Building Stronger Families in Lancaster Phase 1 - First 5 LA BSFF Phase 1 RFP(1).pdf · Building...

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Los Angeles County Children and Families First Proposition 10 Commission (aka First 5 LA) RELEASE DATE: November 9, 2015 Best Start Communities Building Stronger Families in Lancaster Phase 1 REQUEST FOR PROPOSALS (RFP)

Transcript of Building Stronger Families in Lancaster Phase 1 - First 5 LA BSFF Phase 1 RFP(1).pdf · Building...

Los Angeles County Children and Families First –

Proposition 10 Commission (aka First 5 LA)

RELEASE DATE: November 9, 2015

Best Start Communities

Building Stronger Families in Lancaster – Phase 1

REQUEST FOR PROPOSALS (RFP)

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TABLE OF CONTENTS

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

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

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

IV. ELIGIBILITY .............................................................................................................22

V. TERMS OF PROJECT .............................................................................................22

VI. SELECTION PROCESS AND REVIEW CRITERIA ..................................................22

VII. REQUIRED DOCUMENTS .......................................................................................24

VIII. TERMS OF THE RFP ...............................................................................................25

IX. CONTRACTUAL CONSIDERATIONS .....................................................................26

X. APPEALS POLICY...................................................................................................27

XI. LIST OF APPENDICES ............................................................................................27

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I. TIMELINE FOR SELECTION PROCESS1

ACTIVITY DATE

RFP Released November 9, 2015

Information Webinar November 12, 2015

Final Date to Submit Questions and Requests for Additional Information

November 24, 2015

Posting of Responses to Questions November 30, 2015

Proposal Due December 8, 2015

Interviews with Top Proposers December 21-23, 2015

Contractor Selected December 28, 2015

Anticipated Contract Start Date2 February 12, 2015

Potential proposers are strongly encouraged to participate in an Informational Webinar scheduled for November 12, 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 5:00 pm PT on November 24, 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. Please submit questions and requests for additional information via email to:

Ellaine Hartley, Program Officer [email protected].

In order to respond to this RFP, a proposal complete with required documents must be received through the online application system by First 5 LA no later than 5:00 pm PT on December 8, 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.

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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. The 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 L.A. 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:

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

B. 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: parental resilience, social connections, knowledge of parenting and child

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

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

D. 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.

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

F. 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.

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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 (BSFF) 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, we will strengthen their capacity to support families and build parent participation within their community. 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. "Strong families” are 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 three core family results of the BSF Framework 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.

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“Family-supporting communities” are communities that engage parents, residents, community-based organizations (CBOs), businesses and other community partners to support families and optimal child development. The three core community results of the BSF Framework are:

1. Coordinated services and supports that meet families’ needs 2. A shared vision and collective action to strengthen families 3. 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 the 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 the community bodies responsible for establishing a decision-making process and developing and implementing a broad-based, inclusive community effort to improve outcomes for children in each of the 14 Best Start communities. The Community Partnerships consist of multiple stakeholders, including parents, residents, community-based organizations, health care professionals, educators, faith-based organizations, government representatives and businesses. The majority of the members within the Community Partnership are either parents and/or residents. A team of First 5 LA contractors provides customized capacity-building support for each Community Partnership. In early 2014, all 14 Best Start Community Partnerships began a results-focused decision-making process, referred to as “Learning by Doing” (LBD), which is designed to build community capacity through the process of working together to achieve the core results of the Building Stronger Families Framework. Through LBD, Best Start Community Partnerships have selected a set of strategies and activities that they will implement in collaboration with a Contractor via this RFP. For more information about the LBD process see Appendix C. 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.

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Organizational Capacity Building – Building the “capacity” of organizations means to help organizations like 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 Lancaster The Best Start Lancaster community is located approximately 70 miles northeast of downtown Los Angeles in the center of rural Antelope Valley, and includes the City of Lancaster as well as parts of Los Angeles County’s unincorporated areas Lake Los Angeles and Quartz Hill.4 The City of Lancaster alone spans approximately 95 square miles of the 2400 square mile Antelope Valley.5 According to Healthy City data, approximately 165,000 residents and 16,000 children under the age of six reside within the Best Start Lancaster boundaries.6 Lancaster has experienced a rapid increase in new home development, which has expanded the geographic areas of the community in which people live. Thirty-seven percent of Best Start Lancaster population is White, while another 37% are Latino/Hispanic, 18% of the population is African American, 4% is Asian and Pacific Islander, and 4% of the population is other7. Sixty-nine percent of households speak only English, 23% of the households are bilingual (speaking English and another language), and 8% of the households speak limited English.8 Of families with children, 56% are led by married couples, while 34% are led by single mothers, and 10% are led by single fathers.9 The estimated median household income for Lancaster is $40,949, nearly 25% lower than that of the Los Angeles County median household income of $54,828.10 The unemployment rate in Lancaster is approximately 12% compared to Los Angeles County’s unemployment rate of

4 A map of the Best Start Lancaster community boundaries is included as Appendix D.

5 U.S. Census Bureau, 2015

6 U.S Decennial Census, 2010

7 U.S. Decennial Census 2010

8 American Community Survey, 2005-2009

9 U.S Decennial Censuses, 2000 and 2010

10 American Community Survey, 2005-2009

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7.7%.11 Nearly one in four Lancaster families have an income level that falls below the federal poverty line and approximately 37% of children ages 0-5 live in these households compared to 23% across Los Angeles County.12 These conditions affect a family’s ability to thrive, as demonstrated by data revealing that 92% of parents attributed increased parenting stress to low-income levels that prevent them from covering basics such as food and housing.13 Additionally, due to limited local employment opportunities, approximately 70% of residents commute to jobs outside the City of Lancaster.14 Residents cited long commutes as a reason for causing additional stress and less time with their families and parent-child interaction.15 The main source of social support for parents living in Lancaster with children ages prenatal to 5 is the immediate family. For example, community members reported that while they receive some social support from faith-based organizations, CBOs, and schools, their families provide the main source of social support.16 Community residents consistently reported family as important to them and they desire, but have difficulty in, spending more time together.17 Forty-one percent of families living in Lancaster reported that they read to their child daily18 and nearly 67% of parents indicated that their family eats meals together on a regular basis.19 Constructive and supportive social connections provide a buffer for parents from stressors and support nurturing parent behaviors that promote secure attachments with young children.20 Conversely, parents who experience social isolation lack available and quality relationships, and are at higher risk of depression, being disengaged as parents, and being unable to provide a consistent, nurturing, and responsive care to their children.21 As people move to the community they may not have easy access to their previous social networks and find it takes time to build trust and develop social connections with their neighbors and others in the community. Additionally, residents in Lancaster tend to be more isolated from their neighbors, families, and friends because of geographic distances between homes; thus, exacerbating any social isolation that already exists. Nearly 9 out of 10 parents experience low to moderate aggravation with their children.22 These factors and others have contributed to Lancaster being identified as the “most stressful city in California.”23

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American Community Survey, 2005-2009 12

American Community Survey, 2005-2009 13

First 5 LA Family Survey, 2014, National Opinion Research Center (NORC) 14

Southern California Association of Governments’ (SCAG), Profile of the City of Lancaster, May 2015. Approximately 22% of residents commute to Los Angeles and 48% commute to other areas outside of Best Start Lancaster. 15

First 5 LA Best Start Community Assessment: Lancaster, April 2012. Prepared for First 5 LA by Harder +Company

Special Services for Groups (SSG) & MIG, Inc. 16

First 5 LA Best Start Community Assessment: Lancaster, April 2012. Prepared for First 5 LA by Harder +Company SSG & MIG, Inc. 17

First 5 LA Best Start Community Assessment: Lancaster, April 2012. Prepared for First 5 LA by Harder +Company

SSG & MIG, Inc. 18

Los Angeles County Health Survey, 2011 19

Community Capacity Assessment, 2014 20

Center for the Study of Social Policy (CSSP), Social Connections: Protective and Promotive Factors, www.CSSP.org, retrieved July 2015 21

Ibid. 22

Lost Angeles County Health Survey, 2002, 2005, 2007 23

Most Stressful Cities in California, 2014 http://www.creditdonkey.com/stress-california.html,

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Concrete supports such as services that are available for residents are primarily located in the center of the City of Lancaster and/or in nearby Palmdale. However, transportation to services was identified as one of the major barriers for low-income residents to access social services as the travel time to and from services can take a long time and public transportation is limited.24 Thus, many parents who live in the outlying areas often have a difficult time accessing services. H. Best Start Lancaster Community Partnership Since the launch of the Best Start Lancaster Community Partnership in 2011, over 380 parents, residents, and stakeholders have been engaged in Best Start through monthly Partnership meetings. Approximately 75 people are actively engaged in the Best Start Lancaster Community Partnership and 12 people (seven parents and five community partners25) participate on the Partnership’s Guidance Body. The Partnership also includes workgroups such as the Communications and Outreach Workgroup. Partnership members have a strong desire for knowledge and are committed to sharing their knowledge, experience, and information with others in the community. They view knowledge as a means to influence decisions in their community and that parent and resident leadership is at the foundation for achieving and sustaining positive community changes. Thus, Partnership members believe that community changes they seek start with parent and resident leadership and information sharing. As an example, the Partnership developed and implemented the “Have You Hugged Your Child Today?” campaign which focused on promoting information and messages about increasing positive parent-child interactions as a means to discourage child abuse and neglect. The Partnership has focused on the need to address the prevalence of child abuse in the community given that the rate of substantiated abuse and neglect cases in Lancaster was 57.9 per 1,000 children in 2010 compared to 16.5 for the entire LA County.26 The Partnership implemented the “Have You Hugged Your Child Today?” campaign throughout the community at events such as the annual Poppy Festival and Darion Wheat Child Abuse Awareness Walk. The Partnership, in collaboration with Neighborhood Action Councils (NACs) and Resident Outreach Coordinators (ROCs), engaged more than 100 parents, residents and other community members to inform the development of the strategies and activities in this RFP by using methods such as one-on-one outreach and surveys. Through this process, the Partnership identified the need to increase parents’ ability to support their child’s learning and development and manage stressors in their lives. They also determined that the most effective mechanism to support parents in strengthening these capacities is two-fold: 1) through positive social supports; and 2) utilizing services focused on strengthening family capacities. Data reviewed by the Partnership revealed that only 18% of parents strongly felt that there are groups led by other parents in their community they can go to for help with other family issues.27 One example of existing parent led groups that the Partnership is aware of includes the

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First 5 LA Best Start Community Assessment: Lancaster, April 2012. Prepared for First 5 LA by Harder +Company Special Services for Groups (SSG) & MIG, Inc. 25

The Partnership defined “community partners” as anyone serving or engaged with the community that is not a parent/caregiver or resident in Lancaster. 26

Los Angeles County Department of Children and Family Services, 2008 27

Community Capacity Assessment, 2014

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Community Connections Groups (CCG) established by the two Resident Outreach Coordinators (ROCs) working on behalf of Best Start Lancaster. While the Partnership acknowledges that the CCGs provide a valuable opportunity, parents are also aware that there are only roughly 15 groups that currently exist, which does not meet the larger need of the community as many community residents want to have stronger connections with other residents and services through similar opportunities. The data also showed that while there may not be enough services to meet all the needs for families, organizations serving Best Start Lancaster are working collaboratively with one another to maximize and expand their collective ability to meet these needs. Parents expressed the need for organizations to improve their cultural competency, how they engage with residents, and have greater understanding of the challenges families experience. The Partnership wants to take an active role in helping organizations improve their relationships with families and establishing better communications with others in the community. I. Project Rationale As noted earlier, the Best Start Lancaster Partnership agreed that when families have stronger social connections and networks, accurate information, and utilize quality services then they will strengthen their family capacities, specifically becoming more knowledgeable, resilient, and nurturing parents. Thus, the Partnership identified strengthening family capacities as its core result to target parents with children prenatal to age 5. The intent is that long-term focus through this Project and other efforts 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 indicator the Best Start Lancaster Partnership selected as the basis for developing its strategies and activities in this RFP and the Partnership considers these strategies and activities as building blocks for achieving its vision for children and families in the Best Start Lancaster community. The selected contractor is not expected to demonstrate direct improvement in the core result, target population, and indictor at the community level. Section III. C: Evaluation provides more information regarding the Project’s evaluation requirements.

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

FAMILY CORE RESULT

Family Capacities: knowledgeable, resilient, and nurturing parents

TARGET POPULATION

Parents28 with children ages prenatal to 5 residing within the Best Start Lancaster community

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For the 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.

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INDICATOR Percentage of parents who experience frequent aggravation with their children

III. SCOPE OF WORK The purpose of this RFP is to select a Contractor to collaborate with the Best Start Lancaster Community Partnership to implement the strategies and activities described in this RFP. This section contains the community capacity building strategies and activities the Best Start Lancaster Partnership identified to improve family capacities for parents with children prenatal to age 5. Subcontractors may be hired to accomplish any of the tasks. A. Strategies and Activities This Project is designed to strengthen parent, resident, and the Partnership’s leadership skills to increase awareness of the importance of social connections; strengthen parent’s social connections and the relationship between organizations and parents; and increase awareness of and access to community resources. This section includes increasing parents’ awareness of and access to informal and formal supports and improving the relationships between organizations and parents. Given the data noted earlier29 that parents reported low-income as a cause of parental stress, the Project was designed with the expectation that its activities include a focus on low-income and unemployed parents with children ages prenatal to 5. The Partnership prioritized this population because of the additional challenges and stressors parents experience resulting from limited financial resources to support their family. Thus, the Project is designed to prioritize its outreach to, as well as engagement of, this population in building stronger social connections, providing community resource information30 to, and encouraging utilization of services that help strengthen their family capacities. Through the Project’s two strategies Parent and Resident Leadership and Promote Community Resources, the Project aims to:

Strengthen social connections among parents and residents in order to be sources of support and share information with one another related to improving family capacities

Increase awareness among parents and residents about available community resources that will help improve family capacities

Build stronger connections between residents and organizations serving Best Start Lancaster

Strengthen parent, resident, and the Partnership’s leadership skills in promoting stronger social connections among community members and increasing awareness of community resources

Strengthen the relationships between organizations to better serve parents and residents

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See Section II. G. About Best Start Lancaster 30

Examples of community resource information includes, but is not limited to, available services, public spaces for families to convene, etc.

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STRATEGY I: Parent and Resident Leadership: Building Social Connections and Sharing Information The purpose of this strategy is to: 1) build and/or strengthen social connections among parents and residents in order for these relationships to serve as additional supports and sources of information; 2) increase parent’s awareness of and access to community resources; and 3) strengthen parents’ and residents’ ability to lead these efforts to increase awareness and build stronger social relationships among parents and residents. This strategy consists of two activities. The first activity, Community Information Ambassadors, focuses on recruiting, training, and supporting parents and residents to provide community resource information to other community members to increase parent’s awareness about and ability to access resources. In the second activity, Neighborhood Parent Connection Groups brings parents and residents together to strengthen their relationships and share information with one another with the purpose of improving parents’ family capacities. It is expected that Community Information Ambassadors engage with and share community resource information with Neighborhood Parent Connection Groups as well as directly connect the Parent Groups with services as appropriate. Thus, the two activities can be implemented concurrently. Activity #1: Community Information Ambassadors

Community Capacity Building Categories31: Civic Engagement, Organizational Capacity Building, Building Social Capital, and Community Resource Mobilization

The purpose of this activity is to increase the dissemination of community resource information to community members in order to build greater awareness of and how to access resources in the community. It is expected that parents and residents serving as Community Information Ambassadors (Ambassadors) will receive training and on-going support to gather information from organizations providing services and resources to community members, particularly low-income parents of children ages prenatal to age 5, as well as gather feedback from parents of children prenatal to age 5 utilizing specific services and resources; and share the information with other community members such as, other parents and residents, other organizations, the Partnership, and participants in this Project’s other activities (Activities #2 - #5). When possible, Ambassadors will also help connect parents with resources. For example, if a Neighborhood Parent Connection Group (Activity #2), is interested in learning more about parental stress then the Ambassador will outreach to an organization that is able to provide a presentation on parental stress to the Parent Group. It is projected that Ambassadors will provide information through various forums, such as meetings held in the community, parent group meetings, community events and activities, and as part of this Project’s other activities (Activity #2 - #5). In these spaces parents can engage in authentic discussions with Ambassadors through sharing stories about their challenges and lessons learned. The parents and residents interested in becoming Community Information Ambassadors will need to successfully complete a series of trainings to help prepare them to:

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As described in Section II. F: Community Capacity Building Categories

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Conduct outreach to organizations to gather information, particularly related to family capacities, to share with other community members (this effort should build from existing community resource information, such as current resources guides, etc.)

Compile and prepare information in order for it to be easily understood by multiple community audiences

Conduct outreach to provide community resource information to community members such as parents and organizations

Strengthen connections and relationships between community members, organizations, and the Partnership

Participate in community meetings, activities/events, community groups, etc. with the purpose of promoting and sharing information about available community resources

Provide feedback to organizations about what they hear from parents and residents regarding services in order to help strengthen organizations’ ability to positively and effectively provide services to parents

Given the breadth of resources the Partnership identified that it is important for each Ambassador to have a strong understanding of one content area or sector of service as well as ways to access related resources and/or services rather than have general knowledge about all resources. Thus, each Ambassador will choose content areas or sectors to focus on. For example, some Ambassadors may choose early care and education to focus on, whereas others may choose physical or mental health sectors as their focus area. It will be important for Ambassadors to have an understanding of their chosen content areas or sectors in order to engage parents and residents in discussions about these topics and service needs in addition to suggesting potential resources to access. During these discussions, Ambassadors may have the opportunity to provide “quick tips” to parents such as promote reading to their child every night. Ambassadors are expected to successfully complete a series of trainings that build from one another. Examples of training topics include, but are not limited to:

Content Areas o Protective factors o Specific sector content, such as mental health, early care and education,

domestic violence, early intervention, physical health, child abuse and neglect

Leadership

Public speaking and interpersonal communication

Outreach

Resource and referral

Data/Information collection

Systems navigation

Presentation and facilitation

Project planning and implementation

Cultural competency and sensitivity

Relationship building Recruitment of Ambassadors needs to take into account attrition. It is expected that the contractor will maintain at least a minimum number of active Ambassadors who will continually support this activity and fulfill the various content area or sector needs identified by the Partnership. The Ambassadors should be recruited from both the Partnership and the larger

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community. Additionally, Ambassadors are expected to become representatives of the Best Start Partnership and should be able to share the latest information being discussed by the Partnership. Contractor Roles for Activity #1:

Design and implement in-depth trainings for Ambassadors

Identify agencies and networks that have programs and services available to parents with children prenatal to age 5

Design and implement an approach to link Ambassadors to agencies and networks to gather information about resources, and provide this information in various venues and platforms to the community (the Partnership, other groups, and participants of this Project’s other activities).

Collaborate with the Partnership to identify participants (parents, residents, and organizations) to engage in this activity

Provide coaching and support to Ambassadors to ensure their communication and presentations are effective and relevant to those they are communicating with

Provide Ambassadors access to digital equipment such as a laptop, notebook, or tablet in order to be informed about local community resource information and stay current on communication platforms

Activity #2: Neighborhood Parent Connection Groups

Community Capacity Building Category: Civic Engagement, Building Social Capital, and Community Resource Mobilization

The purpose of this activity is to strengthen parents’ social connections, expand their social networks, and increase their awareness of community resources information in order to be more equipped to access resources focused on building their family capacities. This activity aims to minimize the social isolation32 many parents experience in Lancaster by creating safe spaces where parents and residents come together with other parents and residents informally to provide support and encouragement to one another, connect to community resources, and work together to address challenges parents of children ages prenatal to age 5 face. The Contractor is expected to establish Neighborhood Parent Connection Groups (Parent Groups) that create safe spaces, positive relationship building, facilitated discussions, and information sharing among participants. The Contractor is also expected to partner with the Best Start Lancaster Resident Outreach Coordinators to establish Parent Groups where Community Connections Groups do not already exist as well as determine who best to leverage resources and provide opportunities for participants of both groups to connect with one another. The Parent Groups were designed to be group-led rather than led by only one or two people. The Contractor is expected to provide support to the Parent Groups to become self-facilitating and self-led, supportive, and sustainable to the extent possible beyond the duration of the

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Social isolation refers to parents in Lancaster who identify with having little to no connections and/or meaningful relationship with other parents, families, neighbors, etc.

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awarded proposer’s contract period. Through trainings and support provided by the Contractor, it is expected that participants of the Parent Groups will be able to establish new Parent Groups themselves. Such supports and trainings provided to each Parent Group may include, but is not limited to:

Protective factors

Cultural competency

Leadership

Facilitation

Conflict management and resolution

Relationship building

Outreach strategies It is expected that the Community Information Ambassadors will connect with the Parent Groups to share community resource information and connect them directly to resources such as existing formal parent groups led by service providers. Specific topics a Parent Group wants to focus on will be determined by the Parent Group participants’ interests and issues affecting their families. Parent Groups might be convened in venues such as libraries and parks, where they can be part of the community and utilize community resources. The frequency in which the Parent Groups meet and how long they will be established will depend on the needs and availability of the participants in each Parent Group. Parent Group participants will also be encouraged to become Ambassadors as described in Activity #1. The parents and residents who become Ambassadors will continue to build their own capacities as leaders, and increase their knowledge about resources, and share this information with other parents. Contractor Roles for Activity #2:

Recruit parents and residents to participate in the Parent Groups

Provide guidance and training to participants on how to implement the Parent Groups

Identify and secure venue sites for Parent Groups to utilize

Support the implementation of Parent Groups in order to achieve the objectives outlined in this activity (e.g., build social connections, increase awareness of resources, etc.)

Facilitate periodic discussions with a subset of Parent Group participants regarding what is working and what needs to be improved in order to modify as quickly as possible any supports needed, modifications to Parent Group implementation, etc.

STRATEGY II: Promote Community Resources This strategy is designed to strengthen relationships among parents, between parents and organizations, and between organizations. It is also intended to increase awareness and utilization of available community resources that will help strengthen family capacities. This strategy consists of three activities. The first activity, Community Events, provides family-friendly community events that promote building social connections and available community resources. Additionally, these events will provide opportunities for parents to interact with other parents and organizations, and organizations to interact with one another. The second activity, Community Resource Information Campaign, will more broadly promote available community resources and quick parenting tips. The third activity, Promoting Existing Parent Groups, is to gain greater understanding about what formal parent groups led by service providers already exist and connect more parents to these groups. The activities are intended to inform and be

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coordinated with one another as well as with activities identified in Strategy I: Parent and Resident Leadership. Specifically, it is expected that the information gathered through the implementation of Strategy II: Promote Community Resources is provided to participants of Strategy I. Activities can be implemented concurrently or staggered based on the best approach for implementation determined by the Contractor and informed by the Partnership. Activity #3: Community Events

Community Capacity Building Category: Civic Engagement, Building Social Capital, and Mobilizing Community Resources

The purpose of this activity is to provide a series of family-friendly neighborhood- and community-level community events to increase participants’ social connections with informal33 and formal supports as well as increase their awareness of resources and services available in the community. The Community Events are intended to increase a sense of community among Lancaster residents, particularly families with children prenatal to age 5 who are socially isolated, and provide opportunities for these families to interact and encourage relationship building among community event participants. The neighborhood level events are intended to target families who live within sub-boundaries identified by the Partnership, Ambassadors, and Parent Groups as having little access to resources or opportunities to attend similar Community Events. The neighborhood level events are also intended to target organizations that serve a specified area of the Best Start Lancaster community. The community-level events are intended to target families living anywhere within the Best Start Lancaster community as well as target organizations serving the broader Best Start Lancaster community. The Contractor is expected to establish a planning committee which includes organizations, parents and residents, and Partnership members in designing and hosting Community Events. Through this planning process it is intended that:

Organizations, parents, residents, and Partnership members will strengthen their communication and relationship with one another, including but not limited to gaining greater understanding about the interests and needs of one another

Parents will increase their access to informal and formal supports

Planning committee participants will identify ways to improve dissemination of information to families throughout Best Start Lancaster community

It is expected that Community Events will be held a minimum of eight times during the contract period, and that each incorporates any combination of activities which promote at least one, but preferably all, of the following three criteria areas:

Interacting with Other Residents: The Community Events are expected to include family-fun and friendly activities that provide opportunities for families to interact with other residents in order to foster new and positive relationships. Activities may range from

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The difference between informal and formal supports pertains to how the support is provided. For example,

supports led by or directly connected to a service provider and/or follow a specific curriculum (e.g. Parent Support Circles) are considered formal supports, whereas groups led by parents within neighborhoods not following a specified curriculum (e.g. Activity #2) or directly connected to a service provider or formal institution is considered an informal support.

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parents engaging in fun and informative facilitated discussions with one another about parenthood and daily life challenges to interactive family-games that highlight working together and engaging with others. Through these activities and developing stronger relationships with others, the expectation is that when parents expand their positive social networks then they will have more supports in which they can seek advice from and lean on in difficult times. The intent is that as a result of having with these supports parents will have a stronger ability to manage and reduce aggravation and stress.

Families Connecting with Community Resources: The Community Events are also expected to provide opportunities for participants to learn about and improve access to services and resources, and build stronger relationships between residents and organizations. Often, community members are aware of the names of agencies but not familiar with the specific programs they provide. Organizations are expected to engage in conversations with families about the services they offer and take time to get to know event participants. At minimum, the type of information that should be provided includes, but is not limited to, eligibility criteria, hours of operations, and contact information. Organizations should also share with families and residents ways in which they can participate in the planning, design, or modification of existing programs and services. When available, Community Information Ambassadors (Activity #1) and representatives from Neighborhood Parent Connection Groups (Activity #2) will promote information such as the importance of having networks of support and understanding the stages of child development. Information is intended to be provided using different communication methods, content presentations, panel discussions, and gallery walks.

Community Resources Connecting with One Another: The Community Events are expected to promote networking between and strengthening of the relationships across organizations. While this is already a value of many organizations (e.g. Health Neighborhoods) these events provide more opportunities and support to engage with one another and with a focus on ways to collaborate to improve engagement of supports and service delivery for families with children ages prenatal to 5. The Community Events should also promote relationship building between organizations, the Partnership, Community Information Ambassadors, and representatives from Neighborhood Parent Connection Groups.

It is expected that through the planning and implementation of the quarterly events, the Partnership, Ambassadors, and Neighborhood Parent Connection Groups continue to strengthen relationships with agencies and provide feedback to agencies on how to:

Increase program visibility

Offer parents better quality and a wider range of services

Reduce confusion and misunderstanding of the types of services available

Promote information sharing and networking Partnering with Other Community Events: In addition to hosting the events described above in this activity, the Partnership identified the need to collaborate with other existing community events to promote the importance of social connections, family capacities, and engagement with Best Start activities. The Contractor is expected to help identify other community events to potentially partner with and share this information with the Partnership’s Communications Workgroup. The Communications Workgroup will then reach out to the event organizers to

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encourage them to include a focus on promoting Best Start activities and the BSFF core results. The contractor is expected to support the Partnership’s efforts in partnering with at least five other Community Events. Contractor Roles for Activity #3:

Organize and implement a minimum of eight Community Events during the contract period

Develop an events calendar informed by the Partnership

Identify and collaborate with other agencies in order to ensure that events and the information campaign outlined below in Activity #4 are comprehensive and include all relevant information useful for parents with children prenatal to age 5

Identify other community events and share this information with the Partnership’s Communication Workgroup. The contractor is expected to provide enough information that leads the Partnership to partner with at least five other community events

Activity #4: Community Resource Information Campaign

Community Capacity Building Category: Mobilizing Community Resources

The purpose of this activity is to increase awareness about available resources that support parents’ ability to strengthen their family capacities through a Community Resource Information Campaign (Campaign). The intent of the Campaign is to target: 1) parents with children ages prenatal to 5, particularly families who are socially isolated; and 2) people who can share resource information with these populations. In addition to providing information about community resources, it is anticipated that the Campaign will include quick parenting tips for parents as an approach to connect and engage parents in becoming interested in learning more about resource information. The expectation is that when parents are aware of available resources then they will be more likely to utilize them. Thus, through their utilization of services/resources, parents will then increase their knowledge, skills, and/or their social connections that help strengthen their family capacities. The Campaign is expected to have a broader community reach than the one-on-one, small group outreach efforts provided through Activity #1, Activity #2, and Activity #3. The Campaign is anticipated to use communication platforms such as radio,34 social media, and printed materials in order to reach socially isolated parents. Information should be accessible in English, Spanish, and American Sign Language. The Campaign is intended to launch and/or become visible during National Child Abuse Awareness month (April). In order to help the Campaign be successful, it will need to be promoted by local organizations as well. The Contractor is expected to encourage organizations to promote the Campaign with families with whom they interact. The Campaign is expected to be designed with input from the Partnership’s Communication Workgroup and build from other campaigns such as the Have You Hugged Your Child Today?

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Partnership members have a desire to work with local radio stations to provide regular public service announcements.

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Campaign35. The Campaign should partner and leverage its resources with other efforts as much as possible. The Partnership wants to have an active role in helping to implement the Campaign, such as personally promoting information identified through the Campaign which may take the form of handing out materials and facilitating collaboration with other efforts, to presenting information via social media, radio, etc. As such, the Partnership members may need training to promote information in various communication platforms. Contractor Roles for Activity #4:

Develop Community Resource Information Campaign to reach target population

Identify agencies and networks that have programs and services available for parents with children prenatal to age 5

Build support and commitment by local organizations to implement the Campaign

Develop materials including, but not limited to, brochures and other printed materials which need to be available in English, Spanish, and American Sign Language

Identify opportunities for the Partnership to promote the campaign such as through local media (e.g., radio stations)

Research most cost efficient communication platforms for the broadest reach to parents with children prenatal to age 5, particularly isolated families. Conduct Campaign, which may include but is not limited to, covering costs for Campaign strategies such as materials, media buys, etc.

Activity #5: Promote Existing Parent Groups

Community Capacity Building Categories: Civic Engagement, Building Social Capital, and Mobilizing Community Resources

The focus of this activity is to gain greater understanding about formal parent groups led by service providers that exist in the community and then connecting more parents to these groups. This activity is also expected to support Best Start activities, such as the Neighborhood Parent Connection Groups (Activity #1) and Community Events (Activity #3). As noted earlier, Partnership members want information and want to take action by sharing the information. During the LBD process, the Partnership identified the need for parents to have more information about and become more connected to parent groups that are facilitated in Best Start Lancaster. The types of parent groups to be promoted are ones designed to support parents in strengthening their family capacities. The Partnership also identified there might be a need to be more specific about which groups to promote, such as ones that have room for more participants, support building social connections, etc. The expectation is that the information gathered through this activity will be provided and promoted in this Project’s other activities (Activities #1- #4). Contractor Roles for Activity #5:

Collaborate with the Partnership to determine criteria for the types of parent groups to promote

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The Partnerships’ Communication Workgroup developed this campaign in 2013 which focused on promoting

information and messages about increasing positive parent-child interactions as a means to discourage child abuse and neglect.

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Identify existing parent groups that focus on supporting families with children prenatal to age 5

Contact agencies to determine their capacity to accommodate additional community members in groups

Ensure that information from this activity is provided to the Project’s other activities in order to help promote parent groups in using different communication platforms

B. 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. Contractor Roles for Evaluation include but are not limited to:

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

C. General Tasks In addition to the activity-specific tasks and roles 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

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

Develop activities with sensitivity regarding how services are perceived and/or experienced by the parents and residents

Ensure activities include diverse participants and must provide supports to participants with varying level of capacities and capabilities

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Work collaboratively with the Partnership to ensure successful implementation of activities

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

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

Perform all contract and subcontract management, including budget oversight, fulfilling reporting requirements and coordinating contract approvals and modifications

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

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

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 proposers must demonstrate the qualifications, experience, competency, and ability to successfully coordinate the implementation of the desired strategies and activities. Additionally, proposers must have a personnel located in Southern California. This is essential, because all of the activities will be implemented locally in Los Angeles County. V. TERMS OF PROJECT

The term of the Project is up to 24 months. The initial contract amount and duration will be determined through negotiations with the selected applicant 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, and

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adherence to eligibility requirement. 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) have been placed in non-compliant status by First 5 LA under any existing and past contract or agreement 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. Proposers scoring highly in Level 2 Review will proceed to Level 3 Review. Level 3: Financial Review Highly scoring proposals from 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 4 Review: Interview Proposals that pass Level 3 Review will be invited to interview with First 5 LA staff and community representatives. Interviews will be held in the Best Start Lancaster 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. Only key personnel on the proposed RFP must attend the interview. Interviews are scheduled to be held on dates shown in the RFP Timeline. These dates are subject to change at First 5 LA’s sole discretion. An interview is not a guarantee of funding approval. Further written materials regarding qualifications may be requested prior to the interview. The highest scoring proposer from the interview process will be awarded the contract or grant agreement or recommended to 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 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 description how the proposer plans to provide sufficient support for staff to effectively implement the work.

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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 Lancaster 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

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

C. Implementation Narrative (15 pages maximum)

Please explain the proposer’s approach to implement the strategies and activities over a 24 month period as outlined in Section III: Scope of Work and 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 four 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 that you anticipate and how you will ensure the implementation of activities listed in Section III: Scope of Work is successful in the Lancaster community context.

D. Qualifications (5 pages maximum) Please describe the proposer’s (and all subcontractors’) qualifications and capacities that will ensure successful implementation of all tasks identified in Sections III: Scope of Work. Please also address what is the proposer’s (and subcontractors’):

1. Experience working in the Best Start Lancaster community (See Map in

Appendix D) 2. What is your experience collaborating with organizations and informal groups

(e.g., faith-based, civic groups, etc.) to plan, implement and/or assess activities 3. Experience collaborating with parents and residents to plan, implement and/or

assess activities 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 proposer 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. Experience working with families with children ages prenatal to 5. 7. Ability to leverage additional resources to support the work.

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E. Detailed Budget (Appendix F) Please provide an estimated 24 month 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. Narrative should provide additional description and/or justification for all costs included in the Budget Estimate Form.

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: Résumés or Curriculum Vitae are requested for only the key staff that will be involved in the implementation of this Project.

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. Most Current Independent Audited Financial Statement – or – Financial Statements Prepared by a Certified Public Accountant

K. Business License, as required by law

Failure to submit all required attachments will constitute an incomplete proposal and will 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 PT on December 8, 2015. Proposals received after this deadline will not be considered. It is the responsibility of the proposer to ensure, prior to submission, that their 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

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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 a 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 Grant Agreement (see sample Grant Agreement - Appendix I). The successful proposer must execute the Grant Agreement without substantive alteration. All proposers must review the sample Grant Agreement in detail and fully understand the contractual obligations described in the Grant Agreement, including all insurance requirements. Current and former First 5 LA grantees and contractors must be or must have been in good standing and in compliance with all aspects of their current and former grants and contracts with First 5 LA in order to be eligible to respond to this RFP. First 5 LA may deem an proposer ineligible if it finds, in its reasonable discretion, that the proposer has done any of the following: (1) violated any significant term or condition of a First 5 LA grant agreement or contract; (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 or an RFP issued by any other public entity; (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 award, amend the awarded grant agreement, scope of work and any other exhibits in accordance with the terms of the agreement and as needed throughout the agreement term to best meet the needs of First 5 LA. The award of a grant agreement by First 5 LA to an individual/agency/organization that proposes to use subcontractors for the performance of work under the grant agreement resulting from this application process shall not be interpreted to 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.

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If the Grant Agreement is not signed prior to the intended start date, the commencement of any activities under the Exhibit A – Scope of Work/Performance Matrix will not begin until the agreement execution date (the date all parties have signed the contract) and Grantee 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 Grant Agreement is not signed by the successful proposer within thirty (30) calendar days from the proposed intended start date, First 5 LA may withdraw the award. First 5 LA may revise the proposed effective date prior to final execution of the Grant Agreement.

If the agreement is $75,000 or more in the aggregate in any fiscal year, final execution of the Grant Agreement is contingent on 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 application process, the successful proposer will be required to submit additional required documentation including, but not limited to, the following documents before the Grant Agreement 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 (for any sub-contractors, collaborators, and/or

partners) Certificates of Insurance for all insurance requirements outlined in the Contract.

X. APPEALS POLICY

First 5 LA reserves the right, without prejudice, to reject any or all submitted applications. 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 the bid or 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/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

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Appendix D – Best Start Lancaster 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 Grant Agreement