Building Stronger Families in Panorama City and … Start PCN...Building Stronger Families in...

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

UPDATED: June 24, 2015 RELEASE DATE: June 15, 2015

Best Start Communities

Building Stronger Families in Panorama City and Neighbors

– Phase 1

REQUEST FOR QUALIFICATIONS (RFQ)

Building Stronger Families in Panorama City and Neighbors – Phase 1 RFQ 2 of 22

TABLE OF CONTENTS

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

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

III. COMMUNITY CAPACITY BUILDING APPROACH ....................................... 7

IV. PROJECT OVERVIEW ......................................................................................... 8

V. SCOPE OF WORK ............................................................................................... 10

VI. ELIGIBILITY ....................................................................................................... 16

VII. TERMS OF PROJECT ........................................................................................ 16

VIII. SELECTION PROCESS AND REVIEW CRITERIA ....................................... 17

IX. REQUIRED DOCUMENTS ................................................................................ 18

X. TERMS OF THE RFQ ......................................................................................... 19

XI. CONTRACTUAL CONSIDERATIONS ............................................................. 20

XII. APPEALS POLICY .............................................................................................. 21

XIII. APPENDICES ...................................................................................................... 22


I. TIMELINE FOR SELECTION PROCESS1

ACTIVITY DATE

RFQ Released June 15, 2015

Information Webinar June 24, 2015

Final date to submit questions and requests for additional information

July 8, 2015

Posting of responses to questions July 10, 2015

Application Due July 15, 2015

Interviews with Top Applicants July 27 – 30 , 2015

Contractor Selected August 3, 2015

Board of Commissioners Approval (for Contracts over $75,000)

September 10, 2015

Anticipated Contract Start Date1 September 21, 2015

All questions and requests for additional information regarding this RFQ must be received in writing by First 5 LA via email before 5:00 p.m. on July 8, 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. In order to respond to this RFQ, an application 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 July 15, 2015 (see Appendix A – Application Checklist). Potential applicants are strongly encouraged to participate in an Informational Webinar scheduled for June 24, 2015 to learn more about RFQ requirements. Questions must be submitted in writing to:

Christie Cardenas, Program Officer

[email protected]

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

mailto:[email protected]


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 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 Factors.2 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.

2 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 Outcomes and Priority Focus Areas 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. 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/caregiver 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 BSFF 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. “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 BSFF 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.

III. COMMUNITY CAPACITY BUILDING APPROACH A. 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 RFQ. For more information about the LBD process see Appendix C.

B. 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 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.

IV. PROJECT OVERVIEW A. About Best Start Panorama City and Neighbors The Best Start Panorama City and Neighbors (BSPCN) is a vibrant community within the San Fernando Valley in the City of Los Angeles, California. BSPCN includes Panorama City, North Hills East, North Van Nuys and a small portion of Mission Hills.3 The BSPCN community is comprised of 142,643 residents and children under age 5 represent approximately 8% of the population. The community also appeals to a larger share of immigrants (54%) in comparison to the rest of Los Angeles County (35%). Close to 80% of children ages 0-5 within the BSPCN community has at least one foreign born parent while over 51% of all BSPCN residents were born in another country. In addition, nearly one-third of the BSPCN households have limited English-speaking capacity.4 The Panorama City and Neighbors region has a large number of low income residents with 20.2% of all families living in poverty compared to the rest of Los Angeles County (15%).5 About two-thirds of the families with children reside in married couple households (66%) while a significant number of families are headed by single parents (34%).6 The community is 66% Latino, 14% Asian and Asian Pacific Islander, 15% Caucasian, 3% African American and 2% other.7 Residents of BSPCN and neighboring communities express great pride in their ability to freely express their culture and their devotion to family.

3 A map of the Best Start Panorama City and Neighbors community boundaries is included as Appendix D.

4 Source: American Community Survey, 2005-2009

5 Source: Ibid, 2005-2009

6 Source: US Census, 2010.

7 Source: Ibid, 2010.


B. Best Start Panorama City and Neighbors Community Partnership The vision of Best Start Panorama City and Neighbors (BSPCN) Community Partnership is to provide all children ages 0-5 with accessible opportunities and resources to support their well-being and educational success by working in partnership with parents and the entire community. The BSPCN Community Partnership (the Partnership) consists of nearly 60 active members. At least 65% of the Partnership members are parents, grandparents, and/or residents of Panorama City and neighboring communities and approximately 35% are representatives from organizations and government agencies. The BSPCN Partnership is represented by a leadership group of dedicated individuals that serve as Guidance Body members. Currently, the Guidance Body is comprised of 15 members including parents and grandparents of children ages 0-5, residents, non-profit agency representatives and government employees. Guidance Body members are best described as dedicated, collaborative, consistent, varied and reliable. These leaders collaborate with residents and stakeholders to strengthen the community’s social networks and relationships that build community capacity and resiliency. The BSPCN Partnership also hosts several workgroups comprised of BSPCN Community Partnership and Guidance Body members that meet regularly to engage in deliberate planning and execution of communications and outreach efforts (Communications Workgroup) as well as learning and strategic planning (Learning Team Workgroup). The Guidance Body was also instrumental in the development of the strategy and activities presented in this RFQ. The strategy and activities were developed collaboratively with the entire BSPCN Partnership. C. Rationale for the Project Through the Learning by Doing (LBD) process, members of the BSPCN Community Partnership utilized community-specific data, as well as their lived experience to select their core result, indicator, target population, strategy, and activities to achieve the optimum outcome – helping parents of children ages 0-5 expand their social networks and build a broader base of parenting support. An overview of the Learning by Doing (LBD) Stages is included as Appendix C. The intent is that long-term focus on this core result and target population will yield positive change in the indicator listed below.

FAMILY CORE RESULT

Social Connections: Families participate in positive social networks.

TARGET POPULATION

Parents of children prenatal to 5 within the Best Start Panorama City and Neighbors boundaries.

INDICATORS

% of parents that express they have someone to speak with regarding advice on parenting.

Members of BSPCN considered multiple key factors in developing the selection of the community strategy and activities. According to the American Community Survey Data (2009),


over half (51.5%) of all BSPCN residents are foreign born and almost 35% of all residents do not possess US Citizenship.8 In addition, close to a quarter of children (23%) have parents who reported being at-risk for depression9 and only 60% of parents in BSPCN found it easy to find someone to talk to for advice on how to raise their child compared to Los Angeles County (81%). Based on census data and community inquiry10, the Partnership determined that the most effective way to strengthen the community is to provide opportunities for the population within BSPCN boundaries that lack access to resources and are therefore most at-risk of social isolation to establish social connections with others and learn how to find information and services to help families raise young children. The strategy was selected to address the following barriers facing families with children prenatal to 5:

1. Parents often feel inhibited to make personal and/or social connections with their neighbors or other community members.

2. Parents have limited access to information about the local community or service agencies that can provide critical and useful assistance in times of need.

3. Fear and distrust are common sentiments when interacting with individuals or agencies outside of their extended family.

4. Language barriers exist for families that have limited English capacity. When people trust and feel connected to other parents, their neighbors, service providers and local leaders, they feel greater attachment to their community and are more confident and better able to organize and advocate for better services and supports for families young children. While the strategy was selected to address barriers for all families with children prenatal to 5, prenatal to 5, additional outreach will be conducted to recruit families at-risk of social isolation across all activities in the scope of work. V. SCOPE OF WORK The purpose of this RFQ is to select a contractor to work with the BSPCN Community Partnership to implement the strategy and activities described below. Subcontractors may be hired to accomplish any of the tasks. Strategies & Activities: PLEASE NOTE: The specific timing of each activity will be negotiated after the awardee is selected. The details of the activities will be further developed by the selected contractor in coordination with the BSPCN Community Partnership.

8 Source: American Community Survey, 2005-2009

9 Source: Los Angeles County Department of Public Health, LA County Health Survey, 2005.

10 Choosing the target population for BSPCN was a topic of debate for the Best Start PCN Community Partnership.

Three Community Partnership meetings were held reviewing data from all Best Start sources as well as 2010 US

Census and 2012 ACS 5-year data. A designated resident outreach coordinator was tasked with surveying parents encountered in the community (participants and non-participants of the Community Partnership) to seek their input and advice. The results of the community inquiry confirmed and supported the data and reflected the barriers facing families from receiving supportive services.


STRATEGY: Provide opportunities for parents of children prenatal to 5 to make connections with others and learn how to find information and services to help families raise young children. Activity #1 – Organize and administer Parent Cafés11 A Parent Café is an adaptation of the World Café,12 where parents will be engaged in small group meetings in rotation-style table dialogues aimed to provide an open and creative conversation on parenting and surface collective knowledge, share ideas and insights, and gain a deeper understanding of the protective factors that mitigate negative impacts of stress and trauma. The objective of BSPCN’s Parent Cafés is to help socially-isolated parents develop social connections with other parents in their community, learn more about local resources to help support their families, and share stories and discuss topics related to strengthening families and children in a welcoming and supportive environment. There are two components to Activity #1. 1A. Trainings for Parent Café Table Hosts The first component is to provide trainings to equip parents to become Parent Café table hosts. Table hosts are to be parents of children prenatal to 5 living within the BSPCN boundaries. 1B. Parent Cafés The second component is the administration of Parent Cafés throughout the BSPCN community. Two rounds of Parent Cafés will be conducted within the term of the contract. Each round will consist of at least 3-5 Parent Café Groups with each group enlisting at least 15-20 parents that will meet for 3-6 sessions. Discussion topics will be based on the Strengthening Families Protective Factors Framework which focuses on improving family capacities, social connections, and concrete supports for parents in time of need.13 At least one Parent Café will target fathers. All Parent Café Groups will be conducted in three different geographical areas within the BSPCN (i.e., North Hills East, Panorama City and North Van Nuys). Locations for Parent Cafés will be selected close to housing occupied by parents with children ages 0-5. Contractor Role for Activity #1: 1A. Trainings for Parent Café Table Hosts

In partnership with BSPCN Guidance Body members, develop a training guide for Parent Café table hosts with content based on the Parent Café model. Identify and select appropriate trainer(s) knowledgeable at the Parent Café model and Strengthening Families Protective Factors Framework.

Conduct at least 2 Parent Café table host trainings with approximately 15 parents for each training. Table host trainees will be recruited from the BSPCN Partnership.

Coordinate the logistics of the trainings, including venue, audio-visual, childcare, food and translation.

11

http://www.bestrongfamilies.net/build-protective-factors/parent-cafes/, Be Strong Families, 2007. 12

http://www.theworldcafe.com/, The World Café Services, 2012. 13

http://www.cssp.org/reform/strengthening-families/2013/SF_All-5-Protective-Factors.pdf, Center for the Study of Social Policy, 2013.

http://www.bestrongfamilies.net/build-protective-factors/parent-cafes/

http://www.theworldcafe.com/

http://www.cssp.org/reform/strengthening-families/2013/SF_All-5-Protective-Factors.pdf


The selected contractor shall require all subcontractors to comply with all insurance requirements to be set forth in the final executed contract.

1B. Parent Cafés

With input from BSPCN members, conduct resident outreach to families at-risk of social isolation to enlist them as Parent Café participants. Participants are to be parents or caregivers of at least one child age 0 to 5 living within the BSPCN boundaries.

Conduct 2 Rounds of Parent Cafés. Each round will consist of 3-5 Parent Café Groups that will meet for a minimum of 3-6 sessions. A minimum of 12 parents will participate at each group.

Implement Parent Cafés with appropriate logistical and organizational supports for each meeting. Logistical supports include, but are not limited to, meeting space and equipment, audio-visual, child care, food, handouts, translation and transportation services as needed. Locations for Parent Cafés must be within the three geographic areas of Panorama City and Neighbors (i.e., North Hills East, Panorama City and North Van Nuys) and obtain appropriate meeting spaces in close proximity to housing occupied parents with children ages 0-5.


Activity #2 – Train Parent Resource Liaisons to function as a “bridge” between isolated parents and family services agencies. Parents in the BSPCN community encounter many barriers to obtaining resources that would be helpful in raising young children ages 0-5. Trained community members who are knowledgeable about local resources, can form and foster relationships with and among parents. The objective of the Parent Resource Liaisons is to serve as a “bridge” to help these parents’ access local resources will be helpful in increasing families’ healthy development, resilience, and ability to advocate for and receive needed services and resources. There are two components to Activity #2. 2A. Parent Resource Training Liaisons The first component is to train parents to become Resource Liaisons. The parent resource liaison training will be accomplished in two Cohorts, each cohort enlisting 15-20 parents. The intensive training will be 15-18 hours a week over 3 months with a schedule that takes into consideration the realities and lives of parents in the BSPCN community. The BSPCN Community Partnership expects that during the course of the training, trainees will gain practical experience in helping parents get connected with other community members, resources and needed services. In addition, Parent Resource Liaisons will have access to digital devices (i.e., a laptop, notebook, or tablet computers), to serve as a source of information on local community resources. 2B. Volunteer Program for Parent Resource Liaisons The second component will be a volunteer placement program of Parent Resource Liaisons to execute capacities built during the course of the training to “bridge” socially isolated parents and community members to accessible and available community resources.


Contractor Role for Activity #2: 2A. Parent Resource Training Liaisons

In partnership with BSPCN Guidance Body members, develop learning objectives and a training syllabus for Parent Resource Liaisons. Training syllabus can be adapted from relevant training resources. Select and recruit appropriate speakers and experts in the field that can intensively train on content topics such as:

o Best Start Panorama City and Neighbors vision and values (to be conducted by BSPCN Guidance Body members).

o Strengthening Families Protective Factors Framework o Principles and methods in Human Services. o Use of technology - part of this training should include instructions on setting up

and using a digital device (i.e., a laptop, notebook, or tablet), learning to troubleshoot problems, and making use of the device to meet the goals of this activity. Hands-on training is an essential element of this training.

o Accessing and recording digital information and conducting internet research on a digital device (i.e., a laptop, notebook, or tablet).

o Information about services and resources available to parents in the BSPCN community.

Recruit parents (preferably participants from Parent Café table host) to be trained as Parent Resource Liaisons. The selection of participants will be based on the following criteria:

o Parents or caregiver who has had experience raising a child age 0-5. o Must live or work within the BSPCN boundaries. o Possess literacy skills in at least one language (can read training materials and

prepare written documents). o Must be willing to commit to an intensive training program.

Coordinate the logistics of the trainings, including venue, audio-visual, childcare, food and translation.


2B. Volunteer Program for Parent Resource Liaisons

In partnership with BSPCN Guidance Body members, develop a volunteer program for trained Parent Resource Liaisons. Provide volunteer placement for each trained Parent Resource Liaison that can provide support to local community-based family service organizations in the fields of health, family support, and child development. The selected contractor may serve as the placement site for the Parent Resource Liaisons if they are a local community-based family service organizations in the fields of health, family support, and child development.

Identify and secure local community-based family services organizations to host Parent Resource Liaisons as volunteers and to provide structured volunteer experience opportunities for participants. Provide coaching and guidance to Parent Resource Liaisons as necessary.


Procure a digital device14 (i.e., a laptop, notebook, or tablet) that will be assigned to each trainee to record reference information they gather about local community resources such as:

o Schedule for events held in the community; o Information on spaces available for community meetings (e.g., community

rooms in apartment complexes, rooms in churches, etc.); o Local contact information for the staff of service agencies, which trainees can

use to refer parents who need services; and o A list of formal and informal community gatherings.

Utilize a web-based platform that can be operated as a public information resource for community data and resources gathered by Parent Resource Liaisons.

Develop criteria for awarding a Certificate of Completion in consultation with the BSPCN Guidance Body. Provide a Certificate of Completion for trainees who successfully complete the training and volunteer program.

Provide incentives for Parent Resource Liaisons. Incentives to be determined by the structure and length of the volunteer program developed in partnership with BSPCN Guidance Body members. Incentives will be contingent on the approval of First 5 LA.


Activity #3 – Develop a Community Outreach Collaborative comprised of agency outreach workers serving the Best Start PCN region. The BSPCN community is home to many parents who, more often than not, are socially isolated due to barriers of language, cultural differences, and lack of familiarity with local resources. The objective of a Community Outreach Collaborative is to build organizational capacity among community-based organizations to more effectively reach and serve the target population and to identify key barriers that need to be addressed to improve social connections and access to services for parents. In addition, this activity will enhance the ability of community agencies to form relationships with community members and strengthen the partnership of community agencies with residents of Best Start Panorama City and Neighbors. The Community Outreach Collaborative will hold meetings every two months that will be attended by Outreach Workers of participating agencies. The meetings will provide opportunities to identify community needs and barriers that hinder access to services, better coordination and cross-referrals among agency workers and provide overall system improvement. Contractor Role: Community Outreach Collaborative

In partnership with the BSPCN Guidance Body members, identify and enlist appropriate community-based family service agencies serving the BSPCN community to participate in the Community Outreach Collaborative.

Develop and deliver an outreach and recruitment strategy (including flyers, web-based announcements, etc.) announcing the formation of a Community Outreach Collaborative to community-based agencies that serve families in the BSPCN community.

14

All personal property purchased with compensation provided to Contractor from Commission under this Contract shall become Commission’s property upon the expiration or termination of this Contract, unless otherwise agreed to by Commission.


In coordination with BSPCN Communications Workgroup, attend other existing local collaborative meetings to share information about the Community Outreach Collaborative and encourage participation.

Obtain commitments from a minimum of 10 agencies to attend and actively participate in the Community Outreach Collaborative. Agencies must provide services to families who live within the BSPCN geographic boundaries.

Convene meetings every two months with designated Outreach Workers from community-based organizations. Include Parent Resource Liaison Trainees in regular meetings.

Organize Community Outreach Collaborative meetings including sending notices/reminders of meetings every two months, preparing agendas, providing facilitation support as needed, including but not limited to facilitating meetings and/or coaching other members to facilitate, record and distribute meeting minutes and action items to collaborative members and the BSPCN Guidance Body.


Activity #4 – Host 2 Community Events/Information Fairs within the Best Start PCN Region. For the Best Start PCN community, events and local gatherings in public spaces are welcomed and considered a wonderful way to build community. The objective of the information fairs is to provide a space to introduce new residents to Best Start, connect parents with needed resources and engage broader stakeholders in the effort to strengthen families at Best Start PCN. In collaboration with the BSPCN Communications Workgroup and Community Outreach Collaborative, at least 2 information fairs will be convened within 12 months.

Contractor Role: Community Events

In partnership with BSPCN Communications Workgroup and the Community Outreach Collaborative, provide planning, implementation and logistical support for convening at least 2 information fairs to provide information to families about local services and resources. The resource fair will be held within the BSPCN community boundaries. Logistical support include but are not limited to securing a location, procuring program supplies, such as rented tables, tents, interpretation, translation of documents, child care, transportation, food, audio/visual and registration.

Ensure the Community Outreach Collaborative supports events that target families and provide them with information/resources that strengthen family protective factors. For example, conduct workshop/small group session that helps parents, in their role as their child's “First Teacher,” learn how to help children ages 0 to 5 develop in the areas of pre-literacy and pre-math. Supply Ready for Kinder15 book to families, when applicable.


15

In 2013, the BSPCN Communications Workgroup of about 10 other parents and residents produced a “Ready for Kinder” workbook: a free, printable 12-page book that was distributed to pre-school age children in the BSPCN. The workbook contains all the basic concepts of numbers, colors, shapes, and words in both English and Spanish.


Note: Activities 1-4 will operate interdependently to strengthen the capacity building and social networking elements of the strategy. A diagram (attached as Appendix J) illustrates the interaction among Parent Café hosts and participants, Parent Resource Liaisons and the Community Outreach Collaborative to effectively outreach to families, strengthen services, and enhance child development opportunities for families in BSPCN. Activity #5 – Evaluation BSPCN is currently developing draft performance measures to assess the success of each activity. The selected Contractor will work with the BSPCN Community Partnership members to finalize the performance measures, subject to First 5 LA approval, as well as a plan for collecting information on the desired measures. Contractor Role:

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

Document the activities (including: attendance, summary report, etc.)

Develop basic data collection instruments

Collect data on the performance measures for each activity

Generate written reports on the data

Conduct verbal reports to the community partnership on a monthly basis

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

VI. ELIGIBILITY Applications will be considered from legal entities with the qualifications and capacity to implement the strategies and activities outlined in Section V. Eligible applicants must demonstrate the qualifications, experience, competency, and ability to successfully coordinate the implementation of the desired strategies and activities. Additionally, applicants must have personnel located in Southern California. This is essential, because all of the activities will be implemented locally in Los Angeles County. VII. TERMS OF PROJECT The duration of the contract will be determined through negotiations with the selected applicant and First 5 LA. The number of activities required during the initial contract will be negotiated with the selected applicant. The duration, extension, renewal, and amendment of the contract may be 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 RFQ. This will be a cost reimbursement contract.


VIII. SELECTION PROCESS AND REVIEW CRITERIA

First 5 LA will award one contract based on the following review process: Level 1 Review: First 5 LA will evaluate all applications for completeness and basic requirements which include the timely receipt of the application, and submission of all required documents. Applications submitted after the deadline or that do not have all of the required documentation will be disqualified. First 5 LA will also conduct a due diligence review which includes a review of the Litigation and Compliance form as well as a review of applicants that are current and former contractors, grantees and vendors were not out-of-compliance with any existing and past Commission contracts. Level 2 Review: Application Scoring Proposals that satisfy Level 1 Review criteria will proceed to the Level 2 Review. First 5 LA staff members will review and score proposals based on the criteria outlined in Appendix H. The highest scoring applicants will proceed to the Level 3 Review. Level 3 Review: Financial Review Proposals receiving the highest scores in the Level 2 Review will proceed to the Level 3 Review. First 5 LA will conduct financial and due diligence reviews. 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 receiving the highest scores in the Level 3 Review will be invited to interview with First 5 LA staff and community representatives. These interviews will take place in the Best Start Panorama City and Neighbors 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 applicant from the interview process will be awarded a First 5 LA contract. During the scheduled interview, applicants will be asked to:

1. Prepare a twenty-minute presentation telling us about your agency’s (and collaborative partners, if any) background in implementing programs for the 0-5 population as well as the action plan for implementing these specific strategies and activities. Briefly describe how any best practices and lessons learned from your agency’s previous experiences will inform the implementation of this work. Also describe how your agency plans to provide sufficient support for staff to effectively implement the work. Lastly, what plan does your agency have in place to ensure


accountability for implementing the work according to the goals laid out by the Partnership?

IX. REQUIRED DOCUMENTS Applicants must submit the following required documents through the online application system in order to be eligible for this RFQ (Appendix A – Application Checklist is available to assist in application completion). All narrative sections should be single-spaced, 11 point font with 1” margins.

A. Online Application

B. Executive Summary (3 pages maximum) Please include summaries of your responses to the questions in the following Qualifications section.

C. Qualifications (10 pages maximum)

1. What are your qualifications for the tasks described in this RFQ? (This should include the qualifications and capacities of the primary applicant and all subcontractors.)

a. What is your experience and success implementing the desired contractor

tasks? Please describe any past experience of the organization(s) in implementing similar activities.

b. What is your current capacity to implement activities and perform required

tasks (i.e., available staff with necessary skills)? Please provide the current capacity of the applicant and subcontractor(s) to implement the activities.

c. What is your experience collaborating with organizations and informal

groups (i.e., faith-based groups, civic groups, etc.) to plan, implement and/or assess activities? What is your experience collaborating with parents and residents to plan, implement and/or assess activities?

d. What is your understanding of the issues and challenges that parents of

pre-natal to 5 face in the Best Start Panorama City and Neighbors community.

e. What is your experience working in the Best Start Panorama City and

Neighbors community? (See Map in Appendix D.)

f. What is your experience working with the target population and the demographics of Best Start Panorama City and Neighbors as referenced in the RFQ.

g. What is your agency’s history of providing capacity building in

communities?


h. What is your ability to leverage additional resources to support the work?

i. What is your current capacity to develop, collect and report on performance measures?

D. Detailed Budget (Appendix E): Please provide an estimated one year budget

breakdown for all activities using Appendix E. Please explain the component costs in the budget narrative. Please refer to Appendix F – Instructions for Detailed Budget Forms and Budget Narrative for instructions on how to complete the Detailed Budget Form.

E. Budget Narrative: Please provide a narrative that briefly explains the assumptions and bases used to calculate the estimated budget. Narrative should provide additional description and/or justification for all costs included in the Budget Estimate Form. Please refer to Appendix F – Instructions for Detailed Budget Forms and Budget Narrative for instructions on how to complete the Budget Narrative.

F. Letter(s) of Intent (LOIs), if applicable: An LOI for each proposed subcontractor that outlines the subcontractors’ roles and responsibilities for proposed activities. It is not necessary to submit LOIs if no subcontractors is proposed. It is not necessary to have identified subcontractors to fulfill any of the contractor roles listed, but it is a factor in the selection of the contractor.

G. Résumés or Curriculum Vitae for Key Staff of Primary Contractor and

Subcontractors: Résumés or Curriculum Vitae are requested for the key staff that will be involved in the implementation of the activities.

H. Litigation and Contract Compliance Form (Appendix G): If the applicant responds “YES” to any of the questions on this form, please explain whether this will impact the applicant’s ability to implement proposed activities. Omission of this form will constitute an incomplete proposal and may be grounds for disqualification. The selected applicant will be required to submit an original.

I. IRS Determination Letter for non-profit status (if applicable)

Failure to submit all required attachments will constitute an incomplete proposal and may be grounds for disqualification. Applicants are responsible for any errors omissions in their proposals and applications. In order to respond to this RFQ, please complete and submit your application and all required documents to First 5 LA no later than 5:00 pm PDT on July 15, 2015. Applications received after this deadline will not be considered. It is the responsibility of the applicant to ensure, prior to submission, that their proposal reflects the requirements of this solicitation. X. TERMS OF THE RFQ 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 RFQ, 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 RFQ. Any cover letters, résumés and curriculum vita, including attached materials, submitted in response to this RFQ 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. XI. CONTRACTUAL CONSIDERATIONS

The successful applicant must sign and adhere to the provisions of the First 5 LA Contract (see sample Contract – Appendix I). The successful applicant must execute the Contract without substantive alteration. All applicants 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 and contractors must be or must have been in good standing and in compliance with all aspects of their current and former contracts with First 5 LA in order to be eligible to respond to this RFQ. First 5 LA may deem an applicant ineligible if it finds, in its reasonable discretion, that the applicant 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 applicant’s quality, fitness or capacity to perform services listed in this RFQ or an RFQ 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 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 application process shall not be interpreted to limit First 5 LA’s right to approve subcontractors, assemble teams and/or assign leads. Each applicant 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 Contract is not signed prior to the intended start date, the commencement of any activities will not begin until the contract execution date (the date all parties have signed the contract) and Contractor 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 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 Contract.

If the contract is $75,000 or more in the aggregate in any fiscal year, final execution of the Contract 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 Contract 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.

XII. 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 RFQ. 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.

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


XIII. APPENDICES

Appendix A – Application Checklist

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

Appendix C – Learning by Doing (LBD) Stages Overview

Appendix D – Map of Best Start Panorama City and Neighbors

Appendix E – Detailed Budget Form

Appendix F – Instructions for Detailed Budget Forms and Budget Narrative

Appendix G – Litigation and Contract Compliance Form

Appendix H – Level 2 Review: Application Scoring Criteria

Appendix I – Sample Contract

Appendix J – Appendix Diagram: Interplay of Activities

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