building stronger families in broadway-manchester phase 1 manchester bsff rfp final... · the bsff...

Los Angeles County Children and Families First – Proposition 10 Commission (aka First 5 LA)

UPDATED: SEPTEMBER 23, 2015

RELEASE DATE: SEPTEMBER 14, 2015

Best Start Communities

Building Stronger Families in Broadway-Manchester – Phase 1

REQUEST FOR PROPOSALS (RFP)

TABLE OF CONTENTS

I. TIMELINE FOR SELECTION PROCESS ............................................................................ 3

II. BACKGROUND ........................................................................................................................ 4

III. SCOPE OF WORK ................................................................................................................. 12

IV. ELIGIBILITY ............................................................................................................................ 23

V. TERMS OF PROJECT........................................................................................................... 23

VI. SELECTION PROCESS AND REVIEW CRITERIA ......................................................... 23

VII. REQUIRED DOCUMENTS ................................................................................................... 25

VIII. TERMS OF THE RFP ............................................................................................................ 27

IX. CONTRACTUAL CONSIDERATIONS ............................................................................... 27

X. APPEALS POLICY ................................................................................................................ 28

XI. LIST OF APPENDICES ......................................................................................................... 29

I. TIMELINE FOR SELECTION PROCESS1

ACTIVITY DATE

RFP Released September 14, 2015

Informational Webinar September 22, 2015

Final Date to Submit Questions and Requests for Additional Information

September 28, 2015, By 5:00 pm PDT

Posting of Responses to Questions September 30, 2015

Proposal Due October 5, 2015

October 13, 2015

Interviews with Top Proposers October 21-22, 2015

Contractor Selected October 28, 2015

Anticipated Contract Start Date2 December 1, 2015

Potential proposers are strongly encouraged to participate in an Informational Webinar scheduled for September 22, 2015 to learn more about RFP requirements. All questions and requests for additional information regarding this RFP must be received in writing by First 5 LA via email before 5 pm PDT on September 28, 2015. First 5 LA reserves the sole right to determine the timing and content of the responses to all questions and requests for additional information. First 5 LA may respond to individual inquires and then post replies to all questions by the posting date.

Questions and requests for additional information must be submitted in writing to: Joaquin Calderon, Program Officer

[email protected] In order to respond to this RFP, a proposal packet complete with required documents must be received through the online application system by First 5 LA no later than 5:00 pm PDT on October 5, 2015 October 13, 2015 (See Appendix A - Proposal Checklist).

1 Note: Dates are subject to change at First 5 LA’s discretion.

2 According to First 5 LA’s Procurement Policy, any contract that is $75,000 or more requires approval from the Board

of Commissioners. This is an internal threshold for Board approval and not a starting point for the contract amount. The contract amount will be based upon negotiations between First 5 LA and the selected proposer. Because this is a cost reimbursement contract, the selected proposer will be reimbursed for cost incurred based on the final negotiated budget.

mailto:[email protected]

Building Stronger Families in Broadway-Manchester – Phase 1 RFP 4 of 29

II. BACKGROUND A. First 5 LA — Giving Kids the Best Start In 1998, California voters passed Proposition 10, which levied a 50-cent per pack tax on all tobacco products. The resulting tax revenues were earmarked for the creation of a comprehensive system of information and services to advance early childhood development and school readiness within each county in California. In Los Angeles County, the First 5 LA Commission was formed as a public entity to develop and oversee various early childhood initiatives and to manage the funding from Proposition 10. Since 1998, First 5 LA has invested more than $1 billion to improve the health, safety and school readiness of children prenatal to age 5. B. First 5 LA FY 2015-2020 Strategic Plan In November 2014, the First 5 LA Board of Commissioners adopted a new Strategic Plan to guide its investments from July 2015 through June 2020. The plan, Focusing for the Future, lays out a clear path for First 5 LA to maximize its impact to strengthen families and improve outcomes for the greatest number of children prenatal to age 5 in Los Angeles County. The plan provides a roadmap for increasing First 5 LA’s contribution to better outcomes for young children by strengthening families, the communities they live in, and the systems that support them. Based on our research, we identified four Outcomes where we can achieve broad, lasting impact affecting the greatest number of children and their families. The strategies we use to reach these Outcomes are connected and mutually reinforcing, providing a clear, focused path for First 5 LA’s work with its partners to help children enter kindergarten ready to succeed in school and life. Our target Outcomes are:

1. Families: Increased family protective factors3. 2. Communities: Increased community capacity to support and promote the safety, healthy

development, and well-being of children prenatal to age 5 and their families. 3. Early Care and Education Systems: Increased access to high-quality early care and

education. 4. Health-Related Systems: Improved capacity of health, mental health, and substance

abuse services systems to meet the needs of children prenatal to age 5 and their families.

To achieve these Outcomes, First 5 LA will focus its efforts on six investment areas:

1. Research and Development: Promote the widespread use of proven best practices that are grounded in research and real-life application.

2. Public Policy and Advocacy: Increase public investments of funds dedicated toward young children and improve policies that effect those investments.

3 The five protective factors are: 1) parental resilience; 2) social connections; 3) knowledge of parenting and child

development; 4) concrete support in times of need; and 5) social-emotional competence of children. Source: http://www.cssp.org/reform/strengthening-families/2013/SF_All-5-Protective-Factors.pdf

http://www.first5la.org/postfiles/files/F5LA%20Strategic%20Plan_FINAL.pdf

http://www.first5la.org/index.php?r=site/article&id=3157


3. Provider Training: Build the knowledge and skills of the people providing support and services to parents and children.

4. Community Capacity Building: Help individuals and groups that live and work in neighborhoods and communities take greater ownership and responsibility for the children and families who live within them by fostering safe, healthy and vibrant communities.

5. Service Delivery System Improvement: Increase the quality, effectiveness, and coordination of how services are accessed and provided.

6. Communications: Educate the public about the importance of investing in young children and families.

With these six investment areas in mind, First 5 LA has identified Priority Focus Areas within each Outcome to further define the type of change that First 5 LA can measurably affect. The Priority Focus Areas and Outcomes are depicted in the below visual.

First 5 LA’s 2015-2020 Strategic Plan also outlines investment guidelines to further support and guide First 5 LA’s work. Based on these investment guidelines, First 5 LA will:

Focus on prevention.

Focus on systems and policy change.

Seek to have a broad impact, affecting large numbers of people.


Prioritize investments that strengthen families and, whenever possible, improve community capacity.

Prioritize the identification and scaling up of evidence-based practices.

Engage partners at the earliest possible stage of activity and/or investment. Together, these investment guidelines, Target Outcomes, investment areas and Priority Focus Areas serve as ongoing policy guidance for First 5 LA and its work. C. Best Start Communities First 5 LA seeks to achieve the community outcomes primarily through Best Start Communities, a place-based approach that focuses on the places where families live — combining strategies to strengthen families with those that build community capacity to create and sustain thriving and healthy environments for all children. Through Best Start, First 5 LA seeks to help improve the lives of young children and their families in 14 communities across Los Angeles County by positively impacting the systems they participate in and the environments in which they live, learn, and play. D. Best Start Communities and the Building Stronger Families Framework The Building Stronger Families Framework (BSFF) was developed to clarify and sharpen the focus of Best Start. The Framework involves strengthening the Protective Factors through a community capacity building approach. By applying BSFF in the Best Start communities, First 5 LA aims to strengthen communities’ capacity to support families and build parent/caregiver participation within their community. (For purposes of this RFP, “parents” includes biological parents, foster parents, grandparents, and other primary caregivers who are responsible for the health and well-being of the child.) The BSFF is strongly supported by research and promising practices and makes clear the results being sought and how to achieve those results through place-based work. At the heart of the Framework is the belief that if families are strong and communities are family-supporting, children will have better long-term outcomes. The BSFF defines "strong families” as those that support and promote optimal child well-being. Research and evidence-based practices have identified key characteristics of a “strong family.” These characteristics, which relate to parents and expectant parents, are also known as family strengthening “protective factors.” Rooted in these protective factors, the BSFF’s three core family results are:

1. Family Capacities – knowledgeable, resilient, and nurturing parents 2. Social Connections – families participating in positive social networks 3. Concrete Supports – access to services and supports in times of need

Strategies that promote strong families are those that build and support the ability of parents to effectively care for and promote the healthy development, school readiness and well-being of young children.


The BSFF defines “family-supporting communities” as communities that engage parents, residents, community-based organizations/agencies (CBOs), businesses, and other community partners to support families and optimal child development. The BSFF’s three core community results are:

Coordinated services and supports that meet families’ needs

A shared vision and collective action to strengthen families

Social networks and safe spaces for recreation and interaction

Appendix B - Building Stronger Families Framework (BSFF) Theory of Change provides a graphic depiction of the connection between these concepts. For additional information about Best Start Communities, visit www.First5LA.org. E. Best Start Community Partnerships Best Start Community Partnerships are a central component of First 5 LA’s community capacity building strategy, which is a way to improve the quality of life in a particular place – a neighborhood or a community – by strengthening and building the ability of parents, residents and other community stakeholders to achieve desired results. Community Partnerships are community bodies responsible for establishing a decision-making process and developing and informing the implementation of a broad-based, inclusive community effort to improve BSFF outcomes for children in their respective communities. Each of the 14 Best Start communities has its own Community Partnership that consists of multiple stakeholders, including parents, residents, CBOs, health care professionals, educators, faith-based organizations, government representatives and businesses. The majority of the members within the Community Partnerships are either parents and/or residents. A team of First 5 LA contractors provides customized capacity building support for each of the 14 Community Partnerships. In early 2014, all 14 Best Start Community Partnerships began a results-focused decision-making and Partnership capacity building process, referred to as “Learning by Doing” (LBD). Through LBD, Best Start Community Partnerships developed a set of strategies and activities to be implemented by a Contractor selected through this RFP. For more information about the LBD process see Appendix C - Learning by Doing (LBD) Stages Overview.

F. Community Capacity Building Categories Community capacity building in the Best Start communities will focus on one or more of the following community capacity building categories:

Civic Engagement – Civic Engagement refers to an individual’s participation in community life, particularly as it relates to shaping and directing decisions being made about his/her community. Examples include, but are not limited to: participating in his/her child’s school activities, community cultural events, local planning committees, and other ways to engage in civic life. It also includes developing leadership skills to engage others.

http://www.first5la.org/


Organizational Capacity Building – Building the “capacity” of organizations means to help organizations such as community groups, non-profits or other organizations to function more effectively. Examples include, but are not limited to: staff trainings and targeted discussions with community residents to elicit feedback on programs and services.

Social Capital – Social capital activities are intended to strengthen the sense of community and social fabric of a community by building and strengthening relationships. Social capital activities involve weaving together new relationships, and providing the space and support to navigate through challenges in existing relationships. Strong social capital in a community enables community members to work better together to make significant community changes, thereby improving the overall strength of the community. Examples include, but are not limited to: community groups, community events, networks, and collaborations.

Community Resource Mobilization – Community resources are the people, time, money, and places that help make improvements to the community. Mobilizing resources, means influencing, strengthening, connecting existing resources so that they can be more effective and achieve greater impact. Examples include, but are not limited to: grant applications, and mobilizing funding and in-kind donations.

G. About Best Start Broadway-Manchester The Best Start Broadway-Manchester community is part of the City of Los Angeles and is located in South Los Angeles. Its boundaries4 include areas such as Vermont Vista, Broadway-Manchester, Green Meadows and other smaller enclaves. Residents tend to identify more with their neighborhood or enclave more than the Best Start community boundaries as a whole. The community consists of approximately than 81,000 residents, with nearly 8,000 children prenatal to age 5.5 In 2010, more than 500 births (or 14.4% of all births) were to mothers under the age of 20.6 The Broadway-Manchester Best Start community has experienced demographic shifts in that African-Americans once made up the majority of the population. By 2010, Latinos made up the largest ethnic/racial group (65%) residing in the community followed by African-Americans who constituted 33% of residents.7 Thirty-one percent of households are bilingual, speaking English and Spanish.8 Best Start Broadway-Manchester is home to a vibrant community that includes people from diverse cultural, ethnic, and linguistic backgrounds. It has a rich history of community activism focused on addressing social concerns and elevating the need to improve systemic practices that affect community members. Community members want more involvement in decisions that affect them, such as informing school finances, and health and safety policies.

4 See Appendix D - Best Start Palmdale Community Map. Additionally, Broadway-Manchester consists of zip codes

90003, 90061, and 90044. 5 First 5 LA Community Assessment Report, Broadway-Manchester, April 2011. Harder + Company Special Services

for Groups (SSG) & MIG, Inc. 6 Births to mothers under 20 per zip code: 90003 (233); 90061 (80); and 90044 (233). State of California 2010 Births

by Zip Code, http://www.cdph.ca.gov/data/statistics/Pages/BirthProfilesbyZIPCode.aspx 7 U.S. Decennial Census, 2010 LA County

8 American Community Survey, 2005-2009

http://www.cdph.ca.gov/data/statistics/Pages/BirthProfilesbyZIPCode.aspx


The vast majority of resources and infrastructure for Broadway-Manchester is typically found in the northern area of the region. The community has multiple organizations that provide services, but residents report9 not knowing about available resources and/or desire the services to be provided with more cultural awareness and sensitivity10. Community members report11 not using some services because they feel they were treated with disrespect, and/or providers lacked the cultural awareness as it related to their life circumstances. The community has few collaboratives, each having varying objectives, such as sharing updates with one another and finding ways to strengthen collaboration with one another. The main source of social support for young, single, first-time parents of children prenatal to age is their immediate family. For example, community members reported that while they receive some social support from churches, CBOs, and schools, their families provide the main source of social support.12 Community residents consistently reported family as important to them and they desire, but have difficulty, in spending more time together.13 Thirty-two percent of families living in Broadway-Manchester reported that they read to their child daily14, and approximately 5% of parents indicated that their family eats meals together on a regular basis.15 In 2014, more than 45% of all primary caregivers of children prenatal to age 5 residing in the Broadway-Manchester community were separated or divorced.16 Sixty percent of primary care givers have a high school diploma or less,17 while approximately 60% of children prenatal to age 5 in the community live in households that fall below the Federal poverty line compared to 23% across Los Angeles County. 18 Fifty-two percent of parents attributed increased parenting stress to low income levels that make it difficult to cover basics such as food and housing.19 H. Best Start Broadway-Manchester Community Partnership The Best Start Broadway-Manchester Community Partnership was formally established in 2011 and consists of over 50 active members from different parts of the community. The Partnership has created an energetic, collaborative, and positive environment where the members have built strong relationships with one another and have created a shared vision for the community. As a practice, the Partnership regularly identifies issues and proposes solutions to improve practices that affect community residents. The Partnership anchors its decisions and practices in the following values they hold:

9 First 5 LA Community Assessment Report, Broadway-Manchester, April 2011. Harder + Company, Special Services

for Groups (SSG) & MIG, Inc. 10

For purposes of this RFP, “cultural awareness and sensitivity” includes, but is not limited to, a person’s culture, preferred language, immigration status, involvement with county and state systems, etc. 11

First 5 LA Community Assessment Report, Broadway-Manchester, April 2011. Harder + Company, SSG & MIG, Inc. 12

Ibid. 13

Ibid. 14

Los Angeles County Health Survey, 2002, 2005, 2007 15

Broadway-Manchester Community-Based Action Research Project Report 2014 SSG 16

First 5 LA Family Survey, 2014 National Opinion Research Center (NORC) & Subcontractor, Harder & Co. 17

Ibid. 18

American Community Survey, 2010 19

First 5 LA Family Survey, 2014, NORC & Subcontractor, Harder & Co.


Building connections with one another, particularly isolated populations

Sharing information

Working collaboratively

Improving practices that touch the lives of young, single, first-time parents of children prenatal to age 5

Promoting community participation and recognizing that all community members can contribute gifts and talents to strengthening the community

Increasing resident leadership that focuses on strengthening the community and quality of life for families

Eighty percent of the Partnership are parents and residents, including recent immigrants who are finding their voice and emerging as change agents for the community. The Partnership also includes representatives from CBOs, long-time activists, and those who are experienced in community organizing. The Partnership also rotates the location of the Partnership meetings throughout the community, such as holding meetings in schools and churches in different parts of the community in order to provide better access for parents to participate in Partnership discussions and decision-making. The Partnership ensures that its activities, such as events and discussions, are educational, are relevant to parents’ daily lives and focus on building stronger families and the community. The Partnership has also made it a priority to increase community members’ involvement in Best Start. Thus, the Partnership has expanded community engagement by hosting events, discussions, forums and other ways for community members to inform Partnership decision-making. One forum the Partnership hosted focused on teachers and local CBOs sharing practical tips and take-home activities parents can do with their child to help their child be more prepared for kindergarten. Another forum included representatives from the Federal Bureau of Investigation and local law enforcement who provided child abuse prevention information to parents. In 2012, the Partnership conducted a Community-Based Action Research (CBAR)20 project that focused on the community’s obesity rates. CBAR participants found that multiple factors contributed to the ability of families living in Broadway-Manchester to live a healthy lifestyle and maintain a healthy weight. In addition to conducting the research and analyzing the data, the participants adopted healthier lifestyle habits and led a screening of the documentary Soul Food Junkies that was open to the community. Following the movie, they also facilitated a community discussion that focused on raising awareness of the obesity rates in the community, the importance of healthy habits and options available to community members to live a healthier life. Based on its values and since its inception, the Partnership consistently prioritized parent engagement as a critical component for achieving improved social conditions for families and

20

Community-Based Action Research (CBAR) is an approach to conducting participatory action research that

involves community members as researchers. CBAR projects typically focus on capturing information about a community for the purposes of using that and other data to influence decision-making regarding the project’s topic. Community members actively participate in all phases of research, from designing the project’s research question to disseminating the data collected.


outcomes for children in Broadway-Manchester. As noted in Section II.D, family capacities refers to parents having the knowledge and skills to support learning and development of their children and having the ability to manage stressors in their lives. The Partnership identified several key factors that affect families’ ability to have stronger family capacities, such as having limited resources, accurate information about their child’s developmental needs, and access to quality supports. As part of the LBD process, the Partnership honed in on data that affirmed young parents21 are more likely to: 1) need more supports than older parents to have effective parenting skills; and 2) their children are more likely to have higher health, social and emotional needs than children born to older mothers.22 Young, single, first-time parents of children prenatal to age 5 often experience stigma, social isolation and challenges with accessing concrete supports, such as formal services and supports. As a result, the Partnership has identified this group of parents as a priority population on which to focus the efforts of this RFP. I. Project Rationale The Broadway-Manchester Partnership identified that when parents have a strong understanding of family capacities, then they are more equipped to advocate for themselves and their children; be effective community leaders; and help inform and lead changes that result in an improved quality of life. Thus, the Best Start Broadway-Manchester Community Partnership identified strengthening family capacities as its family core result to target parents with children prenatal to age 5. The intent is that the long-term focus through this Project and others over time will yield positive change in the core result and target population, as shown by improvements in specific indicators. Table 1 below lists the core result, target population, and indicators the Best Start Broadway-Manchester Partnership selected as the basis for developing its strategies and activities. The Partnership developed the strategies and activities in this RFP as building blocks for achieving its vision for children and families in its community. The selected contractor is not expected to demonstrate direct improvement in the core result, target population, and indictors at the community level. Section III.C: Evaluation provides more information regarding the Project’s evaluation requirements.

21

For the purposes of this RFP, “young parents” are defined by parents who are under the age of 25. 22

Annual Morbidity Report and Social Studies Report, Los Angeles Department of Public Health, 2013


Table 1: BSFF Core Result, Target Population & Indicators Selected by Best Start Broadway-Manchester Partnership

FAMILY CORE RESULT Family Capacities: knowledgeable, resilient, and nurturing parents

TARGET POPULATION Parents23 of children prenatal to age 5 residing within the Best Start Broadway-Manchester community

INDICATORS

Percentage of families who read to their children daily

Percentage of families who praise their children daily

Percentage of families who say they experience frequent aggravation with their children

Percentage of families who say they regularly eat meals together

III. SCOPE OF WORK The purpose of this RFP is to select a contractor to work with the Best Start Broadway-Manchester Community Partnership to implement the strategies and activities described in this section. This section contains the community capacity building strategies and activities the Best Start Manchester-Broadway Partnership identified to improve family capacities for parents, specifically for young, single, first-time parents with children prenatal to age 5 Subcontractors may be hired to accomplish any of the tasks. A. Project Overview The purpose of this Project is to improve the quality of services provided to young24, single, first-time parents of children ages prenatal to age 5, increase parents’ access to services, and strengthen parents’ ability to influence decisions that impact their lives. This Project is designed to target three areas of the community’s social eco-system (family, organizations, and systems) that affects the daily lives of children and families. Thus, the Project includes three strategies:

Strategy I: Parent Supports

Strategy II: Organizational and Collaborative Capacity Building

Strategy III: Parent Leadership and Advocacy Given the data noted earlier, the Partnership designed the strategies to prioritize young, single, first-time parents with children prenatal to age 5 as the population to focus on first.25 It is intended that the Project builds upon the community’s assets and the prioritized population’s 23

For purposes of this RFP, “parents” includes biological parents, foster parents, grandparents, and other primary

caregivers who are responsible for the health and well-being of the child. 24

“Young parents” are defined by parents who are under the age of 25. 25

If parents who are 25 years old or older are interested in participating in activities specific to the prioritized population (young parents under age 25) then the selected Contractor should provide these parents (25 years old or older) referrals to other resources to the extent possible and as appropriate.


gifts and talents. The activities are also expected to be implemented with cultural and linguistic sensitivity. The strategies are intended to complement and coordinate with one another and can be implemented concurrently. The strategies aim to:

1. Strengthen organizations’ cultural competency and collaboration in order to provide higher quality services to families with children prenatal to age 5

2. Increase parents’ access to resources in order to strengthen their ability to have stronger family capacities

3. Expand parent leadership in the community in order for parents to have more influence on the systems, structures and policies that impact their lives

B. Strategies and Activities STRATEGY I: Parent Supports The purposes of this strategy are to strengthen parents’ social connections, increase their access to accurate information about child development and community resources and improve their access to these resources. By strengthening parents’ social connections and access to community resources, parents will have more sources of support to help them strengthen their family capacities, such as having the ability to manage stress, understanding their child’s developmental needs and how to bond and nurture their child. The strategy consists of four activities. The first activity, Parent Navigators, focuses on young, single, first-time parents, providing information to young parents and helping them increase their access to resources. The second activity, Parent Circles, focuses on strengthening social connections among young, single, first-time parents and residents and providing information about how to access available community resources. The third activity, Community Resource Information Distribution, focuses on ensuring parents in Broadway-Manchester have access to information about community resources. The fourth activity, Resource Fairs and Community Events, will promote community resource information and encourage young, single, first-time parents to participate in the Project’s other activities. Activity #3: Community Resource Information Distribution should be implemented prior to Activities #1, #2, and #4 as it provides important information that supports the implementation of the other activities. Activity #1: Parent Navigators

Community Capacity Building Categories26: Civic Engagement, Social Capital, Community Resource Mobilization

The purpose of this activity is to increase young parents’ awareness of and utilization of community resources. To achieve this, the activity focuses on using a peer-to-peer approach in which parents serve as Parent Navigators who help parents, especially young, single, first-time parents, have more information about child development, available resources and how to access these resources and navigate systems. The selected contractor will recruit, train, and support parents and residents to become Parent Navigators The selected contractor is expected to offer trainings on a regular basis to young, single, first-time parents and residents so that those interested in becoming Parent Navigators can join at different points in time. The training and support provided to the Parent Navigators by the

26

As described in Section III. D.: Community Capacity Building Categories


selected contractor is expected to draw on best and emerging practices related to resident-led navigator programs and the wisdom of local providers who participate in Strategy II: Organizational and Collaborative Capacity Building. The selected contractor will also need to support Parent Navigators in having information about and understanding available services, the challenges parents experience in accessing services and how parents can overcome these challenges. Additionally, Parent Navigators will need to be equipped to provide referral information to parents who may need help. Examples of training topics include, but are not limited to:

Protective factors27

Parenting Information: o Protective factors 28 , child development, wellness and self-care, and stress

management, recognizing parents who may need support and referrals.

How to gather community resource information

Information about services and community resources

Facilitation

Leadership

Cultural competency such as cultural diversity, an understanding of immigrant families, young, single, first-time parents of children prenatal to age 5

Contractor Roles for Activity #1:

Research existing training resources and programs

Gather community resource information. It is intended that information gathered will build upon already accessible information sources, such as other community resource guides, CBAR information, First 5 LA data, etc.

Develop and implement a plan to recruit, select, train and provide ongoing support to Parent Navigators with input and feedback from the Partnership

Adjust, modify, and augment training and supports as needed

The contractor is expected to support Parent Navigators in expanding their participation in the Project’s other activities. It is expected that this activity is integrated with other activities. For example, Parent Navigators will provide information gathered and inform the implementation of the Project’s other activities. They will also help inform the other activities with the resources they gather, such as Activity #4: Resource Fairs and Community Events. Activity #2: Parent Circles

Community Capacity Building Categories: Civic Engagement, Social Capital, Community Resource Mobilization, Organizational Capacity Building

The purpose of this activity is to increase awareness of and access to community resources and strengthen parents’ social connections with one another through participation in Parent Circles to parents with children prenatal to age 5. The focus of this activity is to implement Parent Circles that bring together young parents with children prenatal to age 5, particularly young, single, first-time parents, in small groups and offer a space to discuss struggles and experiences that relate to their daily lives and the protective factors. The selected contractor is

27

As referenced in Section II.B.: First 5 LA 2015-2020 Strategic Plan 28

As referenced in Section II.B: First 5 LA 2015-2020 Strategic Plan


expected to recruit, train and support parents and residents to host and lead Parent Circles (Parent Circle Hosts) in the community. Parent Circles can be implemented with a group of parents and provided on a continual basis in order to deepen the relationships among Parent Circle participants, provide more opportunities to build from previous discussions and share information with one another. Parent Circle Hosts will need training and ongoing support as they facilitate the Parent Circles. It is expected that the contractor will provide support to the Parent Circles to become self-led, supportive and sustainable to the extent possible beyond the duration of the Project term. Examples of training topics include, but are not limited to:

Parenting Information: o Protective factors 29 , child development, wellness and self-care, stress

management, recognizing parents who may need support and referrals

Information about services and community resources

Facilitation

Leadership

Cultural competency

Design and implementation of Parent Circles

The selected contractor is expected to support Parent Circle Hosts in expanding their participation to the Project’s other activities. It is expected that this activity is integrated with other activities. They will also help inform the focus of other activities, such as Activity #4: Resource Fairs and Community Events. Contractor Roles for Activity #2:

Develop and implement a plan to recruit, select, train and provide ongoing support to Parent Circle Hosts with input and feedback from the Partnership

Help recruit and connect young, single, first-time parents to Partner Navigators

Adjust, modify, and augment training and supports as needed

Activity #3: Community Resource Information Distribution

Community Capacity Building Categories: Civic Engagement, Social Capital, Community Resource Mobilization

The purpose of this activity is to ensure the Project’s activities are providing accurate community resource information to young, single, first-time parents with children prenatal to age 5, particularly single and first-time parents. This information is intended to help parents become more aware of and learn how to access resources provided in the community. The selected contractor is expected to gather current community resource information including, not limited to, building from existing resource information related to but not duplicative of the work in Activity #1 and from participants and discussions in Strategy II: Organizational and Collaborative Capacity Building. The selected contractor is expected to provide the resource information through different communication platforms, such as resource packets, pamphlets, websites, etc. At minimum, the resource information is expected to be distributed by the Parent Navigators (Activity #1), Parent Circle Hosts (Activity #2), and at Resource Fairs and Community Events (Activity #4). The

29

As referenced in Section II.B: First 5 LA 2015-2020 Strategic Plan


information may also serve as a recruitment tool to connect parents with Parent Navigators and/or participate in Parent Circles. The process for collecting and distributing the information can also serve as an opportunity to invite organizations to participate in the cultural competency trainings and collaboration efforts described in Strategy II. Contractor Roles for Activity #3:

Research and compile community resource information with a special emphasis on resources: 1) for young, single, first-time parents; and 2) related to building family capacities

Develop and implement approach for engaging organizations and collaboratives to share information with parents

Ensure materials are in English, Spanish, and other languages as needed

Manage production and/or printing of materials

Develop strategies to disseminate information to community with Partnership input

Develop methods to distribute the community resources information including, but not limited to, print and web-based methods

Provide support to Parent Navigators and Parent Circle Hosts on how to utilize the resource information and present information to parents

Develop and implement approach to periodically update resource information throughout the Project term

Maintaining data throughout the term of the contract in formats easily accessible by Partnership.

Activity #4: Resource Fairs and Community Events Community Capacity Building Categories: Civic Engagement, Social Capital, Community Resource Mobilization The purpose of this activity is to increase parents’ awareness of community resources, how to access these resources and increase participation in community activities promoting the protective factors. The intents of the Resource Fairs and Community Events are to:

Broadly disseminate community resource information, including, but not limited to, information gathered in Activity #3

Highlight the importance of having strong family capacities, social connections, concrete supports and supports to help families strengthen their protective factors

Recruit community members to participate in the Project’s and other Partnership activities

The selected contractor along with Partnership members, Parent Navigators, and Parent Circle Hosts will encourage community members to attend these events. The selected contractor is expected to implement the Resource Fairs and Community Events. Contractor Roles for Activity #4:

Identify and collaborate with other efforts to plan and implement Resource Fairs and Community Events in the Broadway-Manchester community

Develop timeline in collaboration with the Partnership that projects implementation of each Resource Fair and Community Event

Ensure Parent Navigators, Parent Circle Hosts and Partnership members have the information and tools necessary to promote Resource Fairs and Community Events to other community members


Promote Resource Fairs and Community Events

Plan and implement Resource Fairs and Community Events. Disseminate information gathered in Activity #3 at Resource Fairs and Community Events. Develop and implement a work plan to engage parents reached through this activity and encourage participation in the Project’s other activities. Plan will need to account for providing support to parents who may need help.

STRATEGY II: Organizational and Collaborative Capacity Building The purpose of this strategy is for organizations’ cultural sensitivity, which will result in an increase in parents’ use of services, and to strengthen organizations’ collaboration, which can improve the quality of services due to shared learning of best practices and organizations collectively addressing issues impacting young, single, first-time parents. As noted in the Community Assessment earlier, young, single, first-time parents reported that they feel discouraged from asking for help, support, and/or access to resources because their family members, neighbors and institutions hold negative views and biases about them. This strategy includes support for organizations in strengthening their awareness of and implementing practices that are culturally sensitive to a parent’s life circumstances30 meaning, their culture, preferred language, immigration status, involvement with county and state systems, etc. It is expected that the selected contractor is knowledgeable about organizations’ ability to demonstrate cultural competency when working with young, single, first-time parents; immigrant families; and other parents’ circumstances. This strategy consists of two activities. The first activity, Service Provider Trainings, will provide representatives from organizations with cultural awareness and competency trainings and facilitate the sharing of promising practices in order to improve service delivery to prenatal to age 5. The second activity, Service Provider Coalition and Learning Community, will support providers in coming together to learn from one another and collectively address issues impacting parents of children prenatal to age 5. Activities #5 and #6 can be implemented concurrently. Each activity is expected to provide safe spaces for parents and service providers to come together and discuss assets and gaps in the service delivery system as well as the assets and needs of families with children prenatal to age 5, particularly young, single, first-time parents. Activity #5: Service Provider Trainings

Community Capacity Building Categories: Community Resource Mobilization, Organizational Capacity Building, Social Capital

The purpose of this activity is for the selected contractor to provide trainings to organizations in order to strengthen organizations’ ability to provide culturally sensitive services in which parents feel understood, respected and treated as partners in the services they receive. As a result, it is expected that organizations will create an environment in which parents feel encouraged to access and engage with that organization and will increase parent utilization of services. The Partnership members anticipate that as parents increase their use of services, they will strengthen their family capacities.

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The Partnership identified that parents will be more likely to increase their use of services that help strengthen their family capacities if the delivery of services are more respectful and culturally sensitive.


As part of this activity, and together with the trainings, a feedback loop between service providers and parents will:

Equip providers with competencies to respond to the diverse and overlapping needs of parents

Increase providers’ knowledge of the current youth culture, and

Increase young parents’ expectations of the delivery of services. Thus, the trainings are expected to help organizations:

Be more aware of the unconscious or conscious stereotypes and biases service providers may hold about parents of children prenatal to age 5, particularly young, single, first-time parents

Implement changes to services delivery practices that are sensitive to young, single, first-time parents’ circumstances and needs

Organizations participating in the trainings are expected to apply the information from the training and demonstrate improvement in their practices. The trainings are expected to be provided to organizations participating in Activity #6: Service Provider Coalition and Learning Community. However, the trainings will also be open to organizations that do not participate in Activity #6. The contractor is expected to recruit organizations to participate in the trainings. Contractor Roles for Activity #5:

Identify biases parents experience from service providers and others by soliciting feedback about these topics from, at minimum, the Partnership

Identify providers’ training needs in the area of cultural competency

Recruit organizations to participate in the trainings

Develop and implement trainings that increase service providers’ understanding of the stigmas, stereotypes, and biases young parents experience and strengthen the providers’ capacities to provide services in which parents feel understood, respected, and treated as a partner in the services they receive

Ensure trainings are in-depth, high quality and provided with cultural sensitivity Activity #6: Service Provider Coalition and Learning Community

Community Capacity Building Categories: Social Capital, Community Resource Mobilization, Civic Engagement, Organizational Capacity Building

The purpose of this activity is to strengthen organizations’ capacity to provide higher quality services and collectively address issues impacting parents, particularly young, single, first-time parents. The contractor is expected to establish and support the implementation of a Service Provider Coalition and Learning Community (Coalition) that brings together service providers and parent representatives. This activity is expected to provide a safe space for members of the community to raise concerns and provide feedback to agencies working in Broadway-Manchester. The Coalition will: 1) engage in a Learning Community; and 2) collectively address organizational issues impacting families‘ ability to access resources. Learning Community The selected contractor is expected to support the service providers in the Coalition in being a Learning Community that shares their successes, challenges, and lessons learned with one


another. Their focus is expected to be on parents with children prenatal to age 5, particularly the prioritized population. Collectively Address Issues Impacting Families The Partnership recognizes that young, single, first-time parents are in need of understanding family capacities in order to be effective advocates for their children and themselves, and as community leaders. Coalition participants will identify a common issue collectively in CBAR utilizing a group peer-to-peer learning approach that creates a safe space for organizations to share successes, lessons learned, and identify promising practices and improve as it relates to parents with children prenatal to age 5, particularly young, single, first-time parents. For example, their work can yield ways to improve services and resources to the delivery to young, single, first-time parents of children prenatal to age 5. It is expected that organizations participating in the Coalition will also participate in the trainings provided in Activity #5 and track organizational progress or changes resulting from participation in the Coalition. Trainings should build from current promising practices, resources and/or training programs. The contractor should also collaborate with other training efforts to the extent possible and as appropriate. Organizations participating in the trainings are expected to apply the information from the trainings and demonstrate improvements in their practices. Contractor Roles for Activity #6:

Develop and implement a work plan, with Partnership input, to recruit, establish, and support the implementation of the Coalition, including, but not limited to, facilitating and supporting Coalition discussions, planning, and meetings

Ensure Coalition creates and participates in a safe and meaningful engagement with parents to receive parent feedback

Track issues and practices discussed

Provide updates regarding the Partnership to Coalition members and encourage them to participate in the Partnership

Support organizations in the Coalition in tracking progress or change resulting from participation in the Coalition.

STRATEGY III: Parent Leadership and Advocacy The purpose of this strategy is to support parents (particularly young, single, first-time parents with children prenatal to age 5) in building and/or strengthening their leadership and advocacy skills to improve the systems, structures and policies that impact parents with children prenatal to age 5. The strategy consists of two activities: 1) Leadership and Advocacy Training, which will equip community members (including, but not limited to, young, single, first-time parents with children prenatal to age 5) with the knowledge and skills to influence decisions that affect families in Broadway-Manchester; and 2) Community-Based Action Research, in which community members gain research skills and tools to collect and analyze data that will inform approaches to build stronger relationships between parents and organizations. While the CBAR findings have the potential to inform the other activities in this RFP, the Project’s other activities can be launched prior to the implementation and/or completion of the CBAR project and Leadership and Advocacy trainings.


All advocacy trainings and support must be in alignment with First 5 LA policies.31 Activity #7: Leadership and Advocacy Training

Community Capacity Building Categories: Social Capital and Civic Engagement The purpose of this activity is to promote and strengthen young parents (particularly young, single, first-time parents with children prenatal to age 5) and other community members’ leadership skills to advocate for improvements in service delivery. Implementation of this activity should be informed by promising and best practices for youth leadership development, civic engagement, and advocacy. It is anticipated that participants in the Leadership and Advocacy Training will also participate in Activity #8: Community-Based Action Research. All advocacy trainings support and activities must be in alignment with First 5 LA policies. The following are examples of potential training topics:

Protective factors

Difference between advocacy and lobbying

Issues, policies, and systems that impact young parents and their children

Policy-making processes

Decision-making bodies within the community, city, county, and state

Systems, policies and institutional cultures and practices that affect their daily lives

Communications (including, but not limited to, public speaking, personal verbal and nonverbal communication, personal story-telling, messaging)

Types of education and advocacy activities (e.g., legislative and/or councilmember visits, informing the public about policy issues)

Goal setting and project planning

Young parents’ legal rights

First 5 LA parameters for advocacy efforts Contractor Roles for Activity #7:

Develop and implement plan to recruit, train and provide ongoing support to Parent Advocates. The plan should include at least the following tasks:

o Collaborate with the Partnership to identify diverse group of Advocates o Develop and provide in-depth training for young parents as advocates (including

a train-the-trainer component) o Ensure activities are based on promising/best practices. o Connect participants to existing advocacy efforts as appropriate o Regular updates to the Community Partnership

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First 5 LA funds for these activities shall not be used for lobbying any policymaker, local, state or federal legislative organization. Education regarding a policy issue is an eligible activity for First 5 LA funds, but First 5 LA funds cannot support lobbying for specific policies or legislation. Additionally, First 5 LA funds cannot be used to influence voters to support or oppose any candidate, specific legislation, or ballot measure. Policies are subject to change.


Activity #8: Community-Based Action Research

Community Capacity Building Categories: Social Capital, and Civic Engagement Once participants complete advocacy training, they will participate in a Community-Based Action Research (CBAR) project. The intent of this activity is to involve young parents (particularly young, single, first-time parents with children prenatal to age 5) and other community members in the development of community-level data that can be used to inform ongoing improvements in service delivery. Through this activity, young parents and other community members will gain the research skills and tools to help them determine the barriers and opportunities to build stronger, more trusting relationships between young parents and organizations. Implementation of this activity should be informed by promising and best practices for youth leadership development, civic engagement, participatory action research, and advocacy. It is expected that young parents involved in this activity will:

Develop goals and objectives

Identify a research question

Identify and implement a methodology for data collection (e.g., surveys, interviews, focus groups, etc.)

Analyze and interpret data

Develop an action plan that includes results and recommendations

Promote results and recommendations to community and key decision-makers

Build social connections with one another and other young parents engaged with this CBAR project

Participate in advocacy trainings The selected contractor is expected to oversee and support implementation of the CBAR project by completing tasks, including, but not limited to:

Develop and implement an outreach and recruitment plan to engage young parents and other community members in a CBAR project

Develop materials that use language that resonates with young parents

Collaborate with the Partnership to outreach to and identify diverse group of participants

Ensure activities are based on promising/best practices

Share timely updates and advocacy projects with the Partnership

Develop and support the implementation a CBAR project tailored for young parents

Provide training to participants in the CBAR project on topics such as developing a research question and collecting, analyzing, and sharing data

Develop and provide in-depth training for parents in CBAR (including a train-the-trainer component)

Develop CBAR project documents and materials including, but not limited to, a report detailing the CBAR project, its findings and recommendations

Provide assistance to parents as they report results and promote recommendations

Providing certificates of completion to CBAR participants


Upon completion of the CBAR project, the participants will develop recommendations that can be shared first with organizations in Activity #6: Service Provider Coalition and Learning Community. The selected contractor is expected to identify other opportunities for CBAR participants to share lessons learned and best/promising practices with organizations and systems leaders and discuss recommendations to strengthen relationships between parents (particularly young, single, first-time parents with children prenatal to age 5) and organizations serving the Broadway-Manchester community. Contractor Roles for Activity #8:

Develop and implement plan to oversee and support implementation of the CBAR project as described above

Work in collaboration with other community members to develop recommendations that can be shared with organizations

Support CBAR participants to implement recommendations (to the extent possible) resulting from the findings from CBAR

C. Evaluation The selected contractor will work with Partnership members and First 5 LA to further develop and finalize the performance measures to assess the success of each activity. The performance measures will seek to answer certain information for each activity: quantities of participants and activities, effectiveness of implementation and the impact of activities. The Partnership has drafted some of these performance measures. The selected contractor will also work with Partnership members and First 5 LA to develop and finalize a plan for collecting information on the desired measures. First 5 LA may have additional data collection requirements. First 5 LA has final approval of the performance measures and data collection plan. Roles of Contractor for Evaluation:

Facilitate discussions with Partnership members and First 5 LA to identify performance measures and methods for collecting desired data to assess the success of activities in achieving desired results.

Finalize performance measures for each activity with First 5 LA and the Community Partnership.

Document the activities (including, but not limited to, attendance, summary report, etc.)

Develop basic data collection instruments as needed.

Collect and analyze the performance measure data for each activity.

Generate written reports on the performance measure data and analysis.

Present and conduct verbal reports to the Partnership on a monthly basis.

Help strategize and support efforts to strengthen areas in which performance targets are not met.

D. General Tasks In addition to the tasks and roles listed in each activity the selected contractor will be expected to perform general tasks related to the implementation of the work and managing the contract. General Contractor Roles, include but are not limited to:


Collaborate with First 5 LA and its partners to coordinate all aspects of the Project.

Seek input from and collaborate with the Partnership (or designated Partnership representatives) to finalize plans, including design and logistics, for each activity.

Attend monthly Community Partnership meetings to build a collaborative relationship with the Partnership, provide regular progress updates and solicit feedback from Partnership members on progress of activities

Work collaboratively with the Partnership to ensure successful implementation of activities

Collaborate with the Partnership on any needed modifications to the activities

Learn about other community activities being developed and implemented

Coordinate the implementation of all activities as agreed upon with the Partnership and First 5 LA

Develop incentive program in collaboration with Partnership and First 5 LA. Incentives to be determined by the structure and length of the activity. Incentives will be contingent on the approval of First 5 LA and may be proposed for any of the activities.

Provide referrals to resources to parents 25 years old or older who are interested in participating in activities specific to the prioritized population (young parents under 25 years old)

Participate in contractor learning community meetings facilitated by First 5 LA

Perform all contracts and subcontract management, including budget oversight, fulfill reporting requirements and coordinate contract approvals and modifications

Require all subcontractors to comply with all applicable requirements, including insurance, to be set forth in the final executed contract

Provide logistical support (such as child care, transportation, venues, etc.) for each activity

IV. ELIGIBILITY

Proposals will be considered from legal entities with the qualifications and capacity to implement the strategies and activities outlined in this RFP. Eligible proposals must demonstrate the qualifications, experience, competency, and ability to successfully coordinate the implementation of the desired strategies and activities.

V. TERMS OF PROJECT The term of the Project is up to 24 months. The contract amount and duration will be determined through negotiations with the selected proposer and First 5 LA. The duration, extension, renewal, and amendment of the contract is contingent upon the First 5 LA Board of Commissioner’s approval of funding for each fiscal year. First 5 LA reserves the right to extend or renew the contract to complete the activities listed in this RFP. This will be a cost reimbursement contract.

VI. SELECTION PROCESS AND REVIEW CRITERIA

First 5 LA will review the proposers based on the multi-stage review process detailed below. In the event only one proposal is received, the proposal must score satisfactorily in each level of review, as applicable.


Level 1 Review: Proposal Compliance First 5 LA will evaluate all proposals for completeness and minimum requirements. Basic requirements include: timely receipt of proposal, submission of all required attachments, etc. Proposals with omissions of any required documentation are subject to disqualification. First 5 LA will also conduct a due diligence review which includes a review of the Litigation and Contract Compliance form and a review of whether proposer (that are current and former contractors, grantees and vendors) currently remain placed in non-compliant status by First 5 LA under any existing and past agreement(s) with First 5 LA. Level 2 Review: Proposal Scoring Proposals that pass Level 1 Review will proceed to Level 2 Review. First 5 LA staff will review and score proposers using the review tool listed as Appendix E – Level 2 Review: Proposal Scoring Criteria and sign a Conflict-of-Interest form. Level 3: Financial Review Proposals receiving the highest scores in Level 2 Review will proceed to Level 3 Review. Financial review will be a factor in the selection process, and proposer(s) may be required to submit financial statements or other additional information upon request. The First 5 LA Finance Department may review a copy of audited financials or statements prepared by an independent auditor to ensure the financial capacity of proposers. As a public entity, First 5 LA has a responsibility to the public to ensure that the organizations that receive the funds are financially stable to provide the contracted services. Further written materials regarding the financial stability of the agency may be requested during or prior to the review. Level 3: Financial Review Proposals receiving the highest scores in Level 2 Review will proceed to Level 3 Review. First 5 LA reserves the right to conduct financial and due diligence reviews. Depending on the type of service and extent to which a Contractor must have good/healthy cash flow, financial stability will need to be reviewed. Applicant(s) will be required to submit financial statements or other additional information upon request. The First 5 LA Finance Department may review a copy of audited financials or statements prepared by an independent auditor to ensure the financial capacity of applicants. As a public entity, the Commission has a responsibility to the public to ensure that the organizations that receive the funds are financially stable to provide the contracted services. Further written materials regarding the financial stability of the agency may be requested during or prior to the review. Level 4 Review: Interview Proposals that pass Level 3 Review will be invited to interview with First 5 LA staff and community representatives. These interviews will take place in the Broadway-Manchester community. First 5 LA reserves the right to conduct the interviews without the community representatives if the representatives do not attend the interviewer training and/or interview. Tentative interview dates are included in Section I: Timeline for Selection Process, and are subject to change at First 5 LA’s sole discretion. An interview is not a guarantee of funding approval. The highest scoring proposer from the interview process will be awarded the contract or grant agreement or recommended to the First 5 LA’s Board of Commissioners for award of the contract or grant agreement. In the case that only one proposal is received, the proposal must score satisfactorily to be considered for award.


The interview will request proposers to do at least the following:

Provide a twenty-minute presentation about the proposer’s (and collaborative partners, if any) background in implementing programs for children ages prenatal to age 5 and their families as well as the action plan for implementing the strategies and activities identified in this RFP. Briefly describe how any best practices and lessons learned from the proposer’s previous experiences will inform the implementation of this work. Also describe how the proposer plans to provide sufficient support for staff to effectively implement the work.

Respond to the following question: What plan does your agency have in place to ensure accountability for implementing the work according to the goals laid out by the Best Start Broadway-Manchester Partnership?

VII. REQUIRED DOCUMENTS Proposers must submit the following required documents through the online application system in order to be eligible for this RFP (Appendix A - Proposal Checklist is available to assist in proposal completion). All narrative sections should be single-spaced, 11 point font with 1” margins. Appendix E - Level 2 Review: Proposal Scoring Criteria provides the criteria that will be used to score each element of the proposal.

A. Online Application

Organization Information

B. Executive Summary (3 pages maximum) Please summarize the information you provide in the Implementation Narrative section.

C. Implementation Narrative (12 pages maximum) Please explain the proposers’ approach to implement the strategies and activities over a 24-month period as outlined in Section III.B: Scope of Work and Section III.C Evaluation based on the requirements in the RFP. Please include a description of scale (e.g., numbers of trainings), substance (e.g., topics of trainings), timing/phasing of all eight activities, personnel (e.g., trainers or subcontractors) and/or any other important considerations for implementing the activity in the specific community context. Include the challenges you anticipate and how you will ensure the implementation of activities listed in Sections III.B: Scope of Work is successful in the Broadway-Manchester community context.

D. Qualifications (7 pages maximum) Please describe the proposer’s (and all subcontractors’) qualifications and capacities that will ensure successful implementation of all tasks identified in Section III: Scope of Work. Please also address what is the proposer’s (and subcontractors’):

1. Experience working in the Best Start Broadway-Manchester community 2. Experience collaborating with small and large private and public organizations and

informal groups (e.g., faith-based groups, civic groups, etc.) to plan, implement and/or assess activities


3. Experience collaborating with parents and residents to plan, implement and/or assess activities and developing action plans based on the learning by engaging in collaborative work with parents and residents.

4. Experience and success in implementing the desired contractor tasks? Please describe any past experience of the organization(s) and people involved in implementing similar activities. Be sure to include the evaluation roles.

5. Current capacity to implement activities and perform required roles (e.g., available staff with necessary skills)? Please provide the current capacity of the applicant and subcontractor(s) to implement the activities. This can include references to specific staff who will be involved as well as their intended roles.

6. Ability to leverage additional resources to support the work (e.g.., connection to county-wide systems and/or networks of support that work and/or serve the Broadway-Manchester community.

E. Detailed Budget (Appendix F): Please provide an estimated budget for all activities and

tasks using the template provided as Appendix F - Detailed Budget Form. Please explain the component costs in the budget narrative. Please refer to Appendix G – Instructions for Budget Forms for instructions on how to complete the Detailed Budget Form.

F. Budget Narrative: Please provide a narrative that briefly explains the assumptions and reasoning used to calculate the estimated budget. No additional budget figures are needed in this section, although they may be presented if desired.

G. Letter(s) of Intent (LOIs), if applicable: For each subcontractor mentioned in the

Narrative, please provide a LOI that that indicates acknowledgement and agreement to the proposed subcontractors’ roles and responsibilities. It is not necessary to submit LOIs if no subcontractors are proposed.

H. Résumés or Curriculum Vitae for Key Staff of Primary Contractor and Subcontractors: Please provide Résumés or Curriculum Vitae for the key staff already identified that will be involved in the implementation of the activities.

I. Litigation and Contract Compliance Form (Appendix H): Please read the information on the Litigation and Contract Compliance Form attached as Appendix H - Litigation and Contract Compliance Form thoroughly and submit a signed copy. If the proposer checks “Yes” to any of the questions on this form, please explain whether this will impact the Project on this solicitation.

J. Business License (if applicable)

K. Most Current Independent Audited Financial Statement – or – Financial Statements

Prepared by a Certified Public Accountant

Failure to submit all required attachments will constitute an incomplete proposal and may be grounds for disqualification. Proposers are responsible for any errors omissions in their proposals and applications. In order to respond to this RFP, please complete and submit your proposal and all required documents to First 5 LA no later than 5:00 pm PDT on October 5, 2015 October 13, 2015. Proposals received after this deadline will not be considered. It is the


responsibility of the proposer to ensure, prior to submission, that its proposal reflects the requirements of this solicitation. VIII. TERMS OF THE RFP First 5 LA reserves the right to reject all proposals and re-solicit for proposals. Failure to comply with proposal specifications shall be grounds for disqualification of proposals. Each proposer shall be required to honor the price and specifications quoted for a minimum of sixty (60) calendar days following submission of the proposal. First 5 LA also reserves the right to cancel this RFP, in its sole discretion, at any time before execution of a contract.

First 5 LA shall not be liable for any costs incurred in connection with a proposer’s preparation of a proposal in response to this RFP. Any cover letters, résumés and curriculum vita, including attached materials, submitted in response to this RFP shall become First 5 LA’s property and subject to public disclosure. Each proposal shall be retained for official files and will become public record upon submittal unless the proposal or specific parts of the proposal can be shown to be exempt from disclosure by law. The budget, scope of work and other contractual information may be included in board materials which are made public if the contract requires board approval. Each proposer may clearly label parts of a proposal as “CONFIDENTIAL” if the proposer thereby agrees to indemnify and defend First 5 LA for honoring such a designation. The failure to so label any information that is released by First 5 LA shall constitute a complete waiver of all claims for damages caused by any release of the information. If a public records request for information labeled confidential is received by First 5 LA, First 5 LA will notify the proposer of the request. Within seven (7) calendar days after First 5 LA’s notification to the proposer, it will be the proposer’s duty to act in protection of the labeled information. The proposer’s failure to so act shall constitute a complete waiver. The proposer agrees that, by submitting application proposal, the proposer authorizes First 5 LA verify any or all information and/or references submitted in the proposal. IX. CONTRACTUAL CONSIDERATIONS The successful proposer must sign and adhere to the provisions of the First 5 LA Contract (see sample Contract - Appendix I). The successful proposer must execute the Contract without substantive alteration. All proposers must review the sample Contract in detail and fully understand the contractual obligations described in the Contract, including all insurance requirements. Current and former First 5 LA grantees, contractors and vendors must be in good standing and compliant with all aspects of current and former agreements with First 5 LA in order to be eligible to respond to this RFP. First 5 LA may deem a proposer ineligible to respond to this RFP if it finds, in its sole discretion, that the proposer has done any of the following: (1) violated any term or condition of a First 5 LA agreement; (2) committed any act or omission, or engaged in a pattern or practice, that negatively reflects on the proposer’s quality, fitness or capacity to perform services listed in this RFP; (3) committed an act or offense that indicates a lack of business integrity or business dishonesty; or (4) made or submitted a false claim against First 5 LA or any other public entity.


First 5 LA may, after contract award, amend the awarded contract, scope of work and any other exhibits in accordance with the terms of the contract and as needed throughout the contract term to best meet the needs of First 5 LA. The award of a contract by First 5 LA to an individual/agency/organization that proposes to use subcontractors for the performance of work under the contract resulting from this RFP process shall not limit First 5 LA’s right to approve subcontractors, assemble teams and/or assign leads. Each proposer will be evaluated independently for added value to the overall team. A copy of executed subcontract(s) related to Program funding must be provided to First 5 LA. If the awarded contract is not signed prior to the intended start date, the commencement of any activities under the contract’s Scope of Work/Performance Matrix (Exhibit A) will not begin until the contract execution date (the date all parties have signed and delivered the contract) and the successful proposer will not be eligible to obtain reimbursement for any costs incurred prior to the contract execution date, unless otherwise approved in writing by First 5 LA. If the awarded contract is not signed by the successful proposer within thirty (30) calendar days from the proposed intended start date, First 5 LA may withdraw the contract award. First 5 LA may revise the proposed effective date prior to final execution of the awarded contract.

If the value of the contract is $75,000 or more in the aggregate in any fiscal year, the award and execution of the contract is subject to First 5 LA’s Board approval. Any performance of services commenced prior to obtaining all written approvals by First 5 LA shall be considered voluntary. Unless otherwise submitted during the RFP process, the successful proposer will be required to submit additional required documentation including, but not limited to, the following documents before the awarded can be fully executed:

Litigation and Contract Compliance Form By-laws (if applicable) Articles of Incorporation (if applicable) Board of Directors or List of Partners (as applicable) Signature Authorization Form Annual Independent Audit for prior fiscal year or calendar year (if applicable) Appropriate business licenses (for vendors or private organizations) IRS Determination Letter for non-profit status (if applicable) Completed IRS Form W-9 Memorandums of Understanding and Subcontracts (for any sub-contractors,

collaborators, and/or partners)

Certificates of Insurance for all insurance requirements outlined in the sample Contract. X. APPEALS POLICY First 5 LA reserves the right, without prejudice, to reject any or all submitted proposals. An appeal shall be permitted only on the grounds that the decision violated applicable law, First 5 LA policies and procedures, or the terms of this RFP. Appeals challenging First 5 LA’s decision on the merits or qualifications of proposers or the scoring of proposals shall not be permitted. An appeal of a First 5 LA decision shall be in writing and filed with the office of the Executive Director, or his or her designee, within ten (10) business days following the date the notification


of decision is made by First 5 LA. For more information, please refer to the Appeals Policy located at http://www.first5la.org/About-Us/Policies. XI. LIST OF APPENDICES

Appendix A – Proposal Checklist

Appendix B – Building Stronger Families Framework (BSFF) Theory of Change

Appendix C – Learning by Doing (LBD) Stages Overview

Appendix D – Best Start Broadway-Manchester Map

Appendix E – Level 2 Review: Proposal Scoring Criteria

Appendix F – Detailed Budget Form

Appendix G – Instructions for Budget Forms

Appendix H – Litigation and Contract Compliance Form

Appendix I – Sample Contract

http://www.first5la.org/About-Us/Policies

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