, and traditional healers. The Alliance has a number of Black-led member centres across Ontario, especially concentrated in the GTHA.
Care will also need to be trauma-informed with special attention to paid to mental health, substance use disorder, and harm reduction. Of the 50,000 people released from correctional institutions in 2017-2018, one third (33%) had a mental health alert on their file, and over half (54%) had a substance abuse alert. Alliance and IPHCC members provide trauma-informed care, and many provide mental health care services either internally or through community partnerships. Additionally, many Alliance members provide harm reduction and addiction treatment services.
5.0 Services Required
Scope of Services and Deliverables:
Both the Alliance and the IPHCC, as well as the many primary healthcare and community service agencies that will be crucial to this work, have capacity challenges that present a potential barrier to the success of this project. Continuous, effective coordination, planning and design of this complex work will take considerable effort and expertise. It is essential that the successful Consultant Team collectively possess the appropriate experience and expertise to achieve the following deliverables within the 2021/22 fiscal year:
1. Gap Analysis: Environmental Scan and Literature Review
A Mapping and Matching exercise will be conducted that includes a scan of the in scope Correctional Institutes (to be provided by the Solicitor General) and the IPHCC and Alliance organizations. The scan will
match institutes against community health centres to determine opportunities for local relationships to linking individuals upon release to wraparound care, including making cultural connections. The exercise will include the identification of existing relationships and programs that can be built upon and highlight where the gaps are.
The scan will include a review of existing discharge planning processes, current correctional staff that support the process and parole and probation processes and practices.
- Current State maps that identify natural fits for local partnerships and informs the engagement strategy overall.
- Process/Care Pathways maps for the current discharge planning practices and health and social service provision upon release.
- A Strengths and Gap analysis
2. Stakeholder Mapping and Engagement
A Stakeholder Mapping exercise will be conducted that identifies stakeholder groups by region, highlighting the purpose and expected outcomes of the engagement, as well as identifying the methods of engagement and communication based on level of interest and influence.
Key stakeholders will be identified from the following five major stakeholder groups:
- Aboriginal Health Access Centres, Community Health Centres, Family Health Teams, Nurse Practitioner-Led Clinics that are inclusive of both IPHCC and Alliance members
- Indigenous Stakeholders: Other Indigenous service providers and organizations
- Other Allied Health and Social Service Providers
- Correctional and Probation and Parole staff and management
- Lived Experience, Patients/Clients, Families and Caregivers
Stakeholder meetings will take place:
- Virtual Meetings: Both 1:1, focus groups and webinars
- Some in-person meetings may take place in 2021/22 as/if COVID restrictions begin to loosen
The successful consultant will work collaboratively with the Alliance and IPHCC team leads to identify the key stakeholders and an effective engagement and communications strategy that accounts for restrictions and limitations resulting from COVID. Efforts will be made to be respectful of competing priorities and we will look for opportunities to leverage existing platforms and groups. A combination of 1:1 interviews, group interviews and webinars will be used.
- A list of key stakeholders for engagement
- An Engagement and Communication strategy and dissemination plan
- Engagement materials, presentations, discussion guides, surveys, etc.
- Completed engagement and engagement report outlining findings and recommendations.
3. Local Partnerships
This component will include the development of a flexible local partnership framework and proof of concept that can be potentially applied within regions. While preliminary outreach with community partners has indicated there are some existing informal relationships that can be leveraged, recommendations stemming from the engagement and journey maps, may include developing more formalized partnerships for consistency and accountability. A local partnership framework will be designed that outlines opportunities for partnerships, is flexible enough to accommodate the resources and needs at the local level, and can be scaled and spread
This work will also include a review of current policy to identify barriers to care and enablers for entering into more immediate partnerships at the local level.
Partnership Service Agreements (Collaboration Agreement)
Part of the work within this component will involve drafting of a partnership service (collaboration) agreement that can be used for formalized relationship building with the health care sector that may include primary care, specialty services, hospitals and other service sectors like long-term care at the regional level. The agreement will:
- Highlight a purpose, vision, principles, and objectives for measurement
- Be used as a template for localized relationship development
- A flexible local partnership framework for entering into local partnerships to support Transitions in Care
- Partnership Guide, Tools and Templates that local organizations can use to customize and enter into local partnership agreements
- At least one proof of concept model that formalizes a local partnership (an IPHCC or Alliance participating organization will be selected).
- Proposed evaluation strategy/metric to be implemented in year two.
4. Provincial Framework and Model Design
This component will include the creation of recommendations and options for a provincial framework that can be scaled and spread across the province. The successful consultant will roll up the above activities and results from the previous processes into a working document, conduct analysis to make recommendations/options for the design of a provincial framework based on input received. As well as establish a process for the framework and model endorsement, utilizing the project governance charter to solicit feedback from all project participants and interest groups.
The framework options may be comprised of the following key sub-components:
- Local Partnership Framework
- Scope of services
- Focused on a social-determinants perspective
- Integration of traditional healing, medicines and processes
- Provincial Governance framework
- Relationship protocol
- Engagement and Communication protocol
- Accountability framework (detailing who is accountable to what and resource requirements)
A final report will be developed that includes the following sections:
- A roll up of all project activities and deliverables
- Recommendations for next steps and longer-term objectives for sustainability
- Implementation strategies
- An Executive Summary/presentation that can used for the following purposes: o to solicit feedback
o for information sharing
The project will take place between December 1, 2021 and must be complete by March 31st.
Approach and Methodology
- Demonstrate your understanding of the work required
- Your proposed needs assessment/requirements gathering approach and methodology for tackling the full scope of work
- Provide a plan of how you will provide the services and highlight timelines
- Clearly outline the deliverables to be accomplished
- Outline your approach to engagement
Desired Skills and Experience:
- Experience in organizational reviews and structure
- Experience in service mapping/care pathways mapping
- Experience in Strategic Healthcare Transformation and change management strategies
- Experience designing frameworks and models of wholistic models of care that can be scaled and spread
- Experience in project management methodologies and strong coordination skills
- Experience in engagement with health and social service providers
- Experience developing/designing resources, models and programs that support Equity, Diversity and Inclusion
- Experience designing and developing Evaluation frameworks and key performance Indicators
- Experience developing relationship/partner agreements
- Excellent facilitation skills
- Strong analytical and proactive problem-solving skills
- Excellent follow-up, time management, and organizational skills
- Strong editing and oral communication skills
- Ability to anticipate risks and implement mitigation strategies
- Budgeting and financial management skills
- Performance tracking and monitoring skills
Supplemental/Bonus Experience and Knowledge
- Experience working with an Indigenous organization
- Experience working with the Black population
- Experience working with and/or understanding of the justice sector
- Lived experience as a First Nation, Inuit, Métis, Black or other racialized persons
- Experience engaging with vulnerable persons
- Experience in mental health and addictions
- Experience/understanding of Health Equity
Reporting and Working Relationship:
The successful Consultant will work with the Alliance and IPHCC Team Leads and Project Coordinators for requirements gathering and review, feedback and approval on products and approaches. Feedback from Subject Matter Experts may also be sought to provide feedback.
The successful Consultant will report to the IPHCC Provincial Director.
The contract with the successful Consultant will begin approximately in November 2021 and be completed by March 31, 2022.
4.0 Evaluation Process
RFP Evaluation Process
The evaluation will be conducted in five phases:
Phase 1: Review and validation of the RFP responses
Determines if each proposal responds to the terms and conditions in the RFP. The proposal must comply with all instructions listed in the RFP and contain the contents defined in Section 5.0. The Alliance and IPHCC reserve the right to reject any and all proposals and modify the RFP specifications if required. Any proposal to be found non-responsive will be eliminated from further evaluation.
Phase 2: Evaluation of the proposals
Those proposals deemed responsive will be considered for evaluation. Reference checks may also be conducted during this phase. The Alliance and IPHCC reserve the right to make an award without further clarification of the proposals received. The Alliance and IPHCC will evaluate the proposals according to the criteria and ranking outlined in this section.
Phase 3: Evaluation of Pricing
Those proposals that are responsive to part A and B of the criteria will be evaluated for pricing. Pricing is important for selecting amongst those that are deemed qualified but will not be the sole determining factor.
Phase 4: Presentation from select vendors
Depending on the outcomes of Phase 1 – 3, applicants may be requested to meet with the Alliance and IPHCC Evaluation team to provide further clarifications on their proposal and/or present additional information to demonstrate their qualifications and understanding of the requirements for this RFP. If this is required, the Alliance and IPHCC will contact the applicant and provide them with sufficient notice and details for such a meeting.
Phase 5: Selection and Award
|| Demonstrated understanding of the scope,
||requirements and effort required for major tasks
|| Demonstrated understanding of the required
|| Sound approach for requirements gathering and
|| Demonstrated Project management strategies for
||meeting timelines and the required deliverables
|| Qualifications and experience of the firm leading
|| Demonstrated qualifications and experience of the
||individuals performing the specific areas of work
|| Project management skills and strategies are
|| Samples of similar deliverables are provided
|| Pricing is consistent with milestones and
|| Pricing is consistent with industry standards
|| Pricing is provided for each individual working on
5.0 Proposal Submission Guidelines
Mandatory Submission Requirements
- Complete and submit your proposal with a signed cover letter. The cover letter should include full legal name, business address, email address and telephone number for the person signing the cover letter. The cover letter should note that it is a Canadian business operating out of Canada.
- The proposal should include:
- An Executive Summary
- The firm’s status (profit or non-profit)
- Organizational structure – a description of the firm’s knowledge and experience in delivering the required products
- A workplan/approach for the project
- Profiles of all individuals that will work on the project
- Samples of similar work
- Outline the hourly rate or per diem for each individual that will work on the project.
- Include costs for any travel, administrative costs or supplies that would be deemed part of the project expenses.
- This section should outline the milestones and deliverables of each associated costs.
- A minimum of two references
5.1 RFP Schedule
The following is a summary of the key dates in the RFP process.
RFP release: October 12, 2021
Deadline for RFP inquiries and questions: October 20, 2021 at 5:00 pm EST
Q & A provided to all vendors: October 22, 2021 at 10:00am EST
Deadline for RFP submission: October 29, 2021 at 5:00 pm EST
Interviews with eligible Consultant(s): Week of November 15th, 2021
Award notification: November 22nd, 2021
Note: The Alliance and IPHCC intends to adhere to this timetable but realizes that delays may occur. The Alliance and IPHCC reserve the right to amend any of the dates set forth above.
5.2 Contact Information and Inquiries
Proposals should be submitted by October 29th to [email protected].
All questions can be directed to [email protected] no later than October 20th at 5:00 pm.
Late proposals will not be accepted. It is the Consultant’s responsibility to ensure that proposals are submitted on or before the RFP Closing Date.
5.3 Withdrawal or Amendment of Proposal
A Consultant may withdraw or amend its proposal any time prior to the RFP Closing Date by written notice to the Client Representative.
5.4 Proposal Irrevocable
Subject to the Consultant’s right to withdraw a proposal prior to the RFP Closing Date, proposals will be irrevocable by the Consultant and will remain in effect and open for acceptance by the Alliance and IPHCC until three (3) months from the RFP closing date.
The issuance of addenda will be the only method recognized for revisions to the RFP document. The Alliance and IPHCC will make its best effort to issue addenda within a reasonable period of time.
5.6 Clarification and Verification of Proposal
The Alliance and IPHCC reserves the right to seek clarification and supplementary information from Consultants after the submission deadline. The response received by the Alliance and IPHCC from a Consultant shall, if accepted by the Alliance and IPHCC, form an integral part of that Consultant’s submission.
5.7 Type and Term of Contract for Product/Service
The selected Consultant will be required to enter into a service agreement with IPHCC. The RFP and the Consultant’s Proposal will become part of the Services Agreement for the selected Consultant.
The Indigenous Primary Health Care Council
970 Lawrence Ave W Suite 500, North York, ON M6A 3B6