September is Suicide Prevention Awareness Month, a time to bring attention to suicide, encourage conversations about mental health and remind people that help is available. When people think about suicide prevention, they often imagine a visit to a crisis center or an emergency room. Those moments are important, but suicide prevention can begin much earlier. Sometimes it begins with a conversation that takes a little longer than expected. Sometimes it is a provider asking one more question, a therapist noticing a slight change, or a case manager simply remembering a patient’s name.

At Fourth Street Clinic, we work with people whose mental health is often just one part of a much more complicated picture. Housing instability, physical health concerns, substance use, trauma, grief and isolation can all negatively affect a person’s well-being. We believe one part of suicide prevention is making it easier for people to connect with care before they reach a crisis.

That is why patients can come to the clinic and talk to a therapist or psychiatric nurse – without having to schedule an appointment. For some people, that might mean getting support during a particularly difficult week. For others, it means building an ongoing relationship with a behavioral health provider, sometimes returning every week for years. That consistency matters because it gives people a place to turn not only when they are in crisis, but when they recognize that something is beginning to feel harder to manage.

Because our medical and behavioral health care services are integrated, a medical provider who recognizes a mental health concern can reach out directly to a therapist and connect the patient with support right away. Instead of sending a patient somewhere else or asking them to make another appointment and start over, the therapist can often meet the patient in the same exam room where they just saw their medical provider. Our medical and behavioral health teams also communicate throughout the day about shared patients, allowing us to respond to the whole person rather than treating physical health and mental health as separate parts of someone’s life.

For many of our patients, removing those extra steps can be especially important. Transportation, scheduling and other barriers can make accessing healthcare difficult. For someone experiencing trauma or significant stress, even walking into an unfamiliar healthcare setting can feel overwhelming. At Fourth Street Clinic, we strive to create an environment where patients feel known, respected and safe enough to begin a conversation about what they need. Meeting people where they are means recognizing that access is about more than getting through the door – it is also about creating a place where people feel comfortable coming back.

Sometimes, meeting people where they are means literally going to where they are. Our Medical Outreach Street Team travels throughout the Salt Lake Valley to connect with people who may not be able or ready to come into the clinic. Behavioral health care is part of that outreach, allowing our team to offer support and build relationships with people who may not otherwise be able to access care. The team goes to the places where people are living – from areas along the river, near the foothills and homeless encampments – to provide care and begin building relationships.

None of this means that every crisis can be prevented, or that a conversation, a therapy appointment, or a medical visit can solve everything a person is facing. Suicide is complex, and there are times when someone needs immediate crisis intervention. But prevention is also what happens in the days, weeks, months and years before that moment. It is asking the extra question. It is noticing when someone seems different. It is making it possible to come back next week. It is helping someone address the immediate problem that feels impossible today while continuing to work toward the larger challenges that brought them there.

Suicide prevention is not something that belongs only to mental health professionals or crisis responders. It can happen whenever we create opportunities for connection, notice when someone is struggling and help them find a path toward support. At Fourth Street Clinic, that work happens every day – in an exam room, at the front desk, through outreach, or on the mobile bus with someone who may not yet be ready to come through our doors.

Sometimes suicide prevention looks like crisis intervention. But sometimes it looks much quieter: a door that stays open, a person who keeps showing up, or someone willing to ask one more question. Those moments matter, too.

Written By: Meghan Fry, MA, CMHC, Behavioral Health Director

If you or someone you know is experiencing a mental health or suicidal crisis, you don’t have to figure out what to do alone. Call or text 988 to reach the Suicide & Crisis Lifeline. In Salt Lake County, 988 can also connect people with Huntsman Mental Health Institute’s Mobile Crisis Outreach Team for in-person crisis support.

Other Resources:
HMHI Crisis Care Center
Utah Suicide Prevention
NAMI Utah
The Sharing Place

In June, the Utah Office of Homeless Services and the Utah Homeless Services Board recognized Fourth Street Clinic for the extraordinary care our team provides to Utah's most vulnerable neighbors. In their words, our staff "meet people in the hardest moments of their lives with unwavering dignity, professionalism, and genuine compassion." 

We were especially honored to be the only organization recognized during this presentation. As the award was shared, members of the Utah Homeless Services Board reflected on Fourth Street Clinic's impact and the vital role we play in our community. 

Randy Shumway, Board Chair, Utah Office of Homeless Services:
"Supporting Fourth Street Clinic's expansion was the easiest letter I've ever written because of the volume of capacity and the quality of care they're providing." 

Mayor Erin Mendenhall, Board Member:
"Fourth Street Clinic is a giant in our city, a uniquely critical and unreplicated component of care. They are incredibly valuable, irreplaceable, and have outgrown their current facility." 

Spencer P. Eccles, Board Member:
"The University of Utah Medical School is the only medical school in the country where first-year students work directly with patients, and Fourth Street Clinic is one of those clinics. We're grateful for those on the front lines, caring for this population while helping train the next generation of physicians through compassionate, hands-on care." 

As we celebrate this recognition, we also recognize that the work is far from finished. Every day, individuals and families experiencing homelessness depend on Fourth Street Clinic for compassionate, comprehensive health care, and every day, the demand continues to grow. 

Your continued support ensures that no one is denied access to the care they deserve. Together, we can build a healthier future where every person, regardless of their circumstances, has access to quality health care, hope, and the opportunity to heal. If you are able, please consider making a gift today to help us continue this life-changing work and bring our vision for the future to life. 

Thank you for believing in Fourth Street Clinic. Together, we are creating a place where healing happens and lives are transformed. 

Written By: Laurel Ingham, CDO

Fourth Street Clinic is encouraged to see a reported 1.6% decrease in homelessness reflected by the 2026 Point-in-Time (PIT) Count. Although modest, this progress demonstrates what is achievable when healthcare providers, housing partners, outreach teams, municipalities and community organizations work together in a coordinated and sustained way. We see what expanding collaboration, strengthening street outreach efforts, increasing behavioral health coordination, and connecting individuals to healthcare, housing navigation and supportive services can do. These collective efforts matter, and the PIT Count results suggest the community is taking small steps in the right direction.

At the same time, the PIT Count represents only a snapshot of a much larger and increasingly complex issue. Fourth Street Clinic is the only frontline provider of integrated comprehensive health care in Salt Lake County, and despite the decrease, our waitlist and patient volumes continue to demonstrate a need for services.

We have seen an extraordinarily high demand for medical, mental health, substance use, dental, pharmaceutical and case management services among individuals experiencing homelessness. In 2025, 91% of our patients were unhoused. We saw a 14% increase in demand for behavioral health and substance use disorder support, as well as an 11% increase in prescriptions dispensed – from 90,517 in 2024 to 103,605 in 2025. We consistently operate well above our staff and facility capabilities, and every day we must turn away 25% of walk in patients.

In addition, the 2026 legislative session displayed a missed opportunity by state officials to approve our 18-million-dollar appropriation for the expansion of our downtown clinic. Although the legislature allocated up to 44-million-dollars in funding toward homelessness services, zero dollars were invested in our goal to increase access to vital services. An expansion of Fourth Street Clinic means more patients are connected to care, resulting in stronger stabilization of outcomes, reduced strain on hospital and emergency systems, and greater long-term community impact. 

The lack of legislative investment toward our expansion consequently denies enhanced access to the vital health care services our patients need most, particularly during a time when we see such extraordinarily high demand. To make meaningful reductions in homelessness, continued investment is not only required in health care, but in housing and the supportive service systems that help individuals stabilize and remain housed.

Fourth Street Clinic remains committed to working collaboratively with community partners and policymakers to ensure progress continues. We know that now more than ever, investment in Fourth Street Clinic will help ensure that efforts do not stall. Thank you for standing with us as we work to see a continued reduction in homelessness in 2027 and beyond.

Written By: Laurel Ingham, CDO

April is Minority Health and Stress Awareness Month and from 4/6 – 4/12, it is also Public Health Week! Public Health Week highlights the conditions and circumstances that shape health outcomes across communities, and homelessness remains one of the most urgent public health challenges in the US.

For minorities, the health issues associated with homelessness are intensified, due to what researchers describe as “weathering,” or the cumulative impact of repeated social and economic adversity.¹ This includes both the stress of homelessness and the ongoing strain of systemic inequities. As we know, homelessness places individuals in a constant state of survival and fight or flight, triggering harmful biological responses such as raised levels of cortisol. Over time, this can raise blood sugar to dangerous levels, increasing the risk of or escalating pre-existing conditions, i.e., Type 2 Diabetes and hypertension.

In 2025, Fourth Street Clinic served 5,754 patients, many of whom identify as a minority. Our Diabetes Educator and Pharmacist, Shideh Hafezi, PharmD, sees the correlation between homelessness, chronic stress, minority populations and diabetes every day. In March of 2023, Shideh started treating a patient who lost their sight as a result of living with untreated diabetes, which was exacerbated by three pregnancies while experiencing homelessness. Being blind and having extensive nerve damage, she also could not check her feet for diabetes sores. When this patient first came to Fourth Street Clinic, her A1C level was 13.2%, but after receiving education around diabetes and working with Shideh, her A1C lowered to 8.5% by January of 2024. She was also able to see our volunteer podiatrist, to help manage her feet and neuropathy.

Patients are the reason we are driven to provide integrated, trauma-informed and culturally responsive care that addresses not only health disparities, but the toll of chronic stress amongst minorities experiencing homelessness. Our staff is intentionally diverse, and many are bilingual, because we want our patients to see not only themselves in us, but trust that we are invested in continuing to offer a space where every patient feels supported and valued. Minority Health and Stress Awareness Month and Public Health Week serve as a reminder that improving access improves health outcomes for vulnerable populations.

Written By: Hailey Shingleton

1. Richard, M. K. (2025). Homelessness and race: the impact of structural conditions on Black, White, and Latine homelessness. Social Problems.

In partnership with Huntsman Cancer Institute, Fourth Street Clinic hosts a Women’s Health Day every quarter to expand access to essential preventive care. During this event, unsheltered women receive mammograms, cervical cancer screenings, vaccines, and early HPV detection services in a supportive and welcoming environment.

This focus on high-quality care for women experiencing homelessness is especially important during Patient Safety Week in March, a nationwide effort to reduce harm and strengthen safe care practices across the health care system. By prioritizing preventive services and patient safety, Fourth Street Clinic works to ensure that every patient receives care in an environment built on compassion, trust and respect.

According to the National Alliance to End Homelessness, women without stable housing are disproportionately affected by gender-based violence, including domestic, dating, and sexual violence or exploitation, as well as stalking and human trafficking. The organization reports that 80% of women self-report trauma or abuse as the cause of their homelessness.

For Fourth Street Clinic and our Medical Outreach Street Team (MOST), the connection between gender-based violence and homelessness among women is clear. “A lot of the women we typically see while on outreach are either in or have experienced relationships where domestic violence occurs,” says Callie Larson, Supervisor of the MOST.

Fourth Street Clinic works to ensure women feel safe seeking care by fostering an empathetic and patient-focused environment. “Every day we tell our patients that we care about them and reassure them that we’re here for them; they aren’t alone. Helping them feel safe is centered around offering support and guiding them to resources that are available, if and when they are ready,” Callie says.

Written By: Hailey Shingleton

Issued: March 10, 2025
Response Deadline: March 31, 2025, 5 PM MDT
Electronic copies shall be submitted to the following:
Janida Emerson, CEO
emedina@fourthstreetclinic.org

PDF version of RFP can be found here

—

SECTION 1: INSTRUCTIONS TO RESPONDENTS 

1.1 QUESTIONS 

Questions regarding the RFP should be submitted directly to Edelmira Medina at emedina@fourthstreetclinic.org. No phone calls. All questions shall only be sent directly to Edelmira Medina. Respondents shall not contact other Clinic representatives during the period of the RFP. Significant questions that arise subsequent to the issue of this RFP will be consolidated and answers will be provided to all respondents on record as receiving this RFP. All questions should be received three (3) working days prior to the RFP due date. 

1.2 SUBMITTING A RESPONSE 

All responses shall be addressed to Janida Emerson, CEO and submitted electronically to Edelmira Medina emedina@fourthstreetclinic.org.  Ten (10) printed paper submissions should also be delivered to Fourth Street Clinic (409 West 400 South) in the care of Edelmira Medina. Responses should not exceed 30 pages.  

1.3 ADMINISTRATIVE GUIDANCE 

The information provided in this RFP is designed to provide interested respondents with sufficient information to submit responses meeting minimum requirements, but it is not intended to limit response content or to exclude any relevant or essential data therefrom. Respondents are at liberty and are encouraged to expand upon the specifications to give additional evidence of their ability to provide the services requested in this RFP. 

1.4 SCOPE OF TERMS & CONDITIONS 

Before submitting a response, the respondent shall understand all contract conditions referred to in this document and any addenda issued before the RFP submission date. It shall be the respondent’s responsibility to ensure that the response includes all addenda issued prior to the RFP submission date. By submitting a response, the respondent acknowledges and accepts the Terms and Conditions described herein. 

1.5 RESPONSE PREPARATION COSTS 

Fourth Street Clinic is not liable for any cost incurred by the respondent associated with the preparation of the response or the negotiation of a contract for services prior to the issuing of the contract. 

1.6 RESTRICTIONS 

All respondents must clearly set forth any restrictions or provisions deemed necessary by the respondent to effectively service the proposed project. 

1.7 RFP RESPONSE & PRICING 

Any response submitted pursuant to this RFP shall constitute an offer by the respondent to Fourth Street Clinic. The representations submitted pursuant to this RFP shall be binding upon each respective respondent for (a) sixty (60) days from the submission deadline or (b) until the successful respondent and the Clinic enter into an agreement pursuant to this RFP, whichever occurs first. 

A respondent may withdraw or modify its response prior to the submission deadline as contemplated by Fourth Street Clinic. Any such withdrawal or modification must be in writing and must be signed by the same authorized officer or agent who originally signed the Bid Form. 

1.8 ADDENDUM TO THE RFP 

In the event that it becomes necessary to revise this RFP in whole or in part, an addendum will be provided to all respondents and potential respondents via email and posted on Fourth Street Clinic’s webpage (www.fourthstreetclinic.org). A statement issued in an addendum shall have the effect of modifying this RFP as outlined in said addendum. 

Any other communication, whether verbal or written, which is received by any representative of the respondent from sources other than the official addendum should be confirmed via written Q&A by the respondent with the RFP contact as being true and accurate prior to incorporating such information into its response. This refers to both formal and informal conversations and communications. 

1.9 ALTERNATE RESPONSES 

Respondents may submit more than one response, each of which must follow the criteria of Section 3 and satisfy the requirements of this RFP. If alternative responses are submitted, the respondent must explain the reasons for the alternative(s) and its alternative’s comparative benefits. Each response submitted will be evaluated on its own merits. 

1.10 DISCLOSURE OF RESPONSE CONTENT  

Under the Government Records Access and Management Act, Section 63-2-101 et seq., Utah Code Ann. (1993 and supp. 1996), as amended (“GRAMA”) certain information in the submitted response may be open for public inspection. If the respondent desires to have information contained in its response protected from such disclosure, the respondent may request such treatment by providing a “written claim of business confidentiality and a concise statement of reasons supporting the claim of business confidentiality” with the response (GRAMA, Section 63G-2-309). Pricing elements of any response will not be considered protected. All material contained in and/or submitted with the response becomes property of Fourth Street Clinic and may be returned only at the Clinic’s option. 

 SECTION 2: BACKGROUND AND PROJECT DESCRIPTION 

2.1 BACKGROUND 

Fourth Street Clinic helps individuals experiencing homelessness improve their health and quality of life by providing high-quality integrated health care. Fourth Street Clinic has been providing services from its current location on the corner of 409 West and 400 South since the early 90’s with the current need for services significantly exceeding what the facility can provide.  

2.2 PROJECT DESCRIPTION 

Fourth Street Clinic will be replacing their current facility with a new integrated care facility that will support and enable their vision of success, mission and values. The design concept for the new facility will: 

• Add new space to add integrated care teams, including behavioral health consultation rooms 

• Increase from 4 to 8 dental operatories 

• Add dedicated patient wellness space 

• Add patient restrooms including shower areas 

• Add space for physical therapy and radiology 

• Provide trauma-informed design 

• Increase administrative space 

• Significantly expand the current pharmacy footprint 

• Provide a dedicated EMS bay 

• Add additional storage space 

• Provide space for medical students/residents 

• Improve patient entry and waiting space 

• Expand parking 

The new design will house 10 primary care teams, 56 medical exam rooms, six behavioral health consultation rooms, eight dental operatories, a pharmacy, a lab, radiology, triage rooms and administrative offices. The site plan also includes 165 parking stalls for staff and patients.  

Current operations will need to remain uninterrupted throughout the construction of the new facility. Upon completion and occupancy of the new facility, the existing facility will be demolished and replaced with a parking structure to meet facility needs.  

First-floor – 28,216 square feet 

Second floor – 19,073 square feet 

TOTAL building area – 47,289 square feet 

(See RFP PDF for renderings)

Construction Timeline  

The new building will be approximately 47,289 square feet and 165 parking stalls with a budget of roughly $53 million. It is estimated that project duration, from design to completion, will be approximately four years, with 2.25 years for construction. The anticipated timeline is below: 

Phase I: Pre-Design – Mid to late 2025 

Phase II: Design – Late 2025 – early 2027  

Phase III: Construction – mid-2027 – 2030 

Phase IV: Close Out – 2030 

SECTION 3: SCOPE OF SERVICES 

The Project Manager (PM) shall provide support to the Clinic to manage the pre-design, design, construction, commissioning and close-out of the Project. The PM will provide support as needed to the Clinic to manage the project requirements and provide regular updates to key stakeholders, the Board and the public.  

The PM will work with the Clinic and any previously selected design team to define the project requirements and will provide a Project Management Plan (PMP) which will include, at a minimum: project goals, objectives, requirements and control procedures for documents, contractor management, risk management, safety, cost, schedule and quality. 

The PM will work with consultants and contractors retained by the Clinic and will fully integrate all work into a comprehensive program to be managed by the PM. It is expected that the PM will have an extensive background in large capital programs of similar size and scope with a demonstrated track record of success.  

The PM will assist in the selection of the Architect, Contractor and other Consultants required for the project, including but not limited to environmental, geotechnical, testing & inspections and commissioning. The PM will manage their contracts and services. 

The PM shall work as a third-party advisor to the Clinic and is expected to provide management and leadership services in a highly collaborative environment.  

The PM shall provide the following services, in addition to other tasks and activities identified by the Clinic.  

General Services 

1. Serve as the Clinic’s primary point of contact, managing communication between all project stakeholders. 
2. Develop a Stakeholder Steering Committee and provide regular project updates covering major activities, issues, budget changes, schedule status, and progress photos. 
3. Establish and oversee the project budget, including soft/hard costs and contingencies, with cash flow projections. 
4. Manage the master schedule, identifying milestones and critical paths to meet deadlines. 
5. Ensure adherence to qualitative and quantitative project expectations. 
6. Review and approve payment requests for all project vendors. 

Pre-Design Phase Services 

1. Review existing project materials and develop requirements, goals, and design guidelines. 
2. Create a Project Management Plan (PMP) detailing scope, objectives, budget, schedule, QA/QC plan, communication protocols, and transition plans. 
3. Determine the most suitable project delivery method that best aligns with the Clinic’s goals and requirements. 
4. Assist with the development of contracts and RFPs, including RFPs for the selection of the Architect, Contractor and additional consultants as required.  
5. Assist in developing and evaluating contracts, RFPs, and procurement documents. 
6. Coordinate with facility management for operations and maintenance inputs. 
7. Engage commissioning authorities and perform risk analyses with mitigation strategies. 
8. Take the lead on permitting, geotechnical evaluations & testing and utilities for the construction site.  
9. Develop a relocation plan for the users that identifies critical program elements and recommendations on how best to relocate them without interruption of service. The plan will include a budget and schedule outlining the move. 

Design Phase Services 

1. Oversee the design process, ensuring compliance with standards, codes, and budgets. 
2. Establish construction cost limits and guarantee maximum price agreements. 
3. Provide sustainability reviews in accordance with sustainability standards for design and construction requirements and ensure the project is on track with the goals set.  
4. Engage and coordinate additional consultants, contractors and utility providers. 
5. Perform cost and sustainability reviews at design milestones. 
6. Administer professional services contracts, monitor services and facilitate design reviews. 
7. Manage design schedules and provide furniture definition documents as required. 

Construction Phase Services 

1.  Provide construction administration and act as the Clinic’s authorized agent. 
2. Support procurement compliance and oversee weekly construction meetings, including meeting minutes. 
3. Maintain project documentation and monitor contractor and subcontractor safety programs. 
4. Review and process RFIs, submittals, and change orders. Review and process pay requests. 
5. Track schedules, contingency funds, and construction progress. 
6. Facilitate equipment training, inspections, and punch lists. 
7. Participate in and make recommendations on the issuance of certificates of substantial completion and conduct final inspections. 

  Close-Out Services 

1. Manage post-construction close-out, including as-built drawings, O&M manuals, warranties, and FF&E acquisition. 
2. Oversee project transition to operation, including security and maintenance handovers. 
3. Conduct 6-month and 11-month warranty inspections and ensure resolution of outstanding issues. 

*Please refer to the Draft Project Management Contract for further details on Scope of Services. 

SECTION 4: SUBMITTAL REQUIREMENTS 

4.1 FORMAT 

The respondent’s statement of qualifications shall be combined into one document and shall be limited to a 30-page maximum. A page is defined as a single sided 8 ½” x 11” with a font size of 11 pt or larger. The cover page and any tab divider sheets do not count toward the page maximum. The submittal must be organized in the following order:  

COVER PAGE: Should include the project title as well as the firm’s name. The cover page may have a picture on it with a brief description of the picture. 

TAB ONE: Letter of Introduction (5%) – Must include the point of contact information containing the name of individual authorized to represent the organization, email, phone number, and address. 

TAB TWO: Statement of Qualifications (20%) – Summary of the experience and qualifications of the firm, the project manager, and other critical members of the team. Describe the talents the team brings to the project, how their knowledge of the subject will benefit the process, how the team has been successful in the past, and how that relates to this project. Include resumes of team members illustrating relevant experience on similar projects. Include a statement regarding what distinguishes the firm from the other potential respondents.  

TAB THREE: Project Management Plan (25%) and Understanding of Project Needs (15%) – Firms will be required to develop and submit a plan demonstrating their approach to how they will manage their own responsibilities as well as managing the team while representing the Clinic’s best interests. The plan should demonstrate a thoughtful understanding of the Clinic’s goals and needs for this project. At a minimum, management plans should address the following: 

1. Budget Control 
2. Schedule Control 
3. Communication 
4. Value Added Ideas 
5. Risk Mitigation 

TAB FOUR: Cost Proposal (25%) – submitted as a % of the overall project cost or an hourly rate and estimated number of hours. We encourage non-profit pricing to be considered in all applications.  

TAB FIVE: Relevant Experience and References (10%) – The firm is required to provide a minimum of three (3) projects and references that include: 

1. Project Name – Name of the project 
2. Client – Name of agency that contracted for services 
3. Point of Contact – Name and contact information for the person who will be able to answer any customer satisfaction questions 
4. Date Complete – Date when work was completed 
5. Size – The size of the project in dollars and square feet 
6. Duration – The duration of the design and construction in months 

4.2 SCHEDULE 

• RFP issued – March 10, 2025 

• Last day for Clinic to issue any addenda – March 24, 2025 

• Last day to submit questions – March 26, 2025 

• Proposals due – March 31, 2025, before 5:00PM MST 

• Interviews – April 8 and 10, 2025 – exact times TBD 

• Contract award – No later than April 30, 2025 

SECTION 5: RESPONSE EVALUATION 

5.1 EVALUATION PROCESS 

All proposals submitted in response to this RFP will be evaluated in a manner consistent with the Clinic’s procurement policy, and as otherwise set forth in this RFP. For the purposes of this RFP, submissions will be received via a sealed bid process. Bids will be reviewed by an internal committee at the Clinic.  

As an initial step in the evaluation process, the Clinic shall review all proposals received by the submission deadline. Any timely but non-responsive proposals (i.e., those proposals not conforming to the requirements set forth in this RFP) will be eliminated. All remaining timely and responsive proposals shall then be cursorily reviewed by the Clinic to eliminate from further consideration those proposals which, in the sole discretion and judgment of the Clinic, fail to offer sufficient or substantive provisions that are required to warrant further consideration. The Clinic reserves the right to disqualify any proposal that significantly deviates from the terms, conditions, and specifications contemplated by this RFP. Any remaining proposals will then be reviewed and evaluated in detail according to the Submittal Requirements.  

At the conclusion of this initial evaluation phase, and at its sole discretion, Fourth Street Clinic may select up to three (3) finalists to conduct interviews. Respondents not selected as finalists will be notified at this time.  

5.2 AWARD OF CONTRACT 

Upon completion of the evaluation process contemplated by the Fourth Street Clinic and this RFP, the Clinic shall negotiate the final agreement fee with the top-ranked firm. Should the Clinic be unable to agree to a satisfactory contract with the top-ranked firm at a price that the Clinic determines to be fair and reasonable, discussions with that firm shall be formally terminated and negotiations will then be undertaken with the second ranked firm. 

**A draft contract has been included as an attachment for respondents to review. Please note any modifications to the contract as part of the response to this RFP.  

5.3 REPRESENTATIONS & WARRANTIES 

By submitting a proposal, each respondent represents and warrants that: 

5.3.1 Its proposal is made in good faith. 

5.3.2 Its proposal is not submitted in the interest of, or on behalf of, another person or entity. 

5.3.3 It has not directly or indirectly induced or solicited any other respondent to submit a bid other than in good faith. 

5.3.4 It has not directly or indirectly induced or solicited any other person or entity to abstain from submitting a proposal. 

5.3.5 It has not been sought by collusion to obtain for itself any advantage over other respondents or the Clinic. 

5.3.6 It shall not violate, or cause any other person or entity to violate, any Federal, State, or municipal law, including (but not limited to) the Utah Municipal Officers and Employees Ethics Act. 

5.4 TIMING 

The contract for services is anticipated to begin by end of April 2025. The service contract may be extended at the sole election of the Clinic and may be ended earlier at the election of the Clinic, with notice to the other party at least ninety (90) days in advance of the anniversary of this contract. 

5.5 RIGHT TO REJECT 

The Clinic reserves the right to reject any and all proposals and to waive any formality in the proposals received, to accept or reject any or all of the items in the proposal, and award the contract subject to this RFP, in whole or in part, if it is deemed in the Clinic’s best interest. The Clinic reserves the right to negotiate any and all elements of the proposals if any such action is deemed in the best interest of the Clinic. 

 5.6 ATTACHMENTS 

The following attachments have been included to assist with the RFP process: 

• Fourth Street Clinic Site Assessment

• Fourth Street Clinic Structural Feasibility Assessment

• Fourth Street Clinic Mechanical Feasibility Study

• Fourth Street Clinic Programming Report

• Fourth Street Clinic Feasibility and Programming Study

• Fourth Street Clinic Draft Project Management Contract

Wasatch Homeless Healthcare, dba Fourth Street Clinic
409 West 400 South, Salt Lake City, UT 84101
Office Ph #: (801) 364-0058
FourthStreetClinic.org