Newcap, Inc. Request for Proposals Community Needs Assessment and Three-Year Strategic Plan


Newcap, Inc’s Mission Statement is as follows:

Newcap, Inc. a private, non-profit Community Action Agency in Northern and Northeastern Wisconsin, our mission for over 50 years has been to move people from poverty to opportunity and economic security and improve communities.

Newcap’s Vision is as follows:

Newcap, Inc. envisions a community where individuals and families have the opportunities and resources to live with dignity, achieve their fullest potential, maintain long-term independence, and become economically stable.

Newcap, Inc.’s Community Needs Assessment will provide in-depth information regarding and analysis of community needs in the following ten Wisconsin counties for which our Agency provides services:

  1. Brown
  2. Shawano
  3. Langlade
  4. Vilas
  5. Oneida
  6. Oconto
  7. Marinette
  8. Menominee
  9. Forest
  10. Florence

Approximately 90% of Newcap Inc.’s customers reside in the Eastern quarter of northeastern Wisconsin: Brown, Shawano, Oconto and Marinette counties. Newcap, also provides services for the following counties but is not requesting a needs assessment for them: Marathon and Lincoln counties.

Newcap, Inc. has been in operation since 1965. It has a 30-member Board of Directors. Currently the Agency administers over $9 million in grants and contracts to provide the following programs and services:

  • Weatherization
  • Furnace repair/repalce
  • HOME home buyer program & housing rehabilitation
  • Permanent Support Housing
  • Rapid Re-Housing
  • Emergency Shelter
  • Section 8 HCV
  • Affordable Housing
  • Transportation (car purchase and repair)
  • Community Health services
  • Employment and training
  • Small business development assistance
  • Food Pantries
  • The Emergency Food Assistance Program
  • Tenant Based Rental Assistance
  • Financial Capabilities Training

In 2017, Newcap began use of an agency-wide integrated database and for the first time was able to discover our unduplicated count (except for TEFAP pantries) and served 34,105 individuals. Current Agency Priorities as follows:

  • Housing
  • Energy Services
  • Healthcare
  • Transportation
  • Agency Capacity and Accountability

Funding for Newcap, comes from various local, state and federal sources, as well as from various private organizations and foundations.


Proposals must be submitted to Newcap, Inc. via email with “Community Needs Assessment Proposal” in the subject line by 4:00 p.m. on November 21, 2018. Receipt of proposal will be acknowledged by e-mail. Proposals received after the deadline will not be considered. The consultant/firm that offers the proposal acknowledges the right of Newcap to accept or reject any or all proposals and to waive any informality in any proposal received.

Deadline: By 4:00 p.m. on Wednesday, November 21, 2018
E-mail to: Cheryl Detrick, President C.E.O.
Subject: Community Needs Assessment Proposal

Invitation to Bid

Newcap, Inc. is seeking proposals from consultants/firms for the development of both (1) a comprehensive Community Needs Assessment and (2) a Three-Year Strategic Plan.

1. Community Needs Assessment

a. The selected party will gather and analyze quantitative and qualitative data from multiple sources, integrate primary and secondary data, match causes and conditions of needs and trends, assess community services gaps, comment on intersection of demographic characteristics and poverty in the Newcap, service areas of Brown, Shawano, Langlade, Vilas, Oneida, Oconto, Marinette, Menominee, Forest, and Florence counties. Newcap, Inc. will form a Strategic Planning Committee consisting of staff, board members, and customers. The awardee will report and disseminate information to this committee and the Board of Directors, and produce a professionally finished document.

Regular meetings with Agency staff and status reports are expected to keep the project on schedule.


The Community Needs Assessment will assist the Agency in strategic planning and programming decisions in relation to: relevancy of programming, service delivery and design, resource allocation, and geographic distribution of services.

Project Phases

Development of Community Needs Assessment:

Part 1 – Project Introduction

a. Meetings with Agency leadership, Planning Department, and Strategic Planning Committee to: define the boarder framework and community needs and assets the Agency wishes to assess, discuss organization of data, and map process for compiling this information.

b. Data research and assessment, during which respondent will communicate with Newcap, Inc. regarding existing Agency derived data and secondary data sources.

Part 2 – Community Profile

Develop community profile with an emphasis on the causes and conditions of poverty impacting low-income individuals and families. Profile shall encompass the following:

a. In-depth explanation on the conditions and underlying causes of poverty and its effect on the residents of Newcap’s service area in keeping with CSBG and ROMA-Next Gen requirements.

b. An analysis of demographic data across race/ethnicity, age, and gender, in addition to an analysis of economic trends in and their effect on the residents of Newcap’s service area, (Brown, Shawano, Langlade, Vilas, Oneida, Oconto, Marinette, Menominee, Forest and Florence counties) including but not limited to:

  • Poverty analysis
  • Basic needs trends (i.e., housing, food, child care, health costs, and transportation)
  • Health (including pre-natal care, infant mortality, health insurance, immunizations, oral health, etc.)
  • Household composition
  • Aging trends
  • Educational attainment and literacy levels
  • Labor force/employment/unemployment trends: job opportunities, sector trend and forecasts.
  • Nutrition trends
  • Unmet social service needs
  • Saturation of social services and gap areas in geographic areas
  • Foreclosures/tax default
  • Management of finances, ability to budget and save money
  • Legal needs
  • Transportation
  • Foster care populations
  • Digital access and literacy
  • Crime/safety
  • Veteran population data
  • Homelessness-youth and adult
  • Disabilities
    • Children and Adult
    • Types of disabilities
    • Service providers
  • Housing data; rental vs. ownership, affordable housing availability, safe and sanitary housing
  • Identify emerging populations who may be in need of our services

Part 3 – Community and Client Input

a. Convene no fewer than three (3) focus groups, one each for Newcap customers; other service providers; and board members.

b. Compile and present feedback from focus groups to Strategic Planning Committee.

c. Summarize key findings to develop recommendations that can be implemented through strategic planning process.

d. Presentation and refinement, during which respondent will meet with Newcap, to present interim products, discuss potential changes, and refine the product based on the feedback received from Agency.

Part 4 – Identification of and Analysis of Gaps in Needed Services

a. Identify resources in the Agency and in the community which can be used to address community needs.

b. Identify community needs that are not met.

Part 5 РFinal Steps in Producing Community Needs Assessment 

Provide full draft of document, followed by internal review and editing within designated timeline. After the final edits have been submitted by Newcap, the final version of the document will be submitted by agreed upon completion date and time. The final document will be presented to the Board of Directors on the designated date and time. The draft and final documents shall include:

  1. Executive summary
  2. Customer, staff and community input of the impacts of poverty, needs within the communities and recommendations for further addressing those needs.
  3. In-depth explanation on the impact of poverty and its effect on the residents of Brown, Shawano, Langlade, Vilas, Oneida, Oconto, Marinette, Menominee, Forest and Florence counties and in compliance with CSBG and ROMA-Next Gen requirements.
  4. An analysis of demographic, data and economic trends in the Counties.
  5. Process approach
  6. Key findings
  7. Strategic recommendations
  8. Conclusions
  9. Additional sections as agreed upon by Newcap

The Contractor will be required to:

  • Meet with Agency administration prior to the project’s start/
  • Complete all work on time as outlined in Vendor contract.
  • Submit a project outline with timelines to the President/C.E.O.
  • Participate in regular project update meetings.
  • Submit ongoing drafts of work sections and the final document.
  • Submit the document in its entirety on the due date by means of an electronic copy and one (1) professionally-produced hard copy.
  • Share the process, content and conclusions of the final Community Needs Assessment document in a presentation to the Strategic Planning Committee and Agency Board of Directors at times to be determined.

Newcap, will:

  • Secure adequately-sized meeting rooms.
  • Recruit customers for project participation.
  • Be responsible for providing meeting locations, supplies, and materials for meetings.
  • Provide statistical data on Newcap, customers, except as detailed above/indicated in Vendor contract.

2. Three-Year Strategic Plan

Based on the community needs assessment, the awardee will be expected to develop a three-year strategic plan. This process will include assisting in refining the vision for Newcap, Inc. and clarifying its role, mission, values, priorities, and goals, if necessary. The work will also include engaging Agency board, staff, and community partners/stakeholders in the development of short and long-term Agency goals, objectives and strategies.

Part 1 – Organizational Assessment and Preparation

a. Newcap, desires a process that is inclusive and collaborative. The awardee will be responsible for working with key board and staff members to review necessary organizational documents (mission, vision, values, goals, priorities); and conducting internal evaluations of the organization that include an assessment of immediate issues to be addressed and SWOT and/or gap analysis.

Part 2 – Organizational Planning

a. The awardee will engage Agency board, staff, and community partners/stakeholders to:

  • Review and revise, as necessary, the Agency’s vision and mission statements, priorities, and goals.
  • Develop short- and long-term goals and objectives
  • Develop key strategies
  • Review current key indicators and outcomes that can serve as the basis for performance measures; revise any indicators or outcomes as necessary.

b. The Strategic Plan will include an implementation plan with a defined implementation timeline that ensures the identified strategies become an active and integrated part of the Agency’s operations and the projected outcomes are measured and evaluated.

Part 3 – Strategic Plan Document

a. The awardee will be responsible for preparing a draft strategic plan for review and presentation to the Newcap, Inc. Strategic Planning Committee, Board of Directors, leadership team, and staff.

b. The awardee will review proposed changes with the President/C.E.O.. The awardee will then make final changes to the document.

c. The awardee will be responsible for presenting Newcap, with the final version of the Strategic Plan, along with an executive summary.

Information Required with Proposal

Bidder’s response must include the following information in the same order and format sequence:

  • Cover Sheet
  • References
  • Cost sheet of estimated costs with estimated completion time
  • Written description of the anticipated process approach of the project based on this document
  • Prior experience and qualifications
  • A work sample(s) or a web-link of a related piece(s)

Qualifications and Experience

The qualified consultant must satisfy the following requirements:

  • Experience in providing a high quality Community Needs Assessment and strategic planning;
  • Experience, familiarity and expertise in understanding the requirements of the CSBG legislation and ROMA Next-Gen;
  • Familiarity with Community Action and Newcap, demographics, human services, and the community development industry; and
  • Expertise in statistically-valid data gathering, interpretation, analysis, and communication of findings.


E-mail bids out: October 30, 2018

Deadline for bids to be submitted to Newcap: November 21, 2018 at 4:00 p.m.

Bid Awarded: On or before December 17, 2018

Project Completion: June 2019

Right to Reject and Withdrawal of Proposals

Newcap reserves the right to reject any or all proposals in whole or in part and to waive any informality therein, or accept any proposal it may deem in the best interest of Newcap.

Offer Period

Proposals will remain firm for a period of 90 days upon receipt. This RFP and bidders response will become part of the Service Agreement. The intent of this RFP document is to include all items necessary for proper execution and completion of the work described in this document.

Execution of Contract

Newcap reserves the right to consider proposals based on their relative merit, risk, and value to the organization, and reserves the right to negotiate with all service providers. Contracted service offers will be based upon the Vendor’s responsiveness to the RFP and total price quoted for all items covered by the RFP.

The successful Vendor may be asked to participate in negotiations and may be asked to make revisions to their proposals based on negotiations. In submitting a proposal, each Vendor acknowledges that they have read and understand these requirements.

Terms of Service

The term of the contract will begin January 2, 2019 and end in June 2019.