HomeMy WebLinkAboutBloom Proposal to Conduct Bozeman Equity Indicators and Gaps Analysis_2020Nov20Equity Indicators and Gaps Analysis
Response to the City of Bozeman
Request for Proposals
Submitted by Bloom Consulting
Bozeman, Montana
1
Mike Maas, City Clerk
(406) 582-2321
agenda@bozeman.net
November 20, 2020
Kirsten Smith, Principal
Bloom Consulting
3156 Hillcrest Dr
Bozeman, MT 59715
ksmith@bloomconsult.org
(406) 570-0058
bloomconsult.org
Dear Mr. Maas:
Bloom Consulting and associates is pleased to provide this response to the City of Bozeman’s Request for
Proposals for Equity Indicators and Gaps Analysis. We would greatly value the opportunity to collaborate
with the Bozeman community as you take steps to identify disparities and work to achieve Strategic Plan
Vision Statement 3: A Safe and Welcoming Community.
Bloom Consulting, led by Kirsten Smith, is a woman-owned policy analysis firm based in Bozeman, Montana.
We share a belief in the transformative power of human connection and building resilience in people and
organizations to achieve positive change. We believe in the strength of collaboration and inclusion, and our
experience shows that the best ideas rise from the synergy created by people working together. Based on
this belief, we will bring an inclusive, collaborative, and future seeking experience to the City of Bozeman’s
equity project.
Bloom has conducted projects across the country, assembling teams of seasoned associates with the
appropriate experience and expertise to meet the unique needs of each project. For this project, we have
convened a team with the necessary skills to conduct an inclusive and robust process to understand, track,
and improve equity in the City of Bozeman. These partners include Kendra Lodewick, Kari Parsons, and Luis
Alvarado. Bloom will serve as the primary contractor and maintain subcontracts with the proposed
consulting team.
Please reach out to me directly with any questions about the enclosed proposal.
Thank you!
Kirsten Smith, Principal
EXECUTIVE SUMMARY 2
EXECUTIVE
SUMMARY
As illustrated through its Strategic Plan, the City of Bozeman strives to welcome diversity and inclusivity
through its policies and public awareness. These intentional actions include celebrating and incorporating
an increasingly diverse population into all aspects of the community and ensuring that city agencies and
vendors support policy and systems change that reduces community wide barriers to equity and inclusion.
Based on a comprehensive internal review of existing policies, procedures, training protocols, and hiring
practices completed in the summer of 2020, Bozeman is committed to creating a City Equity and Inclusion
Plan to guide ongoing efforts that enable all Bozeman residents to thrive. A key step in the development of
this plan is a stakeholder driven effort to identify barriers, describe existing inequities, and build consensus
on how to track, report, and communicate progress towards an equitable and inclusive community.
Experience
Bloom Consulting is dedicated to providing high-quality, participatory assessment, evaluation, facilitation,
and strategic organizational planning to government agencies, nonprofit organizations, and public-private
partnerships. We have expertise in health, human services, early childhood learning and development, child
welfare, workforce development, disability, and family support programs and policy as well as in the visual
and performing arts. The Bloom team proposed for the Bozeman equity project collectively has over 50
years of experience conducting gap analyses and developing indicators. Proposed team members include
Kirsten Smith, Bloom Principal, Bloom Associates Kari Parsons and Kendra Lodewick, and Luis Alvarado, as
data visualization and design lead.
The proposed team provides relevant expertise in conducting community-wide needs and service gap
assessments that investigate variability in community engagement, experience, and outcomes based on
racial, ethnic, gender, income, and disability identification. Moreover, the proposed team is skilled at
facilitating meaningful community engagement that ensures representation of broad stakeholders,
including typically underserved communities.
Critical competencies of the Bloom team include:
• Experience collecting and using data to understand stakeholders’ lived experience and improve
services, inclusion, and outcomes.
• Ethically collecting, managing, and storing data to protect user privacy, minimize data collection
burden, acknowledge variability in data collection capacity across communities, and streamline data
management processes.
• Using robust and diverse public engagement strategies that share data decision-making with
community stakeholders to facilitate greater social equity and build consensus across diverse
community respondents.
• Expertise in assessing gaps in outcomes, services, and structures to support more transparent and
equitable policy and programmatic decisions.
• Commitment to embedding equity and inclusion through outcome disparity impact statements,
strategic planning for equitable service delivery, equity gap analysis, and the use of the We All Count
Data Equity Framework across projects.
• Expertise communicating data and information in visually compelling and clear formats for broad
audiences.
EXECUTIVE SUMMARY 3
Scope of Proposal
OVERVIEW
Bloom Consulting proposes to collect data on community-wide equity outcomes and explore gaps in
services available from the City and community partners. We view residents, city staff, and community
organizations as central partners and contributors to this research. Our proposed approach focuses on
sharing design, data collection, and sense-making with community stakeholders through the creation of a
representative Advisory Committee. With the input of the Advisory Committee, as well as through broader
community-wide opportunities for input, we incorporate equitable decision-making processes throughout
the life cycle of the project from research design through dissemination.
DATA COLLECTION
We propose six key data collection activities to gather robust input on community equity and inclusion:
• Identification and facilitation of a diverse Advisory Committee will support ongoing feedback and
direction, share decision making, and collective sensemaking of project data.
• Background research on extant secondary data sources, including service data, will provide broad
context on trends and access related to race, ethnicity, and gender disparities.
• Listening sessions with key community audiences will help articulate the lived experience of people
of color and different gender identities and provide important detail to augment the community
survey findings.
• A community survey will collect analogous information across a broad spectrum of stakeholders and
enable compilation and comparison of responses.
• The local institutions capacity roundtable will garner input from City staff and local agency
representatives on what infrastructure and capacity local institutions have to remedy any inequities
that are uncovered in the research.
• The equity indicators community consensus workshop will use a consensus-building framework to
incorporate diverse voices when identifying equity indicators that will be used to measure
community outcomes and progress.
COMMUNITY ENGAGEMENT
We know that there is no one size fits all approach to effectively engage people. Bloom uses diverse
approaches to facilitation, including techniques from Liberating Structures, the Institute of Cultural Affairs,
and Gamestorming. Our community engagement strategies are designed to elevate the voices of people of
color and different genders, share in data collection and interpretation to increase the accuracy of findings,
increase findings that accurately reflect lived experience, and result in a transparent, stakeholder driven
product. We propose a variety of community engagement methods to increase the opportunity for diverse
voices to be heard, including listening sessions, a survey, a provider roundtable, and a community
workshop. We will work with the advisory committee and community and nonprofit agencies to identify the
most efficient outreach methods. We will also employ best practices for full engagement in each data
collection method, including robust survey distribution and follow up, smaller listening sessions to create
comfortable environments for sensitive discussion, pre- and post-listening session contact to capture
additional feedback, and implementation of validated consensus-building facilitation strategies during the
public workshop.
EXECUTIVE SUMMARY 4
DATA ANALYSIS
We will use several methods to assess variability in outcomes and experience by race, ethnicity and gender.
For secondary and survey data, we will conduct descriptive statistics to summarize findings and develop
Equity Gap Scores that demonstrate the factor of difference in outcomes or conditions between two
groups. We will also analyze and report any retrospective trend findings within each race, ethnic, or gender
group. Comparative trend analysis can reveal which groups are benefitting (or suffering) more in current
conditions. Listening session data will be summarized using qualitative analytic methods that honor the
intent and voice of all the participants. Finally, through the Capacity Roundtable we will solicit input from
provider participants on internal and external capacity to address any inequities revealed.
VISUAL DATA REPORTING
Our proposal includes the development of a concise, community-facing Equity Gaps Analysis report
(working title) that uses clear narrative and compelling data visualizations, including charts and infographics,
to share the findings of this research with the Bozeman community. The process of developing this
professionally designed report will include many opportunities for input and review, including using the
principals of the We All Count Data Equity Framework with the Advisory Committee to audit a sample layout
to ensure the charts and visualizations are clear and understandable.
EQUITY INDICATORS DEVELOPMENT
The proposed Equity Indicators Community Consensus Workshop will include a diverse range of community
stakeholders, including the Advisory Committee, City staff, local agency partners, and interested members
of the community to collaboratively develop equity indicators that will enable the City to track progress in
advancing equitable outcomes and share progress over time. Depending on public health conditions in June
of 2021, this workshop will either be held in-person or via Zoom. After the public workshop, we will
convene key stakeholders to assess the quality of proposed indicators using the Results Based
Accountability framework developed by Clear Impact. This process will result in a list of final indicators, as
well as a “data agenda” for indicators that are assessed positively, but data are lacking. The final list of
selected indicators, as well as capacity information and recommendations, will be included in a
professionally designed Equity Indicators Addendum (working title) to accompany the Equity Gaps Analysis
report or added to it.
ASSUMPTIONS AND LIMITATIONS
This research project has the following assumptions:
• We will be able to work with the City and community partners to successfully recruit and form a
representative Advisory Committee.
• The Advisory Committee members will have access to the Internet, including through a cellphone or
via the public library or other source.
• We will work with the City on approaches to addressing language barriers to Advisory Committee
participation; Bloom does not provide interpretation services.
• For administrative service data, will rely on the City Project Manager for referrals to local agency
contacts and city/county staff to obtain any administrative or caseload data to support the capacity
gaps analysis.
• We do not expect to obtain personally identifiable information through our various data collection
methods.
EXECUTIVE SUMMARY 5
• The COVID-19 public health crisis currently inhibits safe in-person meetings and we assume the
health crisis will persist into at least the first part of 2021. We will follow public health guidelines
from the Gallatin City County Health Department regarding in-person gatherings. Engagement will
take place through interactive Zoom sessions unless public health conditions allow for in-person
engagement.
• We assume a level of participation in the survey, listening sessions, and consensus-based workshops
that will enable disaggregation of data.
• We assume that qualitative methods will seek to overcome limitations in extant or administrative
data disaggregation.
• The final designed report will be concise and accessible to a broad community audience; detailed
methods, findings, or background information can be provided to the City in Word or Excel format
on request.
• An in-person Equity Indicators Community Consensus Workshop will be capped at 100 participants;
a virtual workshop will be capped at 30 per breakout room, or three sessions of 30 will be conducted
separately and input compiled.
Limitations of this research include the following:
• Not all data we seek will be available disaggregated.
• If disaggregated extant and administrative data within the domains identified in this proposal are not
available, equity gap analysis will not be possible in those cases.
• Assessing gaps in service delivery may be difficult if demand for services cannot be determined by
the data available.
• Local agencies may not have definitive information to offer at the local capacity roundtable meeting
in terms of their capacity to remedy any inequities revealed in the research; however, our
assumption is that the process of discussing needs and identifying potential remedies is an
important first step.
Schedule
Bloom Consulting will complete the work in this proposal between January 4 and August 15, 2021.
Deliverables
Bloom Consulting will provide the following deliverables:
• Project initiation meeting agenda
• Advisory Committee meeting
agendas/slides (for four meetings)
• Survey questions (draft/final)
• Listening session protocol (draft/final)
• Local capacity roundtable meeting
agenda
• Draft results presentation for roundtable
meeting
• Preliminary data visualization/design
template
• Overview of results presentation
• Data equity gaps analysis report
(draft/final, Word/PDF)
• Equity indicators community consensus
workshop overview presentation
• Summary of community consensus of
advisor committee
• Equity indicators addendum
Budget
We will complete this scope of work for a firm, fixed price of $75,000.
FIRM PROFILE & PROJECT PERSONNEL 6
FIRM PROFILE &
PROJECT PERSONNEL
1. Location & Ownership
Bloom Consulting is located in Bozeman, Montana. The firm has one employee, Kirsten Smith, who is the
sole owner of the firm. Since its founding, Bloom has collaborated with a core set of independent
contractors to ensure sufficient capacity to successfully complete projects of all sizes.
2. History
Bloom was established in March 2012 and has been actively providing services similar to those requested in
this RFP since that time. Bloom Consulting is dedicated to providing high-quality, participatory assessment,
evaluation, facilitation support, strategic planning, organizational development, project management, and
technical assistance services to government agencies, nonprofit organizations, and public-private
partnerships. We have expertise in health, human services, early childhood learning and development, child
welfare, workforce development, disability, and family support programs and policy as well as in the visual
and performing arts. The Bloom team proposed for the Bozeman equity project collectively has over 50
years of experience conducting gap analyses and developing indicators.
Our nimble structure has allowed us to successfully manage projects with budgets from $5,000 to $500,000.
Bloom’s annual volume of business ranges from $150,000 to $650,000, depending on the number and scale
of projects. Higher volume years are associated with large, complex projects involving deep collaboration
with associated firms. Bloom currently has a small number of contracts with the Montana Department of
Public Health and Human Services. We have ample capacity to fully engage in the Bozeman equity project,
hitting the ground running on day one.
3. Resumes
Please find one-page resumes for the project team at the end of the Firm Profile and Project Personnel
section.
The Bloom team is composed of four senior consultants, organized into the following project roles:
• PROJECT MANAGER, ENGAGEMENT LEAD Kirsten Smith
• RESEARCH MANAGER, ENGAGEMENT SUPPORT Kendra Lodewick
• REPORT LEAD, ENGAGEMENT SUPPORT Kari Parsons
• DATA VISUALIZATION & DESIGN LEAD Luis Alvarado
Kirsten Smith will serve as the project manager and engagement lead. In this role, she is responsible for the
quality of all Bloom Consulting work. Ms. Smith will provide guidance to the Bloom project team and will
interface with the City’s executive leadership as needed. She is responsible for any contract negotiations.
She will provide day-to-day management of the project, attend all project status meetings, and maintain
close communication with the Department’s project team. Ms. Smith will also play a lead role in the
indicator development, gap analysis, and reporting work.
FIRM PROFILE & PROJECT PERSONNEL 7
Ms. Smith is the principal of Bloom Consulting and has 15 years of project management, needs assessment,
facilitation, strategic planning, implementation support, and evaluation experience with local, state, and
nonprofit organizations. She has conducted projects in early care and education, K-12 education, out of
school time care, child protective services, TANF, Medicaid, and disability policy as well as in the arts. She is
prized by her clients for her commitment to ongoing, open communication and regular progress
monitoring. In addition to her project management capabilities, Ms. Smith has extensive experience
developing and implementing rigorous research plans and data collection protocols. She is skilled at
conducting interviews, focus groups, community forums, and surveys to gather primary data from
individuals impacted by and/or participating in service systems. Ms. Smith is an experienced strategic
planner and has worked with a wide range of governmental and nonprofit agencies to define and refine
organizational strategic and implementation plans. Ms. Smith received a Master’s in Public Affairs and a
Masters in Russian, East European, and Eurasian Studies, from the University of Texas at Austin. She is
certified in facilitation and strategic planning from the Institute for Cultural Affairs and is a certified Project
Management Professional from the Project Management Institute. Ms. Smith lives in Bozeman with her
husband. She performs regularly with Montana Ballet Company. Her tiny dog, Otis, accompanies her at the
ballet studio as well as on hiking, cross country skiing, and river trips.
Kendra Lodewick will serve as the research manager and provide engagement support. She is responsible
for developing and implementing the research plan that will be the foundation of the equity indicators and
gap analysis. Ms. Lodewick will manage data collection and analysis, ensuring alignment with the research
plan. She will participate in client status meetings and communicate with the client regarding data
collection and analysis.
Ms. Lodewick is principal of Program and Policy Insight and has over 20 years of experience conducting
independent evaluations, policy analysis, and technical assistance in the areas of workforce development,
welfare, education, and community development. She employs quantitative and qualitative methodologies
to collect and analyze program data and inform program implementation and policy development. Prior to
forming Program and Policy Insight, LLC, Ms. Lodewick worked at nationally recognized evaluation firms,
including Abt Associates (Cambridge, MA) and Berkeley Policy Associates (Oakland, CA). Ms. Lodewick
received her Bachelor of Science in Policy Analysis and Management from Cornell University and a Master
of Public Affairs-Policy Analysis from the University of Wisconsin-Madison. Ms. Lodewick’s perfect day
would include hiking, reading, a board game with her family, and a fair amount of peanut butter chocolate
chip cookie dough.
Kari Parsons will serve as the report lead and provide engagement support. Ms. Parsons will support
indicator development and gap analysis work and lead the development of the resultant report. She will
participate in client status meetings and provide additional engagement support ongoing.
Ms. Parsons is president of Parsons Consulting, which was founded in 2000. She is a valued researcher,
facilitator, communicator, and project manager. She applies these skills to all her projects, including her
work in community indicators, strategic planning, performance measurement, and applied research and
evaluation. She is familiar with a wide range of policy domains, including early childhood, child welfare,
education, health and human services, transportation, workforce development, sustainability, and more.
She is trained in the Data Equity Framework and strives to embed equity and inclusion in all her work. Ms.
Parsons is a Technology of Participation (ToP) trained facilitator and strategic planner, with experience
helping groups large and small reach consensus and find their strategic direction. Ms. Parsons is a member
of the Community Indicators Consortium and has presented her work on dashboards at the national
FIRM PROFILE & PROJECT PERSONNEL 8
conference of this professional organization. Ms. Parsons received her Bachelor of Arts in Philosophy from
Whitman College and her Master of Urban and Regional Planning from the University of California, Irvine.
Ms. Parsons enjoys spending time with her family and getting involved in local causes; she has also recently
re-discovered an old pastime: making pottery.
Luis Alvarado will serve as the data visualization and design lead. He will work collaboratively with the
Bloom team to translate indicators into visual formats that are easy to understand and visually appealing.
Mr. Alvarado is the principal and creative director of Luis Alvarado Design. Mr. Alvarado has 30 years of
experience developing high-quality graphic design, advertising, and marketing communications material for
corporations and public agencies. He manages a staff of 10 who are skilled at communicating complex data
and information through data visualizations and infographics that are clear and understandable to the
reader. Mr. Alvarado enjoys spending time with his family, especially a backyard BBQ including all six family
dogs. He also loves playing golf, mountain biking or surfing whenever the weather is good, which in
Southern California is always!
4. Contact Information
COMPANY NAME/TITLE ADDRESS TELEPHONE EMAIL
Bloom Consulting, Inc. Kirsten Smith/ Principal 3156 Hillcrest Dr
Bozeman, MT 59715
406/570-0058 ksmith@bloomconsult.org
Program and Policy
Insight, LLC
Kendra Lodewick/ Principal 3935 NE Stanton St
Portland, OR 97212
541/514-2687 klodewick@programandpolicy.com
Parsons Consulting,
Inc.
Kari Parsons/ President 2215 University St
Eugene, OR 97403
541/554-0581 kari@parsons-consulting.com
Luis Alvarado Design Luis Alvarado Design/
Principal/Creative Director
1011 Brioso Dr, #104
Costa Mesa, CA 92627
714/325-1559 luis@la-design.net
PRINCIPAL, BLOOM CONSULTING
Conducting organizational development, program evaluation, assessment, strategic
planning, policy work, and data/information technology planning through projects that
impact health, human services, education, economics, and quality of life since 2012.
CONSULTANT AND DIRECTOR OF MONTANA BUSINESS, PUBLIC KNOWLEDGE
Management consultant and director of Montana business for small consulting firm,
specializing in program/policy and information technology research and evaluation from
2005-2012.
UNIVERSITY OF TEXAS AT AUSTIN
Master of Public Affairs and Master of Arts-Russian, East
European, and Eurasian Studies
UNIVERSITY OF GEORGIA
Bachelor of Arts-Political Science
K I R S T E N
S M I T H
H E A L T H A N D H U M A N S E R V I C E S P R O G R A M
A N A L Y S I S , E V A L U A T I O N , A N D P L A N N I N G
GET IN TOUCH
PERSONAL PROFILE
AREAS OF EXP ERTISE
SKILLS AND SERVICES
WORK EXPERIENCE
EDUCATION
406.570.0058
3156 Hillcrest Dr
Bozeman, MT 59715
ksmith@bloomconsult.org
www.bloomconsult.org
I am dedicated to providing high-quality
assessment, facilitation support,
strategic planning, program evaluation,
organizational development, and
technical assistance services to
government agencies, nonprofit
organizations, and public-private
partnerships. I work to serve the greater
good by supporting organizations to
effectively support vulnerable and
underserved populations and help all
people reach their full potential.
Workforce development
Family Assistance
Early Care and Education
Medicaid Policy
Disability and Long Term
Services and Supports Policy
Behavioral Health Policy
Experience across the continuum of
health and human services that
support individual and collective
wellbeing:
Certified Project Management
Professional
Expertise in needs assessment and
gap analysis
Experience in developing and
implementing evaluation plans using
diverse evaluation approaches
Expertise in data collection,
synthesis, and analysis
Experience with primary data
collection including interviews,
community forums, focus groups,
and surveys
Expertise with strategic and
implementation planning
Experience facilitating diverse
groups effectively using in person
and remote approaches
SELE CTED PROJECTS
Montana Vocational Rehabilitation and Blind Services Strategic and Implementation
Planning (Montana Department of Public Health and Human Services (DPHHS))
Temporary Assistance for Needy Families Assessment and Evaluation Planning (MT
DPHHS)
Rape Prevention and Education Program Evaluation and Needs Assessment (MT
DPHHS)
Olmstead Plan Assessment, Redesign, Evaluation Planning, and Evaluation (Maine
Department of Health and Human Services)
Project LAUNCH (Linking Actions for Unmet Needs in Children's Health) Strategic
Planning and Logic Modelling (MT DPHHS)
Brain Injury Services and Supports Needs Assessment (Colorado Brain Injury Program)
Child Care Subsidy System Analysis/Value Stream Improvement (Massachusetts
Department of Early Education and Care)
Early Childhood System Comprehensive Statewide Needs Assessment (MT DPHHS)
Aging and Physical Disability Waiver Redesign (MT DPHHS)
Oregon Vocational Rehabilitation and Blind Services Comprehensive Statewide Needs
Assessment (OR Department of Human Services)
PRINCIPAL, PROGRAM AND POLICY INSIGHT
Providing oversight and direct implementation of research, evaluation,
and technical assistance to assess program delivery and performance
and identify opportunities for service improvement and systems change.
ASSOCIATE, ABT ASSOCIATES
Responsible for implementation of qualitative and quantitative evaluations and
policy analysis related to federal welfare implementation, workforce development,
national service, and youth development.
ANALYST, BERKELEY POLICY ASSOCIATES
Conducted qualitative and quantitative analysis focused on federal welfare reform,
employment and training programs for dislocated workers and individuals with
disabilities, and youth development.
UNIVERSITY OF WISCONSIN-MADISON
Master of Public Affairs and Policy Analysis
CORNELL UNIVERSITY
Bachelor of Science-Public Policy Analysis and Management
K E N D R A
L O D E W I C K
S O C I A L P R O G R A M A N A L Y S I S , E V A L U A T I O N ,
A N D P L A N N I N G
GET IN TOUCH
PERSONAL PROFILE
AREAS OF EXPERTISE
SKILLS AND SERVICES
WORK EXPERIENCE
EDUCATION
541.514.2687
3935 NE Stanton St.
Portland, OR 97212
klodewick@programandpolicy.com
www.programandpolicy.com
I specialize in social policy research,
program evaluation, and policy
development that improve social and
economic opportunities for individuals,
families, and their communities. I focus
on utility-focused processes and
building organizational capacity to use
data to inform decision making, improve
results, and communicate progress.
Workforce development
Family Assistance
Early Care and Education
K-12 and Postsecondary Education
Human Services Planning
Disability and Behavioral Health
Policy
Experience across the continuum of
human services that support social
and economic opportunity:
Expertise in process, implementation
and impact evaluation design and
Expertise in participatory, formative,
Applied research in best practices,
Expertise in needs assessment and
Experience delivering technical
Diverse facilitation methods and
implementation
and developmental evaluation
frameworks
implementation models, and systems
change efforts
service gap analysis to support
program and community strategy
development
assistance to build data literacy and
evaluation capacity
consensus-building strategies to
gather stakeholder feedback and
facilitate next steps
SELECTED PROJECTS
Measures that Matter Workforce Outcomes (US Institute for Museum and Library
Sciences)
Human Services and Resource Allocation Planning (Teton County)
Oregon Talent Assessment Plan (Oregon Higher Education Coordinating Committee)
Theory of Change and Strategy Development (Oregon Consortium of Family Networks)
Human Services Outcome Measurement Planning (City of Santa Monica)
Yamhill County Needs and Opportunities Assessment (Oregon Community
Foundation)
Westchester/Putnam County Labor Market Analysis and Workforce Development
Strategy (Westchester Community Foundation)
Oregon Vocational Rehabilitation Statewide Needs Assessment (Oregon Department
of Human Services)
PRESIDENT, PARSONS CONSULTING, INC., 2000-PRESENT
Manage applied research projects for public and non-profit agencies working in a
variety of policy domains. Responsibilities include research planning, data visualization
and reporting, subcontractor oversight, and client relations.
ASSOCIATE, BLOOM CONSULTING, 2016-PRESENT
ASSOCIATE, PROGRAM AND POLICY INSIGHT, 2004-PRESENT
Provide a range of services in support of applied evaluation projects, including focus
groups, stakeholder interviews, data collection and analysis, and report development.
MANAGER, STRATEGIC AND INTERGOVERNMENTAL AFFAIRS, ORANGE
COUNTY (CA) EXECUTIVE OFFICE, 1998-2000
Conducted special projects in the areas of economic development, county islands and
city incorporation, community indicators, and homeless prevention.
UNIVERSITY OF CALIFORNIA, IRVINE, 1999
Master of Urban and Regional Planning
WHITMAN COLLEGE, 1993
Bachelor of Arts, Philosophy
K A R I
P A R S O N S
C O M M U N I T Y I N D I C A T O R S , A P P L I E D
R E S E A R C H , P L A N N I N G A N D F A C I L I T A T I O N
GET IN TOUCH
PERSONAL PROFILE
AREAS OF EXP ERTISE
SKILLS AND S ERVICES
WORK EXPERIENCE
EDUCATION
541.554.0581
2215 University Street
Eugene, OR 97403
kari@parsons-consulting.com
www.parsons-consulting.com
I specialize in research, analysis, and
participatory development of cross-
sector indicators of community well-
being and how they link to programs,
policy, and performance in the public
and non-profit sectors. My passion is
using collaborative and equitable
methods, clear communication, and
accessible data visualization to ensure
that results are useful, inclusive, and
impactful.
Early childhood
Poverty and economic stability
Housing and homelessness
Talent development and education
Disability policy
Transportation
Expertise across social policy and
programming domains, including:
Development and management of
community indicators initiatives
Community needs assessment and
service gap analysis
High-utility strategic planning and
performance measurement, including
system performance measurement
Quantitative and qualitative data
collection methods, including
surveys, interviews, focus groups,
and community forums
Consensus-based facilitation
methods
Clear data visualization and
communication for diverse audiences
Data Equity Framework certified.
Community Indicators Consortium
member
SELECTED PROJEC TS
Pathway to Progress: Indicators of Young Child Well-being in Los Angeles County,
2020 (First 5 LA)
Maricopa County Needs Assessment, 2020-21(Valley of the Sun United Way)
San Bernardino Community Indicators Report, 2010-2021 (San Bernardino County)
Family Financial Stability Index, 2013-2021 (Orange County United Way)
Early Childhood System Performance Assessment Toolkit, 2018; Equity indicators
update, 2020-21 (Center for the Study of Social Policy)
Oregon Tourism Workforce Analysis, 2019-20 (Travel Oregon)
Oregon Talent Assessment, 2018 (Oregon Office of Workforce Investments)
Mobility Indicators Report, 2015-2020 (Orange County Transportation Authority)
Teton County Human Services Resource Allocation Scenarios, 2020 (Teton County)
PRINCIPAL/CREATIVE DIRECTOR, LUIS ALVARADO DESIGN, 1990-
PRESENT
Creative lead for all projects. Manage a staff of 10 designers, writers, and
administrators.
DESIGNER, WGBH CHANNEL 2, BOSTON, MA, 1988-1990
Design and produce communications material for clients within studio.
SIEGEL & GALE, NEW YORK, NY, 1987-1988
Design and produce corporate communications materials for various
clients.
ARIZONA STATE UNIVERSITY, 1988
Bachelor of Fine Arts, Graphic Design
L U I S
A L V A R A D O
D E S I G N , D A T A V I S U A L I Z A T I O N , M A R K E T I N G
GET IN TOUCH
PERSONAL PROFILE
AREAS OF EXP ERTISE
SKILLS AND S ERVICES
WORK EXPERIENCE
EDUCATION
714.325.1559
21011 Brioso Drive, #104
Costa Mesa, CA 92627
luis@la-design.net
www.luisalvaradodesign.com
I have 30 years of experience developing
high-quality graphic design, advertising,
and marketing communications material
for corporations and public agencies.
My team is skilled at communicating
complex data and information through
data visualizations and infographics that
are clear and understandable to the
reader.
Corporate identity
Logos
Data visualization and inforgraphics
Indicators reports
Annual reports
Websites and multimedia
Posters
Brochures
Data visualization and infographic
design
Illustrations and animation
Reader-friendly research report
layout
Website design
Print and digital marketing collateral
Print production oversight
Copy writing and advertising
Development of corporate identity
and logos
LAD offer clients:
SELECTED PROJEC TS
Conditions of Children in Orange County Report, 2015-2020
Orange County Transportation Authority Mobility Indicators Report, 2014, 2018 and
2020
Hoag Orthopedic Institute Annual Outcomes Report, 2018
Orange County Community Indicators Report, 2018
Hoag Neurosciences Annual Report, 2017
First 5 Orange County Annual Report, 2017/18
Orange County Transportation Authority 91 Express Lanes Annual Report, 2010/11
Hill & Knowlton Diversity Communication Group Presentation, 2010
EXPERIENCE 13
EXPERIENCE
1. Using data to advance equity
The Bloom team has extensive experience collecting and using data to advance equity and inclusion for local
government entities. For example, the Bloom team has had the privilege to work on several projects that
aim to honor the lived experience of people with disabilities and use the findings to improve services,
inclusion, and outcomes. These projects include the Maine Olmstead Roadmap Assessment, Update, and
Evaluation, the Oregon Vocational Rehabilitation Comprehensive Statewide Needs Assessment (VR CSNA),
and Oregon Council on Developmental Disabilities’ Family Networks.
For the Maine Olmstead project, team members Ms. Smith and Ms. Lodewick conducted a cross-disability
assessment of progress in implementing Maine’s initial roadmap recommendations created in response to
the 1999 Olmstead Supreme Court decision for the Maine Department Health and Human Services, Office
of Aging and Disability Services, Office of Substance Abuse and Mental Health Services, and Office of Child
and Family Services. In the initial assessment phase, Bloom conducted key informant interviews, a
stakeholder survey including participants, family members, providers, advocates, and other interested
parties, as well as extant data analysis. Ms. Smith and Ms. Lodewick created a detailed progress report and
gap analysis based on this research. After concluding the assessment phase, Bloom worked with the
Department to update the Olmstead roadmap and develop an associated evaluation plan. As a first step in
this process, Bloom facilitated seven planning sessions with more than 120 individuals throughout Maine.
The updated roadmap included recommendations related to policy, process, and funding. Bloom presented
a draft evaluation plan to DHHS project leadership and refined the plan to align with broader Department
strategic goals and objectives. Team members worked with Department leadership to define performance
measures for ongoing Olmstead evaluation work, which concluded in December 2017. Bloom created two
annual evaluation reports using qualitative and quantitative data, which were presented to Department
leadership. Bloom conducted a process assessment and outcomes evaluation. The Olmstead evaluation
analyzed and aggregated work being done across DHHS offices associated with the Olmstead roadmap’s
goals related to choice, meaningful community integration, and high quality long term services and
supports.
For the Oregon VR CSNA, Ms. Smith, Ms. Lodewick, and Ms. Parsons developed a comprehensive research
plan in collaboration with state partners to identify service needs and barriers and increase inclusion and
access for people with disabilities. Among other data collection methods, the team conducted 20 focus
groups with key stakeholders, facilitating participation for people with disabilities, including those from
underserved communities, by working with community agencies to connect with prospective participants,
providing accessibility support, such as sign language and Spanish language interpretation, ensuring
transportation assistance, and providing reimbursement for participation. Additionally, the project included
a large stakeholder survey that was provided in paper, telephone, and online format, with different
language options and accessibility formats.
The goals of the Oregon Council on Developmental Disabilities’ Family Networks are to facilitate
opportunities for families to connect with other families in an organic, supportive way that builds access and
community; to support disability as a natural part of the human condition; and to promote the strength that
diversity in the community provides for all. For the Annual Evaluation of the Oregon Consortium of Family
Networks (OCFN), Ms. Smith and Ms. Lodewick assessed progress that Family Networks had made in
EXPERIENCE 14
achieving individual and family goals related to formal and informal support, community inclusion, and
systems change. Data collection methods included telephone stakeholder interviews, an annual member
survey, an annual provider survey, and administrative reporting.
In addition to projects that advance equity and inclusion for people with disabilities, the First 5 Los Angeles
Pathway to Progress: Indicators of Young Child Well-Being in Los Angeles report, developed by Ms. Parsons,
was centrally focused on identifying and understanding inequities experienced by children and families of
color. The effort looked at 30 different indicators and embedded equity in each indicator by analyzing
results by race and ethnicity and highlighting when people of color experience disproportionate burden.
The report also highlights when policy and practice has sought to counteract historic and systemic
disadvantage. For example, the report shows that, in line with First 5 LA policy priorities, there are higher
rates of home visiting service participation in historically disadvantaged communities and more children of
color served by quality-rated childcare facilities than white children. In this way, the indicators track how
the organization and its partners seek to affirmatively support underserved communities and close gaps.
First 5 LA is currently convening partners and families to engage in “sensemaking” – discuss findings, share
insights, build common understanding, identify implications, and generate recommendations.
Another example of a local initiative to advance equity was the Yamhill County Needs and Opportunity
Assessment, which was conducted to identify community strengths and challenges, including those related
to issues of equity, diversity, and inclusion, and to identify current gaps in the nonprofit and government
service infrastructure supporting the community. The needs assessment used extant data review, key
stakeholder interviews, and an online community survey to collect comprehensive information and inform
future funding, programming, and policy development. The project had a particular focus the strengths,
challenges, and opportunities for greater equity for growing Latino community in the county.
2. Approach to ethical data governance
In the Montana Preschool Development Birth through Five project, Ms. Smith, Ms. Lodewick, and Ms.
Parsons participated in the comprehensive statewide needs assessment, which analyzed state strengths and
gaps related to early learning and development, health, and family support sectors of the early childhood
system. The assessment comprehensively addressed organizational capacity building, structure,
governance, funding, information technology, access, navigation, coordination, family engagement,
professional development policy, and processes, using several approaches including best practices research,
information gathering from existing documents, extant/administrative data analysis, interviews, surveys,
and focus groups. Within the broader project, consultants mapped existing systems and data sources to
support efforts to uniquely identify children and families across programs and associated systems. Staff
worked with the state to prioritize which systems to ingest into a newly implemented data warehouse with
data analytics capability to support broader department goals. Additionally, the assessment analyzed
technology to support improved care/case management and referrals. The assessment resulted in
significant stakeholder engagement and buy in with approximately 1,600 stakeholders statewide
participating in surveys, focus groups, and interviews. Data collection and analysis were designed and
implemented to maximize diversity and inclusion. Primary data collection approaches of parent/family and
provider survey as well as family and provider focus groups effectively engaged diverse individuals from
throughout the state, oversampling people involved with the child welfare system, Native Americans,
people in rural areas, and people with low socioeconomic status. The state is engaging in a large number of
of changes based on findings, recommendations, and planning results.
EXPERIENCE 15
The Colorado Office of Early Childhood (OEC) Solution Roadmap project established a data system roadmap
aligning Colorado’s early childhood system data efforts with broader Office of Information Technology and
Department of Human Services efforts, including phased rollouts of identity resolution and management,
enterprise architecture, master data management, and analytical tools. Team members gathered
information on the current technical environment, identified gaps and integration opportunities for data,
reporting, and solutions, defined requirements, and developed a data system roadmap. Ms. Smith was the
engagement manager for this project.
The GEAR UP Text Messaging Intervention was designed to address common challenges faced by first
generation college students related to enrolling and persisting in college during the summer after high
school and their first year of college. The goal of the intervention was to address logistical as well as social
and belief challenges that impacted student academic persistence. The study included random assignment
of students to the text intervention service or standard GEAR UP services and collected education data that
required individual release of information from each student and family. Ms. Lodewick and Ms. Parsons
served as liaisons for participating sites and had to be screened for federal security clearance in order to
serve in this capacity. Data collection closely followed Federal Educational Rights and Privacy Act (FERPA)
standards; no personally identifiable information was shared beyond the study team, no reports or data files
included individual names, and survey responses were combined across projects.
In the Oregon VR CSNA and the Teton County Human Services and Resource Allocation Plan, Ms. Smith, Ms.
Lodewick, and Ms. Parsons worked in partnership with community stakeholders and organizations to
provide outreach to underserved and unserved community members, facilitate focus group and interviews
with diverse groups, and support survey distribution through the community human service infrastructure.
Key strategies in facilitating participation of diverse community members included dedicated outreach,
accessible focus group scheduling, building trust and rapport through existing agency touchpoints, providing
needed language or disability accessibility, and compensating individuals for their time.
3. Approach to inclusive public engagement
Bloom conducted a needs assessment of the state’s TANF program, specifically focused on clients receiving
cash assistance. As part of this assessment, Ms. Smith analyzed extant data and collected primary data
through key stakeholder interviews, client and provider/interested party surveys, and 12 focus groups
statewide, separated by clients and providers/interested parties. Particular emphasis was placed on
including the Native American perspective by holding four focus groups on two reservations and two focus
groups in an area with a high urban Indian population. Findings and recommendations from the analysis
focused on systemic, policy, and business practice issues that negatively impact client access and successful
outcomes. Assessment findings were used by a TANF advisory council to make significant changes
regarding TANF policy, process, and funding, including TANF grant administration. Bloom then worked with
Montana’s TANF program to implement changes associated with its service delivery redesign, transitioning
to person-centered, coordinated service delivery focused on adult and child barrier reduction services and
supports in family stability, employability, and financial security. Ms. Smith developed an evaluation plan,
performance measures, and contractor monitoring approach and tools, and performed a baseline
evaluation. She also developed the contractor training manual and facilitated the multi-day in person
training of statewide TANF contractors
For the Santa Monica Human Service Division Outcome Planning process, Ms. Lodewick led public
community workshops and focus groups to build and outcome measurement system that enables the city to
EXPERIENCE 16
track progress against goals, target assistance, and refine resource allocation. Ms. Lodewick conducted
numerous city-wide consensus building sessions ranging from 15 to 120 participants that reflect the breadth
and diversity of the Santa Monica community. Stakeholders included human service program participants,
providers, and funders to engage in a democratic process that diffused historical power dynamics and lifted
voices of historically underrepresented groups.
Ms. Lodewick and Ms. Parsons provided technical assistance and evaluations services to the Oregon
Community Foundation’s (OCF) Bridging Oregon program, which was designed to build bridges across
cultural divides throughout Oregon. Bridging Oregon grantees have related but distinct goals, from
grounding civic leaders’ decision making in cultural humility, engaging active citizens in addressing perceived
cultural barriers, and building civil discourse and deliberative democracy. Through a development of a
shared evaluation framework, grantees and OCF partners learned from each other in an intentional,
reflective learning community that measured progress related to two primary goals: cross-cultural bridging
and increased civil discourse and engagement.
4. Performing gap analysis
Assessing gaps in outcomes, services, and structures is central to many Bloom projects. A handful of
relevant examples are cited below.
For the Teton County Human Services and Resource Allocation Plan and the Lane County Low-Income
Needs Assessment, Ms. Smith, Ms. Lodewick, and Ms. Parsons collected extensive information related to
existing human service infrastructure and supports, including gaps in service provision and availability, to
develop a strategic framework to support more transparent and equitable policy and funding decisions.
Within the Montana Preschool Development Birth through Five needs assessment and strategic planning
project, Ms. Smith, Ms. Lodewick, and Ms. Parsons conducted a large-scale gap analysis, examining the early
childhood system, including early learning and development, health, and family support sectors in their
current context compared to a more idealized state. We looked at gaps from many perspectives. Most
related to the scope requested in this RFP was our gap analysis of the organizational structure governing the
system. Bloom identified organizational capacity limitations impacting the state’s ability to implement
recommendations included in the needs assessment, and recommended changes to address identified gaps.
Our work was the foundation for the establishment of the newly formed Early Childhood and Family
Support Division.
Bloom is also experienced in conducting business process redesign or value stream improvement projects,
which focus heavily on the gaps between the as-is and to-be states, specifically on organizational and
process changes that can support the client in achieving the desired future state. Ms. Smith led the Lien
and Estate Recovery Business Process Redesign project for the Montana DPHHS Quality Assurance Division
and supported the Washington Child Care Eligibility System Business Process Redesign project for the
previous Washington Department of Early Learning as well as the Massachusetts Child Care Subsidy Lean
Redesign project for the Massachusetts Department of Early Education and Care.
Bloom team member Ms. Parsons specializes in helping communities and agencies select and develop cross-
sector indicators of community well-being. Whether or not explicitly described as equity indicators, the
practice of community indicators for Ms. Parsons is inherently an equity gaps analysis endeavor. When data
allow, Ms. Parsons uses data disaggregation to highlight variation in experience or outcome by race,
EXPERIENCE 17
ethnicity, age, and other demographic constructs. Communities that invest in this work have the baseline
information to know whether and where gaps exist and what direction they are trending. Armed with this
information, communities are poised to take the next steps: to examine how policies, programs, practices,
and structures may be exacerbating gaps in outcomes and to assess what capacity the community has to
change conditions to begin to close those gaps. Ms. Parsons has had the privilege to work with several
communities and agencies over her 20-year career to implement community indicators initiatives, including
Orange County Community Indicators Project, San Bernardino County Community Indicators Report,
Riverside County Community Indicators Report, Orange County Transportation Authority Mobility Indicators
Report, Center for the Study of Social EC-LINC Outcomes and Metrics Initiative, First 5 Los Angeles Pathway
to Progress Indicators of Young Child Well-Being in Los Angeles County report, and Healthy Places, Healthy
People: Snapshots of Where We Live Work and Play.
5. Embedding equity and inclusion frameworks in our work
Bloom team members Ms. Smith and Ms. Lodewick wrote a successful grant application for the 2020 State
Pilot Grant Program for Treatment of Pregnant and Postpartum Women for Montana’s Addictive and
Mental Disorders Division. The resulting Strengthening Families Initiative will support pregnant and
postpartum women with substance use disorders as a primary diagnosis and their families within Montana.
The Strengthening Families Initiative builds upon the Meadowlark Initiative, a broadly collaborative public-
private partnership that has actively been supporting prenatal/postpartum providers in developing
integrated behavioral health models since 2017 (Ms. Smith and Ms. Lodewick also wrote the successful
application for the Meadowlark grant). The grant was written to enhance equitable access to higher level
SUD care for perinatal women. Bloom also wrote the behavioral health disparity impact statement for the
Strengthening Families Initiative to ensure that programs engage in culturally appropriate service delivery to
achieve the goal of providing proportional access, use, and outcomes among those from unique cultural,
linguistic, and socio-economic backgrounds. The disparity impact statement provides a clear overview of
the ways in which the grantees of the Strengthening Families Initiative in Montana will achieve these goals
through service delivery and performance measurement.
Bloom conducts a large number of strategic planning projects, which almost always include a focus on
equitable service delivery and how this is measured. Plans often include specific strategies on policy and
process analysis and development as well as data measurement development to ensure they promote
equity and inclusion. Recent strategic planning projects include 2020 projects for the Montana Early
Childhood and Family Support Division, the Montana Project to End Childhood Hunger, the Office of Public
Instruction School Nutrition Programs, and the Montana Family Support Services Advisory Council.
Bloom team members Ms. Parsons, Ms. Lodewick, and Ms. Smith facilitated and managed the EC-LINC
(Early Childhood Learning and Innovation Network for Communities) Outcomes and Metrics Initiative for
the Center for the Study of Social Policy (CSSP). This effort embedded equity and inclusion in the two core
products of the initiative: Population-Level Outcomes and Indicators, and the Early Childhood System
Performance Assessment Toolkit. The Population-Level Outcomes and Indicators were the culmination of a
cross-national effort to identify common indicators of early childhood wellbeing. Embedded in this work
was the drive to measure what groups of children and families may be experiencing “disproportionate
burden” – namely, inequitable conditions that impeded a family’s ability to thrive. The Early Childhood
System Performance Assessment Toolkit provides users with performance measures that can assess system
functioning in four domains, including Equity. The Equity measures developed for the Toolkit include Parent
Engagement (how well early childhood systems engage with parents) and Advancing Equity (the extent to
EXPERIENCE 18
which the early childhood system is committed to ensuring the needs of all young children and families are
met). Parsons will be continuing the work with CSSP and the cross-national group of early childhood
professionals to further develop the Equity measures in late 2020 and into 2021. These new Equity
measures are likely to center around how to equitably measure collective impact, continuous quality
improvement, and leadership engagement.
Finally, the Bloom team has recently begun to embed the We All Count Data Equity Framework into our
work. The Data Equity Framework provides a stepwise process to embed an equity lens in research projects
and unearths implicit bias in research plans so that bias can be acknowledged and addressed. The elements
of the Data Equity Framework that the Bloom team intends to use in this project are described in more
detail with the Scope of Proposal, item 1. Services Proposed, Task 1.2 Background Research.
6. Crafting engaging visual representations of data
Bloom team member Ms. Parsons has 20 years of experience communicating data and information in
visually compelling and clear formats for broad audiences. In addition to working with skilled graphic
designers, including Bloom team member Luis Alvarado, to create the engaging indicators reports listed
under item 4. Performing Gap Analysis, she and Mr. Alvarado lent their data visualization expertise to an
audit of the Report on the Conditions of Children in Orange County. Parsons worked with the stakeholders
to apply criteria that enabled them to prioritize indicators and streamline content, while Mr. Alvarado
standardized and simplified how the data were presented. The audit transformed a lengthy and
overwhelming, text heavy report into a high-utility tool for measuring progress.
Mr. Alvarado has extensive experience transforming technical information into compelling data
visualizations and infographics. He is prized by his clients for his ability to easily understand the client’s
communication goals and craft visuals that capture that intent. In addition to the audit of the Report on the
Conditions of Children described above, Mr. Alvarado has developed data visualizations for several
indicators projects and annual reports for a wide spectrum of public and private agencies. For example, the
Orange County Community Indicators Report uses concise narrative and simple charts to communicate well-
being in the region. The Orange County Transportation Authority Mobility Indicators Report “policy report”
distills the key finds of the lengthy “technical report” into a 6-page clear, infographic presentation. The
Hoag Pickup Family Neurosciences Institute Annual Report uses compelling images and streamlined charts
to share the Institute’s administrative and treatment outcomes. Links to these reports and more can be
found in Mr. Alvarado’s resume under Selected Projects.
SCOPE OF PROPOSAL: SERVICES PROPOSED 19
SCOPE OF
PROPOSAL
1. Services Proposed
Bloom Consulting proposes to collect data on community-wide equity outcomes and explore gaps in
services available from the City and community partners. As detailed below by the Phase and Task
identified in Section II. Scope of Services in the RFP, we will achieve this through an inclusive, mixed-
methods approach that comprises:
• expert project management (Task 1.1),
• extant and administrative data collection (Task 1.2 and 1.4),
• authentic community engagement through listening sessions and a community survey (Tasks 1.3
and 1.4),
• equity-informed data analysis using the We All Count Data Equity Framework (Tasks 2.1 and 2.2),
• compelling data visualization and reporting (Task 2.3), and
• collaborative development of inclusion and equity indicators using consensus-based facilitation
methods (Phase 3).
In all these efforts, we view residents, city staff, and community organizations as central partners and
contributors to this research. Our proposed approach focuses on sharing design, data collection, and sense-
making with community stakeholders through the creation of a representative Advisory Committee. With
the input of the Advisory Committee, as well as through broader community-wide opportunities for input,
we incorporate equitable decision-making processes throughout the life cycle of the project from evaluation
design through dissemination.
Draft Research Questions
Research questions define what we want from the data, therefore, ensuring those questions are strength-
based, specific, and equitable is essential. We will work with the Advisory Committee to craft the research
questions, but the Bloom team has identified a set of preliminary research questions for discussion. With
respect to sense of belonging, experience of bias, housing stability, economic opportunity, health care
access, and other areas:
• What is the lived experience of people of color1 and different genders2 in Bozeman?
• Do people of color and different genders experience gaps in outcomes and, if so, to what extent?
• Are city and community services equitably available to and accessed by people of color and
different genders?
• What indicators would best enable the City of Bozeman to track progress on the ability of all
residents to thrive in Bozeman?
• What can residents and officials do to create a community that provides a sense of belonging for all
residents?
1 For the purposes of this research, we are using the term “people of color” to include people who identify wholly or partly as
Native American, American Indian, or Alaskan Native; Black or African American; Asian; Pacific Islander; and Latino/a/x.
2 For the purposes of the research, we are using the term gender to mean the gender with which a person identifies, which may
or may not correspond with their physical sex at birth. The categories of gender to be included in data collection are to be
determined.
SCOPE OF PROPOSAL: SERVICES PROPOSED 20
Stakeholder Input Opportunities, Deliverables, and Assumptions and Limitations
Within each project Task description below, the section ends with a table summarizing the stakeholders
who will be invited to provide input on the task, the deliverables associated with the task and the
anticipated month of delivery, and any assumptions or limitations associated with the task.
PHASE 1: DATA COLLECTION AND STAKEHOLDER MAPPING
Task 1.1: Project Initiation
Project Initiation Meeting
Bloom will work with City staff to schedule a project initiation meeting as soon as possible after contract
execution. The agenda will be determined in partnership with City staff, and may include the following
elements:
• Project Management and Communication
o Review scope of work
o Review timeline for completion
o Identify any potential barriers to successful completion and strategies to resolve
o Identify communication preferences and expectations
o Define status reporting approach including a review of the status report template and
discussion of meeting frequency and format
o Discuss other project management concerns, including issue/risk, scope, schedule, and
resource management as needed
• Proposed Research Plan
o Introduce draft/proposed research plan, including the Data Equity Framework and proposed
data collection strategies (e.g., listening sessions with city residents, an online survey, extant
data and report review)
o City staff and the Advisory Committee, once formed, may have other methods or data
equity strategies they would like to employ; these opportunities can be discussed during
Task 1.2, when the Advisory Committee is oriented to the project.
• Advisory Committee
o Discuss make up, size, stipends, and recruitment process (see more detailed discussion
below)
Advisory Committee
As mentioned above, a representative Advisory Committee to guide the work is a critical component of an
inclusive and responsive research process. At the initial meeting, we would like to discuss our proposal for
the Advisory Committee, which is as follows:
• Composition and Size
We envision the Advisory Committee as a representative and diverse group of approximately 20
individuals to guide the work. While the key features of this committee will need to be discussed at
project initiation, we recommend that it be comprised predominately of members of the
community, including an over-representation of people of color. The group should include
community members who take part in services offered by the City and partners, as well as those
who do not. A to-be-determined number of City staff and partner agency staff should participate as
well.
SCOPE OF PROPOSAL: SERVICES PROPOSED 21
• Roles
This group would be involved throughout the project to ensure transparency and research methods
that are inclusive and representative. An optional role for a subset of Advisory Committee
members could be to lead listening sessions and share findings at the community-wide Data
Sensemaking and Equity Indicators Development Workshop. If linguistically isolated people will be
included in the Advisory Committee, interpretation services will need to be secured.
• Stipends
Given the commitment of time and energy by the Advisory Committee members, we believe it is
important to recognize the value of their participation by using project funds to provide stipends of
$300 each to community member on the Committee. Providing stipends improves equity by
avoiding a one-way flow of data from the Advisory Committee to the researchers and city staff.
These flows of data, funding, and influence will be made visible through the Funding Web
stakeholder mapping exercise described in more detail within Task 1.3.
• Recruitment Process
We will work with the City to determine the best approach to recruiting Advisory Committee
members. We could approach this in a number of ways, including sending a call out to the
community through partner agencies, City communication channels, or newspaper ads. We could
also use a nomination process, working with organizations who regularly engage people with lived
experience.
• Input Intervals
Advisory Committee input will be sought through meetings and document review. The four
meetings listed below are specific Advisory Committee meetings; however, for Meetings 3 and 4 we
recommend expanding the invitation list to include interested City staff and local agency staff.
Advisory Committee members will also be invited to participate in the Equity Indicators Community
Consensus Workshop.
Meetings
Meetings will take place via Zoom unless health conditions allow for in-person meetings.
o Meeting 1: Introduction and Stakeholder Mapping (February)
o Meeting 2: Research Planning (February)
o Meeting 3: Data Interpretation (May)
o Meeting 4: Equity Indicators Refinement (June)
Document Review
o Scope of Proposal (January)
o Survey questions (March)
o Listening session protocol (March)
o Summary of findings, Word document (May)
o Preliminary data visualization sample, designed PDF (May)
o Final Equity Gaps report, designed PDF (June)
o Equity Indicators Addendum, designed PDF (August)
SCOPE OF PROPOSAL: SERVICES PROPOSED 22
Task 1.1 Stakeholder Input Opportunity, Deliverables, and Assumptions and Limitations
Stakeholder Input Opportunity
City staff Local agencies Advisory Committee Bozeman residents
→ Agenda review
→ Project initiation
meeting
→ Project initiation
meeting (per City
discretion)
→ Through participation
in Advisory
Committee
Deliverables Dates
→ Project initiation meeting agenda (draft/final) → January 2021
Assumptions and Limitations
→ We assume we will be able to work with the City and community partners to successfully recruit and form a
representative Advisory Committee.
→ We assume Advisory Committee members will have access to the Internet, including through a cellphone
→ Bloom does not provide interpretation services. We will work with the City on approaches to addressing
language barriers to Advisory Committee participation.
→ The COVID-19 public health crisis currently inhibits safe in-person meetings and assume the health crisis will
persist into 2021. We will follow public health guidelines from the Gallatin City County Health Department
regarding in person gatherings.
Task 1.2: Background Research
Identify Extant/Secondary Data Sources
Task 1.2 will focus on identifying extant or secondary data that support analysis and articulation of equity
outcomes and gaps in services. With the input of the Advisory Committee, we will identify existing data
sources and identify gaps in existing data. The domains in which data may be collected, depending on
availability and the interest of the Advisory Committee, include but are not limited to:
• Behavioral health
• Education
• Economic opportunity and inclusion
• Social inclusion and belonging
• Environmental justice
• Food security
• Housing affordability and stability
• Criminal justice
• Accessibility
• City Services
The data researched may include population-level data or administrative data from the following sources:
• U.S. Census/American Community Survey,
• Office of Public Assistance Statewide Longitudinal Data System/GEMS,
• Bozeman School District data,
• Montana Prevention Needs Assessment data,
SCOPE OF PROPOSAL: SERVICES PROPOSED 23
• Montana Youth Risk Behavior Survey data,
• Gallatin City-County Health Department data,
• U.S. Housing and Urban Development data,
• Federal Bureau of Investigation Uniform Crime Reports,
• Local needs assessments, strategic plans, white papers, or other research efforts,
• City and local agency service counts and wait lists to enable assessment of gaps in services
availability.
A key requirement for equity gap analysis is to have data disaggregated by race/ethnicity and gender
identity in order to identify gaps in access or experience. In all cases we will strive to obtain disaggregated
data. We will develop a data development agenda that identifies gaps in data availability, including when
data are not available disaggregated. We will assess all data gaps for whether alternative methods exist to
collect these data, such as through the survey, listening sessions, or other non-traditional methods.
Ethical and Equitable Research Framework
We will build key elements of the We All Count Data Equity Framework into the research plan and
implementation, including:
• development of a funding web, which identifies all stakeholders and makes implicit power visible by
identifying where money, data, and influence flow within the research project (see Task 1.3);
• incorporate the points of view of all stakeholders’ in developing research questions and indicators,
ensuring they capture the Bozeman context and are strengths-based;
• ensure our selected methods will enable us to answer our research questions; and
• conduct analyses such that the lived experiences of our focus populations shine through and equity
gaps are exposed through the calculation of Equity Gap Scores and trend analysis (see Task 2.1).
Additional detail on each of these components are described below within the relevant Task number.
An important aspect of our ethical data collection is compensating people for their time in contributing to
data collection, analysis, and interpretation. In an environment where funders, providers, and evaluators
often solicit one-way requests for information from community members, compensating members for their
input and engaging them in the analysis and interpretation of data is a method to establish a more
reciprocal relationship and increase equitable diffusion of decision-making capability across the community.
Advisory Committee engagement will be integral to an equitable implementation framework. The Advisory
Committee will include diverse representation of community stakeholders, including individuals with lived
experience as a person of color who may experience barriers to equitable access and outcomes, or diverse
gender representation. The Advisory Committee will be involved in workplan development and
implementation, data interpretation, and communication. Advisory Committee members will help develop
a feedback loop for data interpretation, reflection, and response; feedback loops are critical to embedding
equity in ongoing operations.
SCOPE OF PROPOSAL: SERVICES PROPOSED 24
Task 1.2 Stakeholder Input Opportunities, Deliverables, and Assumptions and Limitations
Stakeholder Input Opportunities
City staff Local agencies Advisory Committee Bozeman residents
→ Extant data and
report identification
→ Advisory Committee
Meeting 1 &2
(members only)
→ Extant data and
report identification
→ Advisory Committee
Meeting 1 & 2
(members only)
→ Extant data and report
identification
→ Advisory Committee
Meeting 1 & 2
(Introduction to Data
Equity Framework;
Input into the draft
research plan)
Deliverables Dates
→ Advisory Committee meeting 1 agenda/slides
→ Advisory Committee meeting 2 agenda/slides
→ February 2021
→ February 2021
Assumptions and Limitations
→ We do not expect to obtain personally identifiable information through our various data collection methods.
Task 1.3: Stakeholder Engagement
A key objective of the proposed work is to authentically engage with the community throughout the process
and be guided by internal stakeholders (e.g., City staff and partners in other community organizations and
institutions) and external stakeholders (e.g., individuals and groups in the community, particularly those
from diverse backgrounds, with lived experience). This includes community input into key processes, such
as development of data collection plans, identification of data sources, creation of the data analysis
framework, and the development of equity indicators. Our approach to stakeholder engagement achieves
these objectives through Advisory Committee meetings and document review, community listening
sessions, community survey, and a community consensus workshop.
While robust community input is essential to accurately reflecting community input and embedding equity
into the process, we also understand the importance of practicing efficient project management and
communication strategies to minimize burden on stakeholder participants while maximizing community
representation.
Advisory Committee Meetings and Document Review
As described in detail in Task 1.1., the Advisory Committee will provide input in all stages of the research
including initial stakeholder mapping. The content for the proposed meetings may change after
consultation with City staff in the Project Initiation Meeting or after the first Advisory Committee meeting.
• Meeting 1: Introduction and Stakeholder Mapping
o Introduce participants to each other and the research project.
SCOPE OF PROPOSAL: SERVICES PROPOSED 25
o Review proposed meeting schedule and goals for each meeting; come to consensus on
process.
o Review proposed research questions, data collection methods, and analysis framework as
described in Tasks 1.2 and 1.3.
o Engage in stakeholder mapping exercise. The Funding Web technique within the Data Equity
Framework seeks to make implicit financial, data, and influence flows within a research
project visible. Participants identify stakeholders in individual circles and then collaboratively
begin to identify flows by drawing arrows of between stakeholders. First, arrows indicate
where stakeholders are exchanging money. Second, another color of arrows indicate the
flow of data, such as survey respondents providing data to researchers and city staff
providing administrative data to researchers. Finally, participants use arrows in another
color to show the flow of influence – namely stakeholders that have the power to put their
decisions into the research project. Once developed, participants analyze the results.
Participants may choose to make modifications to the research project to better equalize
flows, or they may decide that the flows are appropriate even if unequal. Perfect equality is
not the end of this exercise; however, by making power visible, stakeholder mapping can
break researchers out of entrenched habits and can lead to more equitable research
projects.
• Meeting 2: Research Planning
o Discuss data availability, gaps, and possible ways to fill gaps through our primary data
collection efforts.
o Discuss survey and listening session goals, questions, and target audiences. Discuss planned
recruitment strategies to increase participation of diverse community members.
o Discuss data analysis plans, including Equity Gap Analysis and Intersectionality Analysis.
• Meeting 3: Data Interpretation (Expanded Participation)
o Invite interested City staff and local agency representatives to participate in this Advisory
Committee meeting.
o Bloom team presentation of the Equity Gaps Analysis report draft findings, including the data
collected, analyzed, and summarized in Tasks 2.1 and 2.2.
o Facilitate participation in a “data party.” This process seeks to understand information
(outcomes, experiences and perceptions) to find patterns, variation, and lessons. By making
this a deliberative process, we reduce the potential for bias or limited perspectives
corrupting the findings and ensure the continued participation of communities of color and
individuals with lived experiences throughout the entire process. This step improves
interpretation, empowers stakeholders’ voices, incorporates lived experience, increases
stakeholders’ ownership of the data, and builds consensus on results, conclusions, and
recommendations.
o Review preliminary data visualization samples and provide input to graphic designer for final
report (Task 2.3).
o Share facilitation plan for the Equity Indicators Consensus Workshop; receive feedback.
• Meeting 4: Equity Indicators Refinement (Expanded Participation)
o Invite interested City staff and local agency representatives to participate in this Advisory
Committee meeting.
o Review and refine equity indicators development through the Equity Indicators Consensus
Workshop, described below.
o Recommend next steps in the process to operationalize draft indicators into city
programming.
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Listening Sessions Agencies
Our research proposal includes conducting four (4) listening sessions with audiences identified by the
Advisory Committee. The purpose of the listening sessions is to go deeper on topics that will help the City
better understand the lived experience of people of color and different genders. Listening sessions will
provide important context and detail to augment the community survey findings. For each listening session,
we will use a consistent protocol of question prompts that are designed to help answer the research
questions. The Advisory Committee will review and have input into this protocol. Further, we will invite
Advisory Committee members to lead the listening session that aligns with their race, ethnic, or gender
identity. This can lead to more authentic engagement if the session is led by a person who identifies directly
with the group. Individuals interested in serving in this role will receive targeted training to conduct session,
and additional compensation. We will record the proceedings, with the permission of the participants, and
transcribe them with the assistance of a transcription service.
• Focus Populations
The goal is to elevate the voices of people of color and different genders, therefore, listening
sessions may be focused on people who identify as Native American, Black or African American,
Asian, Pacific Islander, Latino/a/x, or multiracial. Gender representation may include males,
females, and individuals who identify as gender nonconforming. The precise make-up of the
listening sessions will need Advisory Committee input, but we offer for consideration two mixed-
identity, all-comers listening sessions and four dedicated to specific identity groups. A listening
session specifically for local agency staff could also be considered.
• Recruitment
We will partner with community and nonprofit agencies to identify the most efficient outreach
methods to reach prospective listening session participants. Potential strategies may include
providing brief presentations at community agencies to introduce the project and invite members
to listening sessions, distribution of written materials describing the project and opportunities to be
involved, and provider referral of interested community members. Additionally, we will schedule
sessions at times least likely to conflict with work or family obligations, offer childcare and food for
in-person sessions, and compensate individuals for their participation.
• Best Practices for Full Engagement
We will host the listening sessions via Zoom, or in-person if public health conditions allow. We
anticipate capping listening sessions to 10 per session to facilitate participation. If conditions
preclude in person listening sessions, we will employ best practices for improving participation in
virtual engagements, including conducting a preliminary one-on-one session with each participant
prior to the group event to answer initial questions, address any technology or logistical issues, and
increase familiarity and comfort with the process. We will also provide our contact information to
participants so that after the listening session they can provide any input that they did not feel
comfortable communicating during the session. Finally, we will encourage participants to take the
survey, providing yet another way to share their input.
Community Survey
A community survey can collect analogous information across a broad spectrum of stakeholders and allows
for compilation and comparison of responses. We propose a brief survey to avoid response burden and to
focus respondents on key issues. The audience for the community survey will be determined in
SCOPE OF PROPOSAL: SERVICES PROPOSED 27
consultation with the Advisory Committee, but may include elected officials, public agency staff, service
providers networks, and broader community members and human service participants. Our proposed
budget does not include funding for a representative community-wide survey, but targeted survey
implementation can reach a critical threshold of key project stakeholders to inform program goals.
Like the extant data collection process, the survey will strive to collect information that will answer the
research questions and enable the calculation of Equity Gap Scores in a variety of domains, potentially
including:
• Behavioral health burden
• Education
• Economic opportunity and inclusion
• Social inclusion and belonging
• Environmental justice
• Food security
• Affordability (including housing stability, attainment, and housing location relative to
employment/economic opportunity)
• Criminal justice
• Accessibility
• City services
Local Institutions Capacity Roundtable Discussion
After data have been collected, analyzed and summarized, this discussion will garner input from City staff
and local agency representatives on what infrastructure and capacity local institutions have to remedy any
inequities that are uncovered in the research. This event is described in more detail under Task 2.2:
Perform Gaps Analysis.
Equity Indicators Community Consensus Workshop
Using the Institute for Cultural Affairs consensus-building workshop methodology, we will incorporate
diverse voices when developing equity indicators to measure community outcomes and progress. This
model ensures that all stakeholder voices are heard through a structured, deliberative discussion process. It
addresses power dynamics that can otherwise limit stakeholder participation and promotes a consensus
driven product.
We will invite Advisory Committee members to participate by sharing data findings with the participants at
the start of the workshop to provide context for indicator development.
This workshop and the Institute of Cultural Affairs methodology is described in more detail under Phase 3:
Develop Equity Indicators.
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Task 1.3 Stakeholder Input Opportunities, Deliverables, and Assumptions and Limitations
Stakeholder Input Opportunities
City staff Local agencies Advisory Committee Bozeman residents
→ Advisory Committee
meetings
→ Document review
→ Community survey
→ Capacity roundtable
→ Equity indicators
consensus workshop
→ Advisory Committee
meetings (members
of AC only)
→ Document review
(members of AC only)
→ Community survey
→ Capacity roundtable
→ Equity indicators
consensus workshop
→ Advisory Committee
meetings
→ Document review
→ Community survey
→ Equity indicators
consensus workshop
→ Listening sessions
→ Community survey
→ Equity indicators
consensus workshop
Deliverables Dates
→ Survey questions (draft/final)
→ Listening session protocol (draft/final)
→ Capacity roundtable agenda
→ March 2021
→ March 2021
→ May 2021
Assumptions and Limitations
→ Engagement will take place through interactive Zoom sessions unless public health conditions allow for in-person
engagement.
→ We assume a level of participation in the survey, listening sessions, and consensus-based workshops that will
enable disaggregation of data.
Task 1.4: Data Collection
We will implement the primary and secondary data collection processes planned in Tasks 1.2 and 1.3 in
coordination with the community stakeholders. Our primary objective is to obtain data sets disaggregated
by race, ethnicity, and gender identity, when possible, to better understand how identity and circumstances
impacts a person’s ability to thrive in Bozeman. This is also a key objective of our primary data collection
activities, including the listening sessions and community survey.
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Task 1.4 Stakeholder Input Opportunities, Deliverables, and Assumptions and Limitations
Stakeholder Input Opportunities
City staff Local agencies Advisory Committee Bozeman residents
→ Provide
administrative data
→ Provide
administrative data
→ Community survey
→ Community survey → Listening sessions
→ Community survey
(including City staff
responding as
residents)
Deliverables Dates
→ N/A → N/A
Assumptions and Limitations
→ For administrative data, will rely on the City Project Manager for referrals to local agency contacts and city/county
staff to obtain any administrative or caseload data.
→ We assume that qualitative methods will seek to overcome limitations in extant or administrative data
disaggregation.
→ Not all data we seek will be available disaggregated.
PHASE 2: DATA ANALYSIS
Task 2.1: Analyze Data Sets to Determine Equitability of Experience
With the primary and secondary data collected in Phase 1, and using the agreed upon analysis methods, the
research team will proceed to analyze the data by race, ethnicity and gender. The domains in which data
will be collected and disaggregated, to the extent possible, are listed in Tasks 1.2 and 1.3. The methods of
analysis we are proposing for the different data sources (underlined) are as follows:
Equity Gap Scores
We will use the Equity Gap Score methodology promoted by We All Count for both extant data and, if
sample size enables it, survey data. Equity Gap Scores demonstrate the factor of difference in outcomes or
conditions between two groups. For example, an equity gap score of 3.9 in income between group A and
group B indicates that income is nearly four times higher for group A than group B. Equity Gap Scores can
provide a simple way to track progress by measuring whether gap scores are shrinking or expanding. They
can also be shown visually in standard bar or line charts that show the percentages that apply to each group
with the gaps between different groups highlighted. Descriptive statistics will also be used to summarize
findings.
Trend Analysis
For extant data, in addition to Equity Gap Scores, we will analyze and report any retrospective trend findings
within each race, ethnic, or gender group. This type of trend analysis can be done irrespective of a group’s
outcomes relative to the dominate group (e.g., income grew by X% for Native American residents) or
relative to change in other groups (e.g., income grew faster for White residents than Native American
residents). The value of documenting change irrespective of other more dominate groups is that it
SCOPE OF PROPOSAL: SERVICES PROPOSED 30
recognizes progress (or declines) without comparing people of color to a supposed ideal benchmark (e.g.,
white men). The value of comparative trend analysis is that it can reveal which groups are benefitting (or
suffering) more in current conditions.
Qualitative Analysis
Listening session data will be summarized using analytic methods that honor the intent and voice of all the
participants. Using the transcriptions of the listening sessions, the Bloom team will sort all the feedback
into a secure, cloud-based data repository and key themes will be identified by the Bloom team. At listening
sessions where it was possible for participants to self-identify their race, ethnicity and/or gender, we will
code responses accordingly to allow for an analysis of key themes emerging for different groups. However,
since “key theme” analysis can inadvertently silence the voice of the minority, our analysis will also identify
comments that were not widely heard but are important reflections on the diversity of experience in
Bozeman. The Bloom team will employ proven strategies for ensuring the validity of qualitative data, such
as ethical recruitment of respondents, triangulation of data, and respondent validation.
Task 2.1: Stakeholder Input Opportunities, Deliverables, and Assumptions and Limitations
Stakeholder Input Opportunities
City staff Local agencies Advisory Committee Bozeman residents
→ Analysis techniques
approved in Phase 1
→ Analysis techniques
approved in Phase 1
→ Analysis techniques
approved in Phase 1
→
Deliverables Dates
→ →
Assumptions and Limitations
→ If disaggregated extant and administrative data within the domains identified in this proposal are not available,
equity gap analysis will not be possible in those cases.
→ Assessing gaps in service delivery may be difficult if demand for services cannot be determined by the data
available.
Task 2.2: Perform Gap Analysis
To achieve the City of Bozeman’s goal to ascertain the internal capacity and that of community partners to
address any inequities uncovered by the research, the Bloom team proposes to tap into the expertise and
experience of local agency staff through an interactive roundtable discussion. Additionally, we will include
questions in the survey to analyze community perspectives on the city’s capacity and gaps.
Local Institution Capacity Roundtable Discussion
Working with City staff and the Advisory Committee, we will identify an inclusive group of City staff and local
agency representatives to participate in an interactive, world café-style facilitated meeting. The goal of this
meeting will be for the consultant team to share high-level findings from the research through a Power
Point presentation and to solicit input from participants on internal and external capacity to address any
inequities revealed. “Capacity” could be defined variably, including whether there is sufficient funding,
SCOPE OF PROPOSAL: SERVICES PROPOSED 31
staffing, political will, or ability to influence outcomes on structural inequities that originate beyond the City
of Bozeman. To probe for these insights, participants will be divided into small groups which will rotate to
tables (or Zoom breakout rooms) dedicated to certain report findings (e.g., economic findings, health
findings, etc.). Participants will be coached on the questions they will be asked to discuss at each table and
how to record their input. Participants will convene after the table rotations to report out insights and
results from the small group work. Summary findings from this meeting will be included in Equity Gaps
Analysis Report (see Task 2.3).
This meeting format is equally effective in-person as it is online, using Zoom breakout rooms and several
facilitators. Venue will be determined based on public health conditions at the time.
Task 2.2: Stakeholder Input Opportunities, Deliverables, and Assumptions and Limitations
Stakeholder Input Opportunities
City staff Local agencies Advisory Committee Bozeman residents
→ Local Capacity
Roundtable Meeting
→ Local Capacity
Roundtable Meeting
→ →
Deliverables Dates
→ Local Capacity Roundtable Meeting agenda
→ Draft results presentation for Roundtable Meeting
→ May 2021
→ May 2021
Assumptions and Limitations
→ Local agencies may not have definitive information to offer at the local capacity roundtable meeting in terms of
their capacity to remedy any inequities revealed in the research; however, our assumption is that the process of
discussing needs and identifying potential remedies is an important first step.
Task 2.3: Draft Final Report
To maximize community engagement and accessibility, the Bloom team proposes to develop a concise,
visually compelling, and professionally designed final report. This report will summarize the core research
findings and methods; any detail, findings, or background information that is not included in the
community-facing document can be provided to the City in Word or Excel format, as requested.
The Bloom proposal for Task 2.3: Draft Final Report involves three core steps:
Preliminary Data Visualization Design Sample (PDF)
The Bloom team designer, Luis Alvarado, will develop a design template that will clearly communicate a
sampling of the findings, including a sampling of chart and data visualization formats. This sample will be
shared with the Advisory Committee. At Meeting 3 we will use the Data Equity Framework strategy for
assessing data visualizations by asking for feedback on colors, shapes, patterns, size, position, images, icons,
scale and other features. This feedback will be provided to Mr. Alvarado for adjustments, if needed.
Garnering input at this stage on a sample design template is an important strategy to stay on the project
SCOPE OF PROPOSAL: SERVICES PROPOSED 32
timeline and within budget; it ensures that the designers’ time is used efficiently and that major changes
will not be needed to the final designed document.
Draft “Equity Gaps Analysis” Report (Word Version)
The Bloom team will develop a concise, yet thorough, report that is accessible to a broad community
audience. The report will include charts and infographics that clearly communicate existing disparities and
inequities in a visual format. The report will also provide a summary of the methodology, analysis
frameworks, stakeholder engagement methods, and the results of those engagement events.
We will share this draft report in advance of the third Advisory Committee meeting and present an overview
of findings at this meeting. We are recommending an expanded invitation list for the third Advisory
Committee meeting to include interested City and local agency staff. In addition to this meeting, the
findings from this draft will be the basis for the presentation for the Local Institution Capacity Roundtable
Discussion.
The input from the participants at the third Advisory Committee will be incorporated into the draft report
and the Word version will be finalized for submittal to team member, Luis Alvarado, for layout.
Final “Equity Gaps Analysis” Report (PDF)
The final report will be professionally designed by Mr. Alvarado based on the approved design template and
using the fully reviewed and revised Word version as the source document. To increase the opportunity to
engage with as many Bozeman residents as possible through this report, we aim for the final designed
document to be under 20 pages and comprised of full color charts, brief narrative, and graphics that
communicate the findings visually. Ms. Smith, Ms. Parsons, and Ms. Lodewick will engage in an iterative
review process with Mr. Alvarado to ensure that the designed report is accurate and communicates clearly
to a broad community audience. The Bloom team will also ensure that the report is accessible according to
ADA standards, including being readable by a screen reader and providing alternative descriptive text for
charts and images.
A draft of the final, designed report will be presented to City staff and the Advisory Committee for review.
We will work with the Advisory Committee and staff to obtain their feedback in a manner that is most
comfortable for them, either via email or verbally. Since the content and design template will have been
already reviewed and approved, we anticipate that changes at this stage are likely to be minor.
Edits requested by the City staff Project Manager and/or Advisory Committee will be incorporated by Mr.
Alvarado and the report will be finalized in preparation for the last phase of the project: to present the
findings to the community and develop equity indicators.
Any information that is not included in the final report can be provided to the City in Word and/or Excel
format by request. Additionally, the project team can provide appropriately formatted data files to City
information technology staff if there is an interest on the part of the City to showcase the findings on the
City website using interactive data visualization tools, such as Tableau.
SCOPE OF PROPOSAL: SERVICES PROPOSED 33
Task 2.3: Stakeholder Input Opportunities, Deliverables, and Assumptions and Limitations
Stakeholder Input Opportunities
City staff Local agencies Advisory Committee Bozeman residents
→ Sample data template
→ Draft report (Word)
→ Expanded Advisory
Committee Meeting 3
→ Draft report (PDF)
→ Final report (PDF)
→ Expanded Advisory
Committee Meeting 3
→ Draft report (Word)
→ Sample design template
→ Draft report (Word)
→ Expanded Advisory
Committee Meeting 3
→ Draft report (PDF)
→ Final report (PDF)
→ Final report (PDF)
Deliverables Dates
→ Preliminary data visualization/design template
→ Overview of results presentation
→ Draft Equity Gaps Analysis Report (Word)
→ Draft Equity Gaps Analysis Report (PDF)
→ Final Equity Gaps Analysis Report (PDF)
→ May 2021
→ May 2021
→ May 2021
→ June 2021
→ June 2021
Assumptions and Limitations
→ The final, designed report will be drafted for a broad community audience; detailed methods, findings, or
background information can be provided to the City in Word or Excel format on request.
PHASE 3: DEVELOP EQUITY INDICATORS
We understand that a key objective of this work is “to better understand how Bozeman residents
experience the community as correlated to their identities by collecting community-wide data along various
indicators such as mental health, educational attainment, employment, income, housing affordability,
criminal justice, access to City services and current infrastructure gaps (e.g. parks, sidewalks, recreation
centers, natural areas) and more.” We will achieve this objective in Phase 3 using the research and findings
from Phases 1 and 2 of the work.
Equity Indicators Community Consensus Workshop
Our proposal for Phase 3 includes hosting a consensus-based workshop to share the findings of this
research with the community and to collaboratively select indicators for ongoing progress-tracking.
Depending on public health conditions in June of 2021, this workshop will either be held in-person or via
Zoom. The participants invited will include the Advisory Committee, City staff, local agency partners, and
interested members of the community to collaboratively develop equity indicators that will enable the City
to track progress in advancing equitable outcomes and share progress over time.
The workshop will consist of two parts:
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• Part 1 – Findings report-out
Results of the research will be shared with the participants via data visualizations pulled from the
final Equity Gaps Analysis report. We will use Focused Conversation techniques and/or polling
techniques to harness participant insights into the findings.3 These techniques will enable us to
probe for recommendations on how to mitigate any inequities revealed. All participants, including
community members, will be invited to participate in this component of the workshop.
• Part 2 – Equity indicators brainstorm
We propose to use the Technology of Participation (ToP) consensus facilitation technique
developed by the Institute of Cultural Affairs to collaboratively select preliminary equity indicators
with the input of all participants, including community members.4
This method has several advantages for this context:
o It ensures that every voice is heard, not just the most vocal participants.
o It lets a group deal with more data in less time.
o It allows all participants to see their own contributions in the outcomes.
o It welcomes diversity while minimizing polarization and conflict.
During the third Advisory Committee meeting we will share our proposed facilitation plan and seek
Advisory Committee input. Advisory Committee members will be invited to take an active role in
this workshop by sharing findings with the participants. We will train participants as needed to
ensure that all participants feel confident in the role they will be playing. This level of participation
is optional. During the workshop, we will then use consensus methods to help the group select a
preliminary set of manageable and representative indicators to track over time.
Equity indicator refinement and final selection (Expanded Advisory Committee Meeting 4)
Since there can be a disconnect between what we want to measure and what we can measure, this third
step is important for assessing the feasibility of the preliminary set of indicators. At an expanded fourth
Advisory Committee meeting – including the Advisory Committee, City project staff, and interested local
agencies staff – we propose to use the Results Based Accountability framework by Clear Impact for
assessing the quality of indicators. This framework will ask participants to rate the indicators according to
the following “powers:”
o Data Power: Are the data available and reliable?
o Proxy Power: Does the indicator either directly measure the outcome or condition we are seeking,
or if not directly, does it provide a good substitute for that outcome or condition?
o Communication Power: Is the indicator broadly understandable and clear?
This process will result in a list of final indicators, as well as a “data agenda” for indicators that score well for
proxy and communication power but are lacking in data power.
“Equity Indicators Addendum” Report
The final list of selected indicators will be included in a professionally designed “Equity Indicators
Addendum” (working title) to accompany the Equity Gaps Analysis report or added to it. In addition to the
indicators, the approximately 4-page addendum will include a summary of recommendations to mitigate
3 Focused Conversation is a technique of the Technology of Participation from the Institute of Cultural Affairs.
4 The indicators will be preliminary at this stage because they will not have been assessed for feasibility; the next component of
the meeting will assess the feasibility of preliminary list and select final set.
SCOPE OF PROPOSAL: SERVICES PROPOSED 35
inequities that were gleaned from the Equity Indicators Community Consensus Workshop and the Local
Institution Capacity Roundtable Discussion, as well as the recommendations of the consultant team.
The list of indicators in the Equity Indicators Addendum, plus the data visualizations provided in the Equity
Gaps Analysis report, will provide the City with the content needed to create data dashboards and story
maps going forward.
Phase 3: Stakeholder Input Opportunities, Deliverables, and Assumptions and Limitations
Stakeholder Input Opportunities
City staff Local agencies Advisory Committee Bozeman residents
→ Equity Indicators
Workshop
→ Expanded Advisory
Committee Meeting 4
(Indicator
Refinement)
→ Equity Indicators
Workshop
→ Expanded Advisory
Committee Meeting 4
(Indicator
Refinement)
→ Workshop planning at
Advisory Comm. mtg 3
→ Equity Indicators
Workshop
→ Expanded Advisory
Committee Meeting 4
(Indicator Refinement)
→ Equity Indicators
Workshop
Deliverables Dates
→ Equity Indicators Community Consensus Workshop
findings overview presentation
→ Summary of Community Consensus (for Advisory
Committee Meeting 4)
→ Equity Indicators Addendum (either separate or
embedded in Equity Gaps Analysis report)
→ June 2021
→ July 2021
→ August 2021
Assumptions and Limitations
→ An in-person workshop will be capped at 100 participants; a virtual workshop will be capped at 30 per breakout
room, or three sessions of 30 will be conducted separately and input compiled.
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2. Engagement Methods
We know that there is no one size fits all approach to effectively engage people. Bloom uses diverse
approaches to facilitation, including techniques from Liberating Structures, the Institute of Cultural Affairs,
and Gamestorming.
Liberating Structures5 – Liberating Structures are facilitation tools that make it possible to shape the kind of
organization that everybody wants. They are designed to include a variety of perspectives and inputs. The
ten Liberating Structures leadership principles below can be woven throughout facilitation, planning,
organizational development, and evaluation projects.
• Include and unleash everyone
• Practice deep respect for people and local solutions
• Build trust as you go
• Learn by failing forward
• Practice self-discovery within a group
• Amplify freedom AND responsibility
• Emphasize possibilities: believe before you see
• Invite creative destruction to enable innovation
• Engage in seriously-playful curiosity
• Never start without a clear purpose
Institute for Cultural Affairs (ICA) Group Facilitation Methods6 – Among our favorite tools for facilitation is
ICA’s Focused Conversations that follow an ORID flow (Objective- what do you see? Reflective – gut
reaction? Interpretive – so what does it mean? Decisional – now what?). As noted above, ICA’s
methodology places a high value on individual brainstorming before small or large group discussion and
creation. All of our consultants have been formally trained in ICA facilitation techniques, and using them
successfully for many years with diverse clients.
Gamestorming7 – Gamestorming is a set of co-creation tools used to effectively facilitate meetings,
including a broad array of ideas for opening meetings, exploring ideas, and closing. Bloom draws from the
dozens of proven workshop ideas to support innovative thinking and decision-making with diverse groups.
Some of our favorite techniques include:
• Opening: history map; fishbowl; visual agenda; pre-mortem; and context map
• Exploring: the 5 whys’; card sort; affinity map; forced ranking; storyboard; five-fingered consensus;
RACI matrix; SWOT analysis; world café; red:green cards; value mapping; and pain-gain map
• Closing: impact and effort matrix; start/stop/continue; and who/what/when matrix
We have pivoted to using virtual methods in response to the pandemic and have had been pleasantly
surprised by how well we are able to engage large, diverse groups. Moving to an online format has allowed
5 http://www.liberatingstructures.com/
6 https://www.ica-usa.org/
7 https://gamestorming.com
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37
people to participate who may struggle with in person meetings because of child care, transportation
access, or other barriers. We primarily use Zoom for our online meetings, using the platform’s breakout
rooms, live polling, and chat functionality extensively to engage participants. We also use Stormboard for
consensus workshops, prioritization workshops, and action planning.
3. Communication
Bloom Consulting works with clients individually to establish preferred modes and frequency of
communication. We respect and adapt to clients’ preferred communication styles – whether it be by
phone, email, over Zoom or another virtual platform, or in person.
Kirsten Smith, Bloom’s project manager and engagement lead, is available to meet with City project staff as
needed. Ms. Smith lives in Bozeman and can be on site as needed. Meetings can be pre-scheduled or occur
on an as-needed, impromptu basis. Bloom responds to emails and phone calls generally within an hour and
always within the same business day.
We will provide written status reports throughout the project, which we will review with the City project
team in meetings, on a client-determined schedule, likely monthly.
We will provide other written documentation throughout this project. Bloom Consulting provides:
• Meeting agendas a minimum of 24 hours in advance of the meeting.
• Status reports and supporting documentation such as risk registers and issue logs 24 hours in
advance of status meetings.
• Annotated outlines for all written reports 48 hours in advance of a meeting to walk through the
content.
• Draft reports one week before meeting to discuss content.
• Draft presentations a minimum of 48 hours before meeting where presenting.
We described Advisory Council and community meeting content in detail above and the schedule for these
meetings in the next section, Schedule and Deliverables.
4. Schedule and Deliverables
The schedule provided in the table below assumes a start in the first week of January 2021 and completion
in the first week of August 2021. We feel that this timeline is essential for ensuring there is sufficient time
to get the extensive and authentic community engagement the City of Bozeman is seeking.
January February March April May June July August Phase 1: Data Collection and Stakeholder Mapping Task 1.1 Project Initiation
Project Initiation Meeting agenda
Project Initiation Meeting
Recruit and form Advisory Committee
Task 1.2 Background Research
Identify extant/secondary data sources
Advisory Committee Meeting agenda
Advisory Committee Meeting 1: Introduction/Mapping
Advisory Committee Meeting 2 agenda
Advisory Committee Meeting 2: Research Planning
Task 1.3 Stakeholder Engagement
Engagement activities listed in other tasks to align with their place in the timeline
Task 1.4 Data Collection
Develop survey and listening session protocols
Survey questions (for AC/City review)
Listening session protocol (for AC/City review)
Listening session planning
Extant/secondary data collection
Survey open
Listening session implementation Phase 2: Data Collection Task 2.1 Analyze Data Sets to Determine Equitability of Experience
Extant data: Calculate equity gap scores, trends by subgroup, descriptive statistics
Survey data: Calculate equity gap scores, descriptive statistics
Listening session data: conduct qualitative analysis
Task 2.2 Perform Gap Analysis
Local Capacity Roundtable Meeting planning/agenda
Local Institutions Capacity Roundtable Discussion
Task 2.3 Draft Final Report
Develop and revise draft report
Deliver preliminary Data Visualization Design Sample
Deliver draft report (Word version)
Deliver findings overview presentation (for AC mtg 3 & Local Capacity Roundtable)
Expanded Advisory Committee Meeting 3: Data Interpretation
Revise report draft based on AC mtg 3 input
Develop designed report
Deliver draft designed report (PDF)
Revise designed report
Deliver final designed report (PDF) Phase 3: Equity Indicators Phase 3: Develop Equity Indicators
Deliver findings overview presentation (based on designed report)
Equity Indicators Community Consensus Workshop
Summary of community consensus (for AC mtg 4)
Expanded Advisory Committee Meeting 4: Equity Indicators Refinement
Develop addendum for design / City input
Develop designed addendum
Deliver draft designed addendum
Incorporate input on addendum
Deliver final addendum (or combined into Equity Gaps Analysis Report)
SCOPE OF PROPOSAL 39
5. Tools
DATA COLLECTION
Extant data will be collected through online databases, such as the Census, or by reviewing PDFs of locally
generated research reports. We will use Zoom to conduct meetings and community engagement activities.
Bloom uses Alchemer, formerly Survey Gizmo for surveys. We also use Stormboard for virtual sticky wall
and visual consensus building. These tools are ADA compliant. Our team successfully uses these tools with
people with disabilities. If maps are needed, and data are available, shapefiles and/or data by geo code will
be obtained and analyzed using ArcGIS.
ANALYSIS
The Bloom team will use a variety of tools to support analysis. Survey data are analyzed using SPSS and
Excel. We primarily use Excel to analyze extant and administrative data. Our team manually codes and
analyzes qualitative data without the use of software tools, finding this approach most effective in
collaborative qualitative analysis. If maps are needed, we will use ArcGIS for geocode analysis.
DATA VISUALIZATION AND REPORTING
Charts and graphs will be made in Excel and formatted by the designer in InDesign. The report will be
provided in a PDF format and will be ADA accessible.
6. Subcontractors
Bloom Consulting will be using subcontractors to successfully complete the scope of work. We work as a
cohesive team and have a long track record of successful collaboration. As discussed in the Firm Profile and
Project Personnel section of this proposal, the Bloom team is composed of four senior consultants,
organized into the following project roles:
• PROJECT MANAGER, ENGAGEMENT LEAD Kirsten Smith
• RESEARCH MANAGER, ENGAGEMENT SUPPORT Kendra Lodewick
• REPORT LEAD, ENGAGEMENT SUPPORT Kari Parsons
• DATA VISUALIZATION & DESIGN LEAD Luis Alvarado
Ms. Lodewick, Ms. Parsons, and Mr. Alvarado are subcontractors to Bloom. Ms. Lodewick will lead the
development and implementation of the research plan, managing data collection and analysis. Ms. Parsons
will lead report development and provide pivotal support to indicator development and gap analysis work.
Mr. Alvarado will lead data visualization and design work.
BUDGET 40
BUDGET
1. Estimated Hours by Task
The Bloom team will work together seamlessly to complete the scope. The hour estimates in the table
below take into account communication demands within each task, such as meetings, conference calls, and
email. Task 1.3, Stakeholder Engagement, is not a standalone task, but rather an integral component of
work completed within Tasks 1.2, 1.4, 2.1, and 2.2. As such, stakeholder engagement hours are not shared
in this row.
TASK PROJECT MANAGER/
ENGAGEMENT LEAD
RESEARCH MANAGER REPORT LEAD DESIGN LEAD
Task 1.1: Project Initiation 25 14 8 0
Task 1.2: Background Research 6 22 14 0
Task 1.4: Data Collection 18 10 6 0
Task 2.1: Data Analysis 7 58 46 0
Task 2.2: Gap Analysis 16 0 16 0
Task 2.3: Final Report 12 24 35 48
Phase 3: Equity Indicators 21 6 36 32
TOTAL 105 134 161 80
2. Cost by Task
Amounts in the table below are based on the hours identified in the table above (1. Estimated Hours by
Task) and the rates identified the table below (3. Schedule of Rates). The not to exceed amount is $75,000.
Personnel Task 1.1 Task 1.2 Task 1.4 Task 2.1 Task 2.2 Task 2.3 Phase 3 TOTAL
Kirsten Smith, Project Manager $3,750 $900 $2,700 $1,050 $2,400 $1,800 $3,150 $15,750
Kendra Lodewick, Research
Manager
$2,100 $3,300 $1,500 $8,700 $0 $3,600 $900 $20,100
Kari Parsons, Report Lead $1,200 $2,100 $900 $6,900 $2,400 $5,250 $5,400 $24,150
Luis Alvarado, Design Lead $0 $0 $0 $0 $0 $7,200 $4,800 $12,000
Other direct costs
Advisory Committee stipends
$3,000
TOTALS $75,000
3. Schedule of Rates
Personnel Rate
Kirsten Smith, Project Manager and Engagement Lead $150
Kendra Lodewick, Research Manager and Engagement Support $150
Kari Parsons, Report Lead and Engagement Support $150
Luis Alvarado, Data Visualization and Design Lead $150
4. Direct Costs
The direct costs in our project budget are comprised of the stipends for community members who serve on
the project Advisory Committee. We include $3,000 for participation stipends in our budget, which
incorporates a base pay of $300 per community member, plus additional funds for those who opt to lead
BUDGET 41
listening and sensemaking workshops. This amount also includes incentives for listening session
participation.
REFERENCES 42
REFERENCES
Jamie Palagi, Administrator
Early Childhood and Family Support Division
Montana Department of Public Health and Human Services
1625 11th Ave, 1st Floor
Helena, MT 59601
Phone: 406-444-6676
Email: jpalagi@mt.gov
Jamie Palagi is a reference for Smith, Lodewick, and Parsons team members. Ms. Smith has worked closely
with Ms. Palagi for over a decade on a large number of public health and human services projects, including
assessments, evaluations, facilitation, planning, implementation support, and project management. Ms.
Palagi was the project sponsor for the Preschool Development Birth through Five project, with was led by
Ms. Smith and supported by Ms. Lodewick and Ms. Parsons.
Tressie White, Program Director
Montana Healthcare Foundation
777 East Main St, Suite 206
Bozeman, MT 59715
Phone: 406-451-7060
Email: tressie.white@mthcf.org
Tressie White has worked with Ms. Smith and Ms. Lodewick on several grant writing projects focused on
enhancing the state’s behavioral health system. Ms. Smith and Ms. Lodewick collaborated closely with the
Healthcare Foundation and Montana DPHHS to successfully develop applications to fund the Meadowlark
and Strengthening Families Initiatives, which focus on supporting prenatal and postpartum women with
behavioral health services and supports. Ms. White was our primary Healthcare Foundation contact for
these grant projects.
Cailin O’Connor, Senior Associate
Center for the Study of Social Policy (CSSP)
1575 Eye Street, NW, Suite 500
Washington, D.C. 20005
Phone: 202-371-1565
Email: cailin.oconnor@cssp.org
Cailin O’Connor is a reference for Parsons, Smith, and Lodewick team members. She and her CSSP
colleague Steve Cohen directed the EC-LINC Outcomes and Metrics initiative, which culminated in the Early
Childhood System Performance Assessment Toolkit in 2018. She and Steve are also currently leading an
Equity expansion for the Toolkit, which Bloom team member Parsons will be supporting. Additional
information on this project can be found in the Experience section of this proposal.
NONDISCRIMINATION AND EQUAL PAY AFFIRMATION
NONDISCRIMINATION AND EQUAL PAY AFFIRMATION
Bloom Consulting hereby affirms it will not discriminate on the basis of race, color, religion, creed, sex, age,
marital status, national origin, or because of actual or perceived sexual orientation, gender identity or
disability and acknowledges and understands the eventual contract will contain a provision prohibiting
discrimination as described above and this prohibition on discrimination shall apply to the hiring and
treatments or proposer’s employees and to all subcontracts.
In addition, Bloom Consulting hereby affirms it will abide by the Equal Pay Act of 1963 and Section 39-3-104,
MCA (the Montana Equal Pay Act), and has visited the State of Montana Equal Pay for Equal Work “best
practices” website, https://equalpay.mt.gov/BestPractices/Employers, or equivalent “best practices
publication and has read the material.
Kirsten A. Smith, Principal
November 20, 2020