HomeMy WebLinkAbout20240634.tiffRESOLUTION
RE: APPROVE SOLICITATION AND RESPONSE COVER SHEET, VENDOR CONTACT
INFORMATION SHEET, AND QUOTE FOR FAMILY RESOURCE CENTER (FRC)
PROGRAM GRANT, AND AUTHORIZE CHAIR TO SIGN
WHEREAS, the Board of County Commissioners of Weld County, Colorado, pursuant to
Colorado statute and the Weld County Home Rule Charter, is vested with the authority of
administering the affairs of Weld County, Colorado, and
WHEREAS, the Board has been presented with a Solicitation and Response Cover Sheet,
Vendor Contact Information Sheet, and Quote for the Family Resource Center (FRC) Program
Grant from the County of Weld, State of Colorado, by and through the Board of County
Commissioners of Weld County, on behalf of the Department of Human Services, to the Colorado
Department of Early Childhood, with further terms and conditions being as stated in said cover
sheet, information sheet, and quote, and
WHEREAS, after review, the Board deems it advisable to approve said coversheet,
information sheet, and quote, copies of which are attached hereto and incorporated herein by
reference.
NOW, THEREFORE, BE IT RESOLVED by the Board of County Commissioners of
Weld County, Colorado, that the Solicitation and Response Cover Sheet, Vendor Contact
Information Sheet, and Quote for the Family Resource Center (FRC) Program Grant from the
County of Weld, State of Colorado, by and through the Board of County Commissioners of Weld
County, on behalf of the Department of Human Services, to the Colorado Department of Early
Childhood, be, and hereby are, approved.
BE IT FURTHER RESOLVED by the Board that the Chair be, and hereby is, authorized
to sign said cover sheet and information sheet.
CG -1 S D , AcTI.P/c1))
Oy/12/29
2024-0634
HR0096
REQUEST FOR SOLICITATION AND RESPONSE COVER SHEET, VENDOR CONTACT
INFORMATION SHEET, AND QUOTE FOR FAMILY RESOURCE CENTER (FRC) PROGRAM
GRANT
PAGE 2
The above and foregoing Resolution was, on motion duly made and seconded, adopted
by the following vote on the 13th day of March, A.D., 2024.
BOARD OF COUNTY COMMISSIONERS
WELD COUNTY, DO
ATTEST:dettitet)
Weld County Clerk to the Board
County Attorney
Date of signature: O3/I6/2N
Kevin Q, Ross, Chair
2024-0634
HR0096
BOARD OF COUNTY COMMISSIONERS
PASS -AROUND REVIEW
PASS -AROUND TITLE: Colorado Department of Early Childhood Family Resource Center Program Solicitation
Response
DEPARTMENT: Human Services DATE: March 5, 2024
PERSON REQUESTING: Jamie Ulrich, Director, Human Services
Brief description of the problem/issue: The Department is requesting to respond to the Colorado Department
of Early Childhood (CDEC) solicitation for the Family Resource Center (FRC) Program Grant. This proposed
project will replace the existing Colorado Community Response (CCR) funding currently supporting the
Prevention Program. This proposed funding will increase capacity to provide comprehensive, coordinated
prevention case management services and connections to community -based supports for families and
children. Using the Colorado Family Pathway Framework for Family Development Services (FDS), family
advocate (s) will assess families' needs and strengths, assist with family -driven goal setting, and develop
collaborative plans to work toward goals.
Goals of FRC funding include:
• Increase FRC capacity to provide families with strengths -based, high quality family development
services.
• Strengthen family stability by increasing protective factors and decreasing risk factors.
• Assess family strengths and needs, collaboratively set goals, and connect families with resources and
economic support.
This Solicitation has been reviewed and approved by legal (B. Howell).
What options exist for the Board?
Approval to respond to the solicitation for the CDEC Family Resource Center Program Grant.
Deny approval to Respond to the solicitation for the CDEC Family Resource Center Program Grant.
Consequences: The Department of Human Services' Family Resource Division will not be
able to apply for the grant funding.
Impacts: The Department of Human Services' Family Resource Division will not have the
funding to deliver the services needed to the children and families in our community.
Costs (Current Fiscal Year / Ongoing or Subsequent Fiscal Years):
• Total grant request = $246,510.00
• Funded through the Family Strengthening Unit of the Division of Community and Family Support of CDEC.
• Term: July 1, 2024 through June 30, 2025
Pass -Around Memorandum; March 5, 2024 - NOT IN CMS 2024-0634
31(
k-WbUiL9
Recommendation::
• Approval to respond to the Solicitation and authorize the Chair to sign the Solicitation and Response
Cover Sheet and the Vendor Contact Information Sheet.
Support Recommendation Schedule
Place on BOCC Agenda Work Session Other/Comments:
Perry L. Buck, Pro-Tem
Mike Freeman
Scott K. James
Kevin D. Ross, Chair
Lori Saine
rv�
Pass -Around Memorandum; March 5, 2024 - CMS ID TBD
ONO COLORADO
Dtputnert of Ley Ciatgot
DQ QAAA 2024000302
SOLICITATION AND RESPONSE COVER SHEET
DO QAAA 2024000302 — Family Resource Center Program
BidNet Direct
Purchasin •
Natalia.Stepanova*state.co.us
Submit
Proposal
Help
Desk 800-835-4603
/
Agent
to:
suyportCaibidnet.com
Due
Date:
3/18/2024
Time
Due:
2:00
PM
Mountain
Time
OFFEROR INFORMATION
Offeror F.E.I.N.: 84 6000813
Delivery Date:
Authorized Signature:
Signature acknowledges
acceptance of all terms and
conditions of the
solicitation.
Typed/Printed Name
and Title:
Legal Company Name:
Doing Business As:
Address:
Ci
Phone Number:
Contact for
Clarifications:
Title:
Phone Number:
E-mail Address:
March 18, 2024
Payment Terms:
(Minimum of Net 45) 45
Kevin D. Ross, Weld County Board of County Commissioner Chair
Weld County
Weld County Department of Human Services
315 North 11th Avenue, PO Box A
Greeley State: Colorado
Zip: 80632
970-400-6556 Fax Number: 970-353-5212
Julie Witkowski
Family Resource Division Director
970-400-6777
witkowjx@weld.gov
Fax Number: 970-353-5212
Electronic Bid Submission: This solicitation is published via Rocky Mountain E -Purchasing, BidNet Direct.
Suppliers must be registered with BidNet Direct in order to download solicitation documents and
information (including any amendments or modifications) and to be considered responsive at the time of
submission of the response. Bidders who have not registered on the BidNet Direct website, must register
promptly to ensure they are able to submit a timely bid response. Information may be accessed through the
BidNet Direct at: https://www.bidnetdirect.com/register. BidNet Direct's Help Desk can be reached at 800-
835-4603 or by email: support@bidnet.com
Offeror feror to answer and acknowledges hp its signature above:
- Proprietary Information: is in my response and as segregated pages: Yes / X No
- Registered with the Colorado Secretary of State X No / Yes.* and #
- Offeror proposes using Subcontractors for this protect: Yes / X No
- If claiming SDVOSB (Service Disabled Veteran Owned Small Business) attach proof of certification:
Yes / X NA
Offerors are urged to read the solicitation document thoroughly before submitting a proposal.
INSTRUCTIONS: Offeror (bidder) must complete this cover sheet, and attach it with their proposal.
Page j 1
Q?$00i e9ie
aS Cnin.4.no
Dep.ulment of Early Childhood
Colorado Department of Early Childhood
VENDOR CONTACT INFORMATION SHEET
Legal Name of Vendor as it should appear on the Contract/Purchase Order including any dba:
Weld County Department of Human Services
Address: 315 North 11th Avenue
City: Greeley
FEIN # 84-6000813
State:
CO Zip Code: 80632
State of Incorporation
All Vendors must have a SAM.gov
UEI# (except Individuals)
SAM.gov Unique Entity Identifier
(UEI) #
Secretary of State ID #
1' a of Entity (please mark one):
Individual (only Entity Type that
does not require SAM.gov UEI #)
Professional Corporation (PC)
Sole Proprietor
MKKXT9U9MTV5
County: Weld
Colorado
Does your agency have a Federally Negotiated or State
Negotiated Indirect Rate? Yes No ❑
If Yes, please send a copy of the approval letter with this
form.
Fiscal Year End Date (MM/DD)
Not -For -Profit Corporation
Limited Liability Company (LLC)
Joint Venture
Primary Contact to Receive ALL Correspondence:
Julie Witkowski
Name:
Title:
Email:
Phone:
Family Resource Division Director
witkowjx@weld.gov
970-400-6777
Individual Signing Contract:
Kevin D. Ross
Name:
Title:
Email:
Phone:
Chair of the Board of County Commissioner
hocc-contracts@weld.gov
970-400-4225
Name:
Title:
Email:
Phone:
Name:
Title:
Email:
Phone:
For -Profit
12/31
Limited Liability Partnership (LLP)
Government
CFO or Financial Contact:
Tanya Geiser
Human Services Fiscal Advisor
tgeiser@weld.gov
970-400-6526
Invoice toniad;
John Kruse
Fiscal Office Internal Supervisor
krusexje@weld.gov
970-400-6672
Additional Contacts for DocuSign Review:
The Department of Early Childhood collects signatures via DocuSign. Please list below any individuals that need to be
included in the DocuSign process prior to the final si?nature (example: Director's Assistant, Attorney, etc):
Weld County DHS Contract Management Vendor Specific Instructions for Emails of Preliminary
Approval/DocuSign (example: PI/Faculty Member Name):
Weld County DHS Contract Mt _
Name:
Title:
Email:
Sign or CC?
HS-ContractManagement@cod
CC
Please send final copy of the contract to
HS-ContractManagement@co.weld.co.us prior to
•
r -A.
Is your agency set up for Electronic Deposit with the State of CO?
If Yes, please list the last 4 digits of the account number payments should be sent to:
How long does your agency and/or board need to review and return the signed contract?
r-. •
.. I •
Yes X No
4375
30 days
IMPORTANT — When submitted with a Solicitation, please complete the following:
Vendor should read the entire Solicitation document before submitting a Bid/Proposal/Quote. Solicitation is subject to the conditions
stipulated and in accordance wit speciffsations-.s firth and/or attached to the Solicitation. All Solicitations shall be quoted
F.O.B. destination, unless o erwise specified, to the delive ' location or job site listed in the Solicitation.
MAR 1 3 2024
ELECTRONIC OR PRINTED SIGNATURE FROM AUTHORIZED SIGNATORY Date
Revised 07/13/2023
l
otravA- oto•sii-
DQ QAAA 2024000302 -Family Resource Center Program Quote
Weld County Department of Human Services
315 N. 11. Avenue
P.O. Box A.
Greeley, CO 80632
Organizational structure and target population
i. Provide a brief introduction to your organization, including organizational structure, and
current capacity.
Weld County is among the top ten of Colorado's 64 counties, both by size and by population.
The Weld County Department of Human Services (WCDHS) provides responsive,
comprehensive, innovative, integrated and community -based services to vulnerable residents
throughout the county.
Vision Statement
The people of Weld County are connected to the resources needed to thrive in the community and
feel safe and empowered.
Mission Statement
Engaging and partnering with the community to improve the safety, health and well-being of
individuals and families through the delivery of responsive and collaborative services.
WCDHS meets the statutory definition of a Family Resource Center and is comprised of the
following public facing Divisions:
Child Welfare: Colorado Certified Child Welfare Caseworkers work with families to
assure safety, permanency and wellbeing for children and youth.
Assistance Payments (AP): AP programs are available to aid vulnerable individuals and
families who qualify for help. Programs include financial assistance in the form of
monetary payments, Medicaid, and food assistance.
Employment Services: Employment Services of Weld County (ESWC) is a
comprehensive workforce center which connects resources for employment, education,
and training services. ESWC offers these services at the local, state, and national level
and prides itself in offering self-service resources, promotion of personal and career
development, furnishing access to internet tools for employment and training
opportunities, and providing information about both local and regional employers, as well
as other labor markets. ESWC also houses our Veterans Services Office (VSO) and
Colorado Childcare Assistance Program (CCCAP). The VSO assists veterans and their
dependents in applying for service -connected disability, non -service -connected pension,
burial & survival benefits, educational benefits, and health care from the Department of
Veterans Affairs. CCCAP provides financial assistance to eligible families who are
worlling, searching for employment, in training or in an educational activity and need
childcare services to support their efforts to achieve and/or maintain self-sufficiency.
Child Support: The Child Support Services (CSS) Division provides help to parents and
anyone caring for a child. CSS can help locate parents, establish paternity, establish a
child support order and enforce child support obligations. We understand that families
need support on a regular basis to remain self-sufficient.
Home and Community Supports, formerly titled Area Agency on Aging: Home and
Community Supports (HCS) is comprised of four programs: Area Agency on Aging
(AAA), Adult Protective Services (APS), the Case Management Agency (CMA), and
Long -Term Care Eligibility. Previously, AAA encompassed Older Americans Act
programs such as APS, Options for Long -Term Care (OLTC) and Long -Term Care
Eligibility, but with the addition of CMA, we are excited to rebrand this division with a
name that is more comprehensive and inclusive of the diverse population we serve. The
HCS Division provides service and support for people of all ages and abilities.
Family Resource: In 2004, supported by the Weld County Board of County
Commissioners, WCDHS leadership recognized the need for and prioritized the creation
of a child abuse prevention program as a part of the Child Welfare Division. Prevention
operated within Child Welfare until 2018 when the Family Resource Division (FRD) was
created. The Prevention program was moved under the FRD umbrella of programs, along
with Community Outreach, Family Forever Post Permanency, Social Security Assistance,
Human Services Funds Distribution and Specialized TANF Case Management. Since
2018 FRD has added four additional Programs: Housing Stability Case Management,
Crisis Services Kinship Support, IV-E/MOE/Child Welfare Medicaid, and High -Fidelity
Wraparound.
FRD Programs are described below:
> The Prevention team empowers families by providing comprehensive guidance,
support, and resources to ensure every family can navigate life's challenges with
confidence. Our Prevention Programming is based on the Strengthening Families
Protective Factors framework and Community Case Managers strive to create a
supportive network that uplifts and educates families in achieving their fullest
potential, cultivating a thriving and inclusive community.
In 2023, the Prevention team received 1,987 referrals and provided case management
to 199 families with 72% meeting their identified goals and objectives.
> The Community Outreach team provides emergency and on the spot resource and
referral information, assistance with navigating and applying for public assistance
benefits and conducts community outreach activities at a variety of locations
throughout the county. Outreach Coordinators hold regular office hours at the
following locations:
1. Lutheran Family Services (providing support to our refugee communities)
2. Northern Colorado Health Alliance
3. District 6 Family Center
4. United Way of Weld County's Housing Navigation Center
5. Weld County Jail
In 2023, the Outreach team served 1,480 walk-in customers as well as 167 families
were served with non -cash emergency financial assistance through the Community
Services Block Grant (CSBG). For calendar year 2024, as of March 1, 2024, the
Outreach team has assisted 271 walk-in customers as well as 105 customers at
community locations.
➢ The Family Forever team supports families who have adopted from anywhere and
live in Weld County, and families who have adopted from Weld County Child
Welfare and live anywhere. Our program reaches hundreds adoptive families as well
as countless families with permanent custody and guardianship. Adoptive and kinship
families can face a variety of challenges including unresolved past trauma
experiences, developmental needs, grief and loss, transracial and cultural barriers,
educational and learning difficulties, behavioral issues, family relationships and
increased needs for medical and mental health services. The primary goal of the
Family Forever Program is to preserve permanency and to ensure the well-being of
all members of the household. We hope to accomplish this by providing:
1. Resource Connection and Case Management
2. Education (TBRI® Caregiver Training) — held quarterly
3. Social Connections and Peer Support — Parent Caf� Support groups held
monthly for adoptive, foster and kinship families
4. Development of Community Awareness and Support
Adoption Support and Resource Coordinators currently have 473 families on their
workload and all other Weld County adoptive, kinship and guardianship families have
access to Family Forever services. In 2023 there were 44 new adoptions and 8
relative guardianship agreements finalized for children/youth involved with Child
Welfare.
➢ The Social Security (SSI/SSDI) team assists WCDHS customers with applications
for Supplemental Security Income /Social Security Disability Insurance with a focus
on individuals who:
1. Are experiencing or at -risk of homelessness
2. Have a mental health illness
3. Have a medical impairment
4. Are involved with Child Welfare or Prevention
5. Are transferring from youth to adult services
Each year, the SSI team works with over 100 adults and children to help them apply
for SSI/SSDI benefits. They maintain an approval rate that ranges between 43-95%,
higher than the national average of 30%. For youth in WCDHS custody, they work
collaboratively with Child Welfare Caseworkers to ensure youth receiving benefits
are able to access benefits for cost of care as well as to meet personal needs.
➢ The Human Services Funds Distribution (HSFD) Committee provides all WCDHS
employees with a formal process for requesting supportive services funds to assist
individuals and families of Weld County. Funds requested through the HSFD
Committee are separate from federal and state entitlement and benefit programs and
approvals are contingent on available funds.
There were 1,102 funds requests reviewed by HSFD in 2023, 801 of which were
approved, totaling $556,252.70. Funding distributed by the Funds Committee
includes supportive services funding available through a variety of grants, including
Child Welfare Special Economic Assistance and TANF Supportive Services.
➢ The Specialized Temporary Assistance for Needy Families (TANF) Case
Management team collaborates with Child Welfare and Prevention in providing
ongoing case management for families receiving Colorado Works (TANF) financial
assistance benefits. This team was created within FRD to streamline action items and
reduce duplication which can occur when more than one program is serving the same
family. In addition to the two TANF Case Managers, FRD employs a Certified
Addictions Counselor who provides Vocational and Substance Abuse Assessments
for Colorado Works customers.
In 2023 the Family Resource TANF team provided Colorado Works Case
Management to 193 families and 238 vocational/substance assessments were
n mpleted for Colorado Works clients across all WCDHS divisions.
➢ The Housing Stability Case Management team provides strengths -based case
management for individuals and families experiencing housing instability and
homelessness. Case Managers help customers identify barriers, provide referrals for
appropriate services, and supports and ultimately aim to help individuals and families
remain housed or become stably housed. Services include, but are not limited to:
1. Partnering with the household to create a Housing Stabilization Plan
2. Facilitating mediation between landlords and tenants
3. Implementing eviction prevention services
4. Assisting with locating housing resources
5. Providing referrals to resources which can help further housing stabilization
goals
6. Offering support around budgeting, life skills, tenancy skills, and effective
communication
The Housing Stability Case Management team, which launched in April of 2023,
received 244 referrals and provided case management to 183 households. Using
Federal Emergency Rental Assistance (ERA) funding, they were able to assist 49
liuseholds with either maintaining housing (31) or obtaining new housing (18),
providing $201,869.80 in direct customer housing support to eligible households.
➢ The Crisis Services team conducts kinship assessments for families involved with
Child Welfare when potential placement is necessary. They are also available to
provide immediate support to families involved with Child Welfare in order to
prevent placement. They help connect families with childcare resources, financial and
public assistance benefits, mental/behavioral health resources, employment and
training supports as well as hard goods needed to care for children (food, clothing,
furniture).
In 2023 the Crisis Services team completed 164 kinship assessments for families
involved with Child Welfare.
➢ The Title IV -El Maintenance of Effort (MOE)/Child Welfare Medicaid team does
federal funding eligibility and quality assurance work for every child and family who
becomes involved with Child Welfare. They also spend a large amount of time
navigating and troubleshooting the Child Welfare data management system (Trails)
and Colorado Benefits Management System (CBMS) to support Medicaid eligibility
for all populations served by Child Welfare and Family Resource Divisions.
➢ High -Fidelity Wraparound is an evidence -based process designed to coordinate
care for youth ages 21 and younger. Wraparound is available for youth who are
involved with multiple systems and have mental/behavioral health, neurobiological
and/or substance use problems and who may be at risk for out -of -home placement
and high levels of care. Wraparound is algo available to help coordinate care for
youth aging out of WCDHS care. Wraparound focuses on the family's voice and
choice to assist them with building their self -efficacy skills, identifying formal and
natural supports, building skills to manage and decrease crisis situations and navigate
the system of care. The resulting plan is tailored to the family depending on the
community supports involved, whether it be families, youth agencies, Child Welfare
or juvenile justice, Community Center Board's etc. Key stakeholders are bought into
the Wraparound process to address youth and family needs and plans generated
through the process can significantly reduce the need for high levels of care and keep
children/youth in their community.
The Wraparound team served 122 customers in 2023, preventing several youths from
entering residential placement, advocating for educational and mental health supports
as well as empowering parents to advocate for the needs of their family.
ii. Describe the target population to be served.
The Family Resource Center grant, if awarded, will fund Case Management provided by the
Prevention and Housing Stability teams. The target population is vulnerable families with
children who are at -risk of abuse, neglect, and out -of -home placement as well as
individuals/families experiencing housing instability or homelessness living throughout Weld
County.
iii. Explain the rationale behind the population being served.
Individuals experiencing housing instability and those who have experienced or are at risk of
abuse or neglect can suffer serious ill effects which can have long-term physical and mental
health consequences. Case management, permanency/household support and caregiver support
programs can prevent such effects or provide mitigating supports to these adverse experiences.
Through a blend of preventive intervention, crisis planning and advocacy work, the Prevention
and Housing teams support the well-being of children and their families by preventing future
abuse/neglect and building safe, healthy, and nurturing environments for children.
iv. Provide a description of the geographic area to be served.
Weld County consists of approximately 3,992 geographic square miles and is the third largest in
the state. The US Census Bureau estimated 350,176 people lived in Weld County as of July 1,
2022, which represented 6% of the total state population of 5,839,926. Among the 64 counties in
Colorado, Weld County ranks eighth in total population. Between 2010 and 2020, the County
population grew by over 30%, the second fastest growing county in the state by percentage, and
an average annual increase of 3%. The state, as a whole, grew by 14.8% over the decade. For the
population under the age of 18, Weld County ranks seventh and was the fastest growing county
by far both in numbers and by percentage for the decade. The number of children in Weld
County increased by 23.8% (16,747) compared to just 3.1% (38,529) for the state as a whole.
Weld County's increase represents 43.5% of the state's total increase in children over the decade.
v. Describe how your organization intends to reach those in the community with less access
to resources.
Services provided by the Family Resource Division can be delivered at the Department as well
as in locations convenient for our customers, including in -home and other accessible locations
throughout the county. The Community Outreach and SSI/SSDI teams deliver services on the
General Services Path of the Family Pathways Framework, offering phone and walk-in
assistance as well as non -cash assistance. The Family Forever, Crisis Services, Wraparound
and TANF teams primarily deliver Center and Community Based Services. Prevention and
Housing Stability Case Managers deliver services on the Family Development Path by setting
goals with families, using assessments to track needs/progress. Our Prevention team currently
uses the Colorado Family Support Assessment (CFSA) 2.0 and if awarded, the Housing Case
Management team will be trained to implement and will operationalize the use of the CFSA 2.0
as well. Prevention and Housing Stability currently have the required laptop/tablet technology
necessary to serve customers remotely and to ender data into required Salesforce Database.
vi. Describes your organization's commitment to accessible and inclusive services.
Weld County's diverse constituency includes many immigrants, refugees, and migrants and
WCDHS programs are targeted to address customers' unique needs and are available to help all
community members in their native languages. WCDHS programs provide intentional and
thoughtful support to individuals who identify as BIPOC, LGBTQ+, Gender Non -Conforming,
experience homelessness, and are from a lower socio-economic status. In order to meet the
diverse linguistic needs of the community, FRD currently employs 11 full time bilingual team
members and all programs offered by FRD have capacity to offer services in Spanish. For access
to languages outside of Spanish, team members have direct and personalized access to an
interpretation service which has the capacity to translate in hundreds of languages, in person,
virtually or over the phone.
In addition, WCDHS employs a diverse workforce including representatives from immigrant and
refugee populations, LGBTQ+, Gender Non -Conforming, BIPOC, and people with lived
experience navigating homelessness, food insecurity, and foster care. Employees are required to
participate in annual Workplace Respect trainings and are encouraged to participate in trainings
that teach how to implement best practices in human services for diverse populations.
Additionally, employees at all levels of the organization have regular opportunities to develop
leadership skills and influence the workplace through their participation in workgroups and
committees, ensuring diverse representation in all aspects of WCDHS.
vii. Indicate key needs in the community, including relevant data to support services
offered, and community partnerships that help address said needs.
According to the Colorado Children's Campaign's 2023 KIDS COUNT in Colorado report,
Weld County's 2021 population of 340,133 residents included 87,273 (26%) who were under the
age of 18. The report also reveals that Weld County's population includes many vulnerabilities,
including births to women without a high school diploma or GED, births to teen mothers, the
number of school age children living in poverty, the rate of child abuse and neglect, teen deaths
(ages 15-19), uninsured children and English language learners — all of which are higher than the
state average. Additionally, in 2021, 11.3% of Weld County children lived in poverty. Although
specific communitywide data is not available, it is predicted that the Covid-19 pandemic has
exaggerated family risk factors associated with child abuse and neglect.
According to data presented recently by Weld's Way Home (a collaboration between our local
CoC, United Way, Weld County DHS and community providers) in 2020 Weld County had the
third highest eviction rate in Colorado. In 2022, the Point in Time Count data for both Weld and
Larimer Counties included 283 individuals experiencing unsheltered homelessness and an
additional 509 individuals experiencing unsheltered homelessness.
Over the last several years the Child Welfare Division has seen an increase in needs for families
across the county. In SFY 22-23, Weld County received 8,671 referrals from the state hotline, of
which 6,513 were screened out. Around 75% of the referrals received by Prevention are Child
Welfare screen outs. Referrals for both proposed FRC programs are received from community
organizations such as our local school districts, Regional Accountable Entity (RAE), mental
health providers, judicial partners, Division of Youth Service, Child Welfare and other WCDHS
Divisions. Services can also be accessed via self -referral. Both Prevention and Housing Stability
programs operate with a waiting list as they are unable to keep up with community need.
viii. Describe your outreach and engagement strategies.
Team members from both Prevention and Housing Stability are trained in Motivational
Interviewing and all service participation is voluntary and family driven. Engagement efforts are
strengths -based and focused on developing authentic and trusting relationships with families in
order to encourage them to share challenges and barriers they would like to set goals around.
Staff encourage in -person appointments; however, services are offered to families in their chosen
environment and modality. Services can be provided in -person in the office, community, or in
customers' homes. They can also meet virtually or over the phone if preferred. Team members
often meet customers at local libraries, non-profit facilities or at parks, weather permitting. If a
family struggles with transportation and would like to meet in the office/community, we are able
to offer bus passes and gas assistance when funding allows.
Although both programs participate in community resource fairs and family events to promote
awareness of our services, we do not conduct extensive marketing due to the large volume of
referrals and existing waitlists.
Family Development Services
Describe your approach for meeting the FRC program goals and outcomes, please describe
how your organization will successfully complete the Key Activities found the Statement of
Work (EXHIBIT A):
As a current recipient of Colorado Community Response (CCR) funding, the Prevention team is
actively meeting program goals and outcomes similar to those required by the FRC Program.
Prevention and Housing Stability team members are prepared to perform all activities outlined in
Key Activities A -C on the Family Resource Center Program's Statement of Work (SOW) by:
• Participating in grantee onboarding.
Completing the Family Pathways Activity to identify target population.
Outreaching and engaging customers as outlined in the Family Pathways Framework.
Meeing with families within 30 days of referral and completing required intake and
CFSA.
Completing required opt -out surveys with families who decline services.
Maintaining active membership with the Financial Health Institute in order to provide
financial goal setting and concrete economic assistance to meet family -identified needs.
Participating in center level supervision monthly as well as maintaining regular
communication with community partners, including, but not limited to: United Way of
Weld County, Catholic Charities, School District 6, A Women's Place, Greeley Family
House, North Range Behavioral Health, RAE 2 and WCDHS Child Welfare Division.
Pursuing CFSA 2.0, Strengthening Families Protective Factors, Standards of Quality for
Family Strengthening, Strengths Based Case Management and Motivational Interviewing
training for any untrained personnel performing work on the grant.
Participating in Community of Practice, grantee conferences and professional
development opportunities offered through FRC intermediaries as approved by Colorado
Department of Early Childhood (CDEC).
Completing baseline CFSA 2.0 and related goal setting with 80% of enrolled families and
follow-up assessments and goal review with 80% of families who completed baseline
assessments.
Recording required data in the required Colorado Department of Human Services
(CDHS) Salesforce database system.
• Collecting feedback from families to inform quality improvement.
• Submitting monthly invoicing by the end of the month following service delivery.
• Submitting required annual reports.
i. How long you have been offering comprehensive, family -driven case management
services and goal setting.
The Prevention program has been offering comprehensive, family -driven case management
services and goal setting for over 20 years. The Housing Stability team has been providing these
services for around one year.
ii. How capacity will be bolstered with additional funding.
If FRC funding is received, an estimated additional 80 families will be served, 40 through
Prevention and 40 through Housing Stability.
iii. If Respondent has less than 3 years of experience offering comprehensive case
management: a. Include resumes of key organizationaUprogram leadership.
Prevention team members have extensive comprehensive case management experience as
described above. Our newest team, Housing Stability, is led by Megan Kelly. Megan is a
certified Child Welfare Supervisor and has over 13 years of experience working in Human
Services, including direct service provision of public assistance benefits, Veterans Advocacy and
Case Management. Megan has a Bachelor of Science degree in history, has been employed by
WCDHS since 2015 and was promoted to supervisor in 2021. She supervises the Housing
Stability Case Managers, TANF Case Managers and IV-E/MOE Technicians. Megan is
supported by Karin Crandall, our Outreach Manager, and Julie Witkowski, Family Resource
Division Director. Both Karin and Julie are certified Child Welfare Supervisors and have a
collective of over 50 years' experience in human services.
a. Include resumes of key organizational/program leadership.
See attached resumes.
b. Address this in the letter of support from a community -based agency within the target
geographic area.
See attached letter from Weld County School District 6.
Data & Reporting
Please describe your experience with data collection related to the following:
i. Number of families served.
All FRD programs collect data regarding the number of families served and report into required
databases that vary depending on funding source as well as to the leadership of FRD, WCDHS
and Weld County Board of Commissioners.
ii. Demographic information on families served.
All FRD programs collect data regarding demographics of families served and report into
required databases that vary depending on funding source as well as to the leadership of FRD,
WCDHS and Weld County Board of Commissioners.
iii. Baseline, follow-up, and post CFSA 2.0 assessments
The Prevention team currently uses the CFSA 2.0 assessment to establish needs and goals and to
monitor progress on family -established goals. The CFSA 2.0 is used across the board for all
families wolcing with Prevention regardless of funding/grant requirements.
iv. Description of goals and progress toward goal attainment
The Prevention and Housing Stability teams work with families to create individualized,
strengths -based and family driven service plans aimed at building protective factors,
strengthening families and increasing financial/housing stability. Based on the needs identified
by the client, Case Managers connect clients with appropriate providers and resources
throughout the community. Key components of the development of goals include:
• Relationship building
• Advocacy and empowerment
• Identification of goals
• Writing a family service plan with prioritized action steps and strategies to overcome
barriers.
Once a plan is created, Case Managers spend time with the family discussing strategies to
maximize resources to promote positive outcomes. Case Managers also facilitate communication
and coordination between involved systems of care to minimize fragmentation and duplication of
services. Case Managers work with families to update service plans regularly and provide a copy
to the family once updated.
v. Annual reporting
Data is shared to funding entities and to the community at various intervals, depending on
contractual acquirements. Reporting often includes monthly, quarterly, semi-annually, and
annually by calendar, state, and federal fiscal year.
Continuous Quality Improvement
Please describe:
i. Past or present successes in meeting program goals and outcomes
In order to ensure the delivery of relevant, effective, and cost-efficient services, all FRD
programs establish program goals and measure them against stated desired outcomes regularly.
Because funding sources and reporting requirements vary by program, there is not one quality
assurance system used, however, it is important to note the longevity of many of our funding
sources as discussed in the Organizational Experience below. The longevity of our funders is
evidence of our success in meeting stated goals and objectives. Throughout the 20+ years the
Prevention team has received Promoting Safe and Stable Families (PSSF) and CCR grant
funding, the Prevention team has met goals and objectives as proposed. The Housing Stability
program has demonstrated excellent success in meeting and exceeding initial goals and is
looking forward to continued success as the program matures.
ii. The organization's continuous quality improvement processes
Program supervisors meet monthly with Community and Housing Case Managers for one-on-
one supervision to review work being done with families and to support professional well-being.
All employees receive an annual performance evaluation which includes professional
development goals and up to 40 hours of continuous education. Program supervisors are
available to problem solve and support team members on a daily basis. Both teams also hold
weekly team meetings and group supervisions to discuss service delivery and quality
improvement strategies. The Prevention team distributes a program satisfaction survey to
customers when they end services. The Family Resource Supervisor and Division Director
review customer feedback and implement quality improvement changes when warranted. The
Family Resource Director meets every other week with the Family Resource Supervisor for
supervision. During these sessions, program integrity details are reviewed, and quality control
activities are completed to ensure ongoing and quality contact with families, data collection and
adherence to reporting protocol.
iii. Capacity to comply with documentation requirements, data collection and entry, and
reporting.
The Prevention and Housing Stability teams have the capacity to collaborate with CDEC to
comply with all training, implementation, and performance objectives as outlined in the
Statement of Work.
Organizational Experience
Address organizational experience in meeting funder requirements including contractual
and financial obligations.
FRD has extensive experience meeting funding requirements and successfully managing
contractual and financial obligations, not to mention WCDHS experience as a whole. FRD is
currently managing a number of federal and state grants and have a number of
contracts/Memorandums of Understandings (MOUs) with local organizations to provide
services, many of which have been in existence for a number of years. We have never been
found to be in default or to be in non-compliance with any grant or contract. WCDHS has a
Contract Management team who supports programs with the procurement and management of all
grants and contracts. Current FRD Grant information detailed below:
Grant
Program/Service
Duration
Community Services Block
Grant (CSBG)
Outreach/Emergency
Financial Assistance
20+ years
Promoting Safe and Stable
Families (PSSF)
Prevention/Community Case
Management, Collaboration
with Catholic Charities and
Kids at Heart Respite
20+years
Colorado Community
Response (CCR)
Prevention/Community Case
Management
6 years
Emergency Rental Assistance
(ERA)
Housing Stability/ Case
Management and Rental and
Utility Assistance for
households impacted by
Covid-19
4 years
Tony Grampsas Youth
Services Program (TGYS)
High Fidelity Wraparound
1st year of 3 -year cycle
Behavioral Health
Administration (BHA)
High Fidelity Wraparound
2 years
CDHS Housing Navigator
Pilot Program
Housing Stability Case
Management/Emergency
Financial Assistance
1 year
CDHS Disability Navigator
Program
SSI/Application assistance
for Aid to the Needy Disabled
customers
4 years
COLORADO
Department of Early Childhood
STATEMENT OF WORK (SOW)
FAMILY RESOURCE CENTER PROGRAM
INTRODUCTION/BACKGROUND
Exhibit A
The Colorado Department of Early Childhood (CDEC) ensures the delivery of a comprehensive, community -informed, data -driven, high -quality, and
equitable early childhood system that supports the care, education, and well-being of all Colorado's young children, their families, and early
childhood professionals in all settings. The Family Resource Center (FRC) is a program within the Family Strengthening Unit of the Division of
Community and Family Support within CDEC.
The Family Resource Center Act, C.R.S. 26-18-101, established the Family Resource Center Program in 1993 as a single point of entry to provide
coordinated, integrated community -based family support services for families and children.
Goals of FRC funding include:
• Increase FRC capacity to provide families with strengths -based, high quality family development services
• Strengthen family stability by increasing protective factors and decreasing risk factors
• Assess family strengths and needs, collaboratively set goals, and connect families with resources and economic support
SCOPE OF WORK
This project shall increase capacity to provide comprehensive, coordinated case management services and connections to community -based supports
for families and children. Using the Colorado Family Pathway Framework for Family Development Services (FDS), family advocate (s) will assess
families' needs and strengths, assist with family -driven goal setting, and develop collaborative plans to work toward goals. Progress will be measured
using the Colorado Family Support Assessment 2.0 (CFSA 2.0) tool. Training will provide staff with the knowledge and context to deliver high
quality Family Development Services.
PERIOD OF PERFORMANCE
July 1, 2024 - June 30, 2025
Page 1 of 7 Rev. 9/6/2023
COLORADO
Department of Early Childhood
WORK PLAN
Exhibit A
Work Plan
OUTCOMES, BENCHMARKS, AND MILESTONES
Outcome statement:
Imaroaco family moan. miter capacity to provide family development corvine. and connection. to community -baited resources teeing
quality standards and assessment to enhance and measure family outcomes.
Key Activity A: Shall provide comprehensive, coordinated Family Development Services (FDS)
Tasks
Time Period
Deliverable
Measurement
Person(s) Responsible
Budget Category
A.1 Participate in grantee
onboarding with FRC
intermediary partner and
CDEC Program staff.
July 1, 2024-
August 15,
2024
At least one supervisor and one direct
service staff participate in virtual grantee
onboarding meetings, including database
training.
Attendance tracked by the
intermediary partner.
CDEC data entry shall begin no
later than 45 days after contract
start date.
Community Case
Manager, Housing Case
Manager, Family
Resource Supervisor
Personnel
A.2. Complete the Family
Pathways Activity to identify
target population
July 1, 2024-
August 15,
2024
Submit completed Family Pathways
Activity to FRC intermediary. Engage in
follow-up with the intermediary upon
request.
Completed Family Pathways
documentation by deadline.
Community Case
Manager, Housing Case
Manager, Family
Resource Supervisor
A.3 Outreach and engage
families in FDS as outlined in
the Family Pathways
Framework
July 1, 2024-
June 30, 2025
Outreach to families using multiple
strategies (e.g., phone, in -person, text,
mail) to engage them in voluntary FDS
and maintain internal tracking log of
outreach attempts. Complete "Opt Oul"
survey with families who decline.
Entry in tracking log system.
Intermediary partner to collect
tracking documentation upon
request.
Community Case
Manager, Housing Case
Manager, Family
Resource Supervisor
Personnel!
Operating
A.4 Meet with family for an
initial visit within 30 days of
referral to FDS. Complete
intake process to assess family
needs and administer baseline
Colorado Family Support
Assessment 2.0 (CFSA)
July 1, 2024-
June 30, 2025
Complete intake process, refer to
concrete supports, collaboratively set
goals, complete baseline CFSA 2.0, and
identify resources for goal attainment
within two weeks of initial contact with
family
Document requirements as
outlined in program materials
in the CDEC Salesforce data
system within 30 days of
completion. Regular audits
conducted by intermediary
partner.
Community Case
Manager, Housing Case
Manager
Personnel/
Operating
A.5 Conduct timely follow-ups
with all individuals who
complete the CFSA 2.0 in
order to track progress toward
goals.
July 1, 2024-
June 30, 2025
Complete a follow-up CFSA 2.0 for
individuals who complete a baseline
within 31-90 days and every 31-90 days
thereafter as needed. Monitor progress
toward family -established goals.
Document requirements as
outlined in program materials
in the CDEC Salesforce data
system within 30 days of
completion. Regular audits
conducted by intermediary
partner.
Community Case
Manager, Housing Case
Manager
Personnel/
Operating
Page 2 of 7
Rev. 9/6/2023
COLORADO
Department of Early Childhood
Exhibit A
Tasks
Time Period
Deliverable
Measurement
Person(s) Responsible
Budget Category
A.6 Provide financial
assistance to meet family-
identified economic needs per
guidance supplied by CDEC
and the FRC intermediary
partner.
July 1, 2024-
June 30, 2025
Follow the CDEC request and approval
process to access fmancial support to
meet family -identified concrete and
economic needs.
100% of families receiving
fmancial assistance shall
complete an attestation
document. 100% of fmancial
assistance requests have
required documentation
completed and submitted to
CDEC.
Community Case
Manager, Housing Case
Manager
Personnel
A.6 Engage in ongoing center-
level supervision
July 1, 2024-
June 30, 2025
Supervisor and Family Advocate(s)
create scheduled check -ins (at least lx
month) to discuss outreach efforts,
engagement trends, number of families
served, successes and concerns, progress
with baseline and follow-up assessments,
and data entry requirements.
Report out at site visit and
regular surveying, annual
reporting
Community Case
Manager, Housing Case
Manager, Family
Resource Supervisor
Personnel
A.7 Connect and collaborate
with community partners to
maximize outreach and
awareness of FDS services.
July 1, 2024-
June 30, 2025
Regular connection with organizations
serving the same community
Report out at site visit and
regular surveying/reporting
Community Case
Manager, Housing Case
Manager, Family
Resource Supervisor,
Family Resource
Division Director
Personnel
Key Activity B: Shall complete all required training and follow established FDS implementation guidelines
Tasks
Time Period
Deliverable
Measurement
Person(s) Responsible
Budget Category
B.1 CFSA 2.0 training
July 1, 2024-
June 30, 2025
All staff providing FDS shall complete
CFSA 2.0 training as an onboarding
requirement before providing FDS. At
least one Supervisor shall be trained in
the CFSA 2.0 to ensure continuity of
services.
Attendance at CFSA 2.0
training as tracked by FRC
intermediary partner
Community Case
Manager, Housing Case
Manager, Family
Resource Supervisor
Personnel/Training
B.2 CFSA 2.0 and FDS
Communities of Practice
(COP)
July 1, 2024-
June 30, 2025
All staff providing FDS shall engage in
at least 80% of the CFSA 2.0 and FDS
COPs to strengthen skills and expand
peer network.
Attendance at COPs as tracked
by FRC intermediary partner
Community Case
Manager, Housing Case
Manager
Personnel
Page 3 of 7
Rev. 9/6/2023
a
c o[c
COLORADO
Department of Early Childhood
Exhibit A
B.3 Strengthening Families
Protective Factors training
July 1, 2024-
June 30, 2025
All staff providing FDS shall complete
Strengthening Families Protective
Factors training online or in -person.
Training shall be complete within 6-
months of onboarding for new staff.
Completion of training per
certificate of completion.
Community Case
Manager, Housing Case
Manager, Family
Resource Supervisor
Personnel
Tasks
Time Period
Deliverable
Measurement
Person(s) Responsible
Budget Category
B.4 Standards of Quality for
Family Strengthening and
Support*
July 1, 2024-
June 30, 2025
All staff providing FDS shall complete
the National Standards of Quality for
Family Strengthening and Support
training. Training shall be complete
within 6 months of onboarding for new
staff.
Completion of training as
tracked by FRC intermediary
partner
Community Case
Manager, Housing Case
Manager, Family
Resource Supervisor
Personnel
B.5 Strengths -based case
management (SBCM),
financial well-being, and
Motivational Interviewing
(MI) training
July 1, 2024-
June 30, 2025
All staff providing FDS shall complete
SBCM, fmancial well-being and MI
training. Training shall be completed
according to the timeline outlined in
program materials.
Completion of training as
tracked by FRC intermediary
partner
Community Case
Manager, Housing Case
Manager, Family
Resource Supervisor
Personnel
B.6 Biennial FRC grantee
meeting and biennial
Strengthening Families
Conference.
July 1, 2024-
June 30, 2025
FDS staff must attend biennial
professional development opportunities.
Internal tracking of attendance.
Submitted to CDEC/FRC
intermediary partner upon
request
Community Case
Manager, Housing Case
Manager, Family
Resource Supervisor
Personnel, training,
and travel
B.7 Follow FDS
implementation standards
July 1, 2024-
June 30, 2025
All staff providing FDS shall follow
implementation guidelines as outlined in
the FDS manual.
Sites shall meet with FRC intermediary
partner at least once annually and engage
in technical assistance when needs
identified.
Participation in required annual
site visit conducted by FRC
intermediary partner.
Community Case
Manager, Housing Case
Manager, Family
Resource Supervisor
Personnel
Key Activity C: Shall monitor performance and engage in continuous quality improvement
Tasks I Time Period Deliverable Measurement Person(s) Responsible Budget Category
Page 4 of 7
Rev. 9/6/2023
ittge COLORADO
Department of Early Childhood
Exhibit A
C.1 Continuously monitor
progress toward FDS CFSA
2.0 performance standards as
established by CDEC and FRC
intermediary
July 1, 2024-
June 30, 2025
Of total families enrolled in FDS, 80%
complete initial (baseline) CFSA 2.0,
and goal setting.
Of the total families with baseline CFSA
2.0 and goal setting, 80% complete the
recommended 31 -90 -day follow-up
CFSA 2.0 assessment.
Data recorded in the CDEC
Salesforce database system
Community Case
Manager, Housing Case
Manager, Family
Resource Supervisor
Personnel
Tasks
Time Period
Deliverable
Measurement
Person(s) Responsible
Budget Category
C.2 Continuously monitor
progress toward FDS family
goal -setting performance
standards as established by
CDEC and FRC intermediary
July 1, 2024-
June 30, 2025
At least one goal identified in the family
goal plan relates back to the
CFSA 2.0 Part C readiness to change as
indicated by the participating family.
80% of goals created with the family
show positive progress over the course
of participation in FDS.
Data recorded in the CDEC
Salesforce database system
Community Case
Manager, Housing Case
Manager, Family
Resource Supervisor
Personnel,
Operating
C.3 Monitor individual and
family satisfaction with FDS.
July 1, 2024-
Jane 30, 2025
Collect feedback from families
participating in FDS to inform quality
improvement.
Demonstrated during annual
site visit conducted by FRC
Intermediary
Community Case
Manager, Housing Case
Manager, Family
Resource Supervisor,
Family Resource
Division Director
Personnel,
Operating
C.4. Attend all regularly
scheduled meetings with
CDEC and FRC intermediary
partner
July 1, 2024-
June 30, 2025
Attendance and active participation at
regularly scheduled virtual meetings is
required. Attendee (s) are responsible
for sharing information with other
colleagues in the agency as needed.
Attendance tracked by the
intermediary partner.
Community Case
Manager, Housing Case
Manager, Family
Resource Supervisor
Personnel
C.5 Attend relevant
professional development
opportunities offered through
FRC intermediary partner,
CDEC, or other organizations.
July 1, 2024-
June 30, 2025
Staff administering FDS shall participate
in relevant professional
development training. Prior approval by
CDEC is required.
Completion of training as
tracked internally. Tracking
will be provided to CDEC
Program Manager and/or FRC
intermediary upon request.
Community Case
Manager, Housing Case
Manager, Family
Resource Supervisor
Personnel, training,
travel
Page 5 of 7
Rev. 9/6/2023
a
'COLORADO
Department o2 Early Childhood
Exhibit A
C.6 Participate in
Implementation Support Plan
As requested by
FRC
intermediary
and/or CDEC
FRC intermediary partner may request
participation based on quarterly data
monitoring, training completion, COP
attendance, and site visit summary.
Implementation Support Plan
creation and participation in at
least 80% of plan tasks by
stated deadlines.
Community Case
Manager, Housing Case
Manager, Family
Resource Supervisor
Personnel
C.? Invoieee
Monthly
Invoices submitted monthly to ODEO
Shall submit monthly invoices
as outlined in the contract .
Final billing
must be submitted earlier to
account for the end of the fiscal
year
Fiscal Division
Director, Family
Resource Division
Director
Personnel
C.8 Submit annual reports to
CDEC
Yearly
Reports shall be submitted by deadline
and include all requested information.
Reports shall be submitted to
CDEC yearly on a state fiscal
calendar year.
Family Resource
Supervisor
Personnel
Page 6 of 7 Rev. 9/6/2023
COLORADO Exhibit A
Department of Early Childhood
SCHEDULE/IVIILESTONES
• 100% of families served using FRC funds will have FDS activities documented in the CDEC Salesforce database system.
• Of total families enrolled in FDS, 80% complete initial (baseline) CFSA 2.0 and goal setting.
• Of the total families with baseline CFSA 2.0 and goal setting, 80% complete the recommended 31 -90 -day follow-up CFSA 2.0 assessment.
• At least one goal identified in the family goal plan relates back to the CFSA 2.0 Part C readiness to change as indicated by the participating
family.
• 80% of goals created with the family show positive progress over the course of participation in FDS.
• 100% of families receiving flex funding shall have flex funding documented in the CDEC data system. 100% of families receiving flex
funding shall set a related economic goal.
All staff providing FDS shall engage in at least 80% of the CFSA 2.0 and FDS COPs to strengthen skills and expand peer network.
Participation of Family Advocate and Supervisor/Management in required annual site visit conducted by FRC intermediary partner.
ACCEPTANCE CRITERIA
The acceptance of all deliverables shall reside with the Department of Early Childhood (CDEC), Family Resource Center Program. The designated
program manager shall monitor all deliverables in order to ensure the completeness of each stage of the project and that the scope of work has been
met. The CDEC program manager shall either sign off on the approval, or reply to the vendor, in writing, advising what tasks must still be
accomplished.
Page 7 of 7 Rev. 9/6/2023
Exhibit B
Alt® COLORADO
DeparMert o/ FirlyChndhwd
Colorado Department of Early Childhood
BUDGET WITH JUSTIFICATION FORM
Contractor Name
Weld County
Budget Period
July 1, 2024 - June 30, 2025
Project Name
Family Resource Center Program
Program Contact Name, Title
Julie Witkowski, FRO Division Director
Phone
970-400-6777
Email
witkowlx.weld.gov
Fiscal Contact Name, Title
Tanya Geiser, Fiscal Division Director
Phone
970-4006533
Email
titeiser@weld.Rov
PLEASE READ INSTRUCTIONS INCLUDED IN TAB A OF THIS SPREADSHEET PRIOR TO COMPLETING TAB B TEMPLATE
Expenditure Categories
Personnel Services - Salaried Employees
SFY 2025
Position Title
Description of Worts and
Fringe Benefits Include:
Fringebenefits Include Health, Dental, Life, FICA-OASDI,
FICA-Med, Short and Long Term Disability and
Gross or Annual
Salary
Fringe
Percent of Time
on Project
Total Amount
Requested from CDEC
Community Case Manager
Implement Community Case Management services
$73,299
$29,199
50.00%
551.249
Community Case Manager
Implement Community Case Management services
$84,866
$42,306
50.00%
$63,586
Housing Case Manager
Implement Housing Case Management services within
$58,125
925,929
100.00%
$84,054
Family Resource Supervisor
Supervision of the FRC Case Management
$100,789
$22,325
25.00%
$30,779
$0
$0
0.00%
$0
$0
$0
0.00%
$0
$0
$0
0.00%
$0
SO
-Personnel
$0 0.00%
$0
Total Services
(Including fltge benefits)
$229,668
C6=ttractors/Cortsultants (payments to third parties or entities)
SFY 2025
Name
Desaiptton of Item
Requested from CDEC
$0
$0
$0
$0
SO
$0
SO
$0
$0
$0
$0
Total Contractors/Consultants
50
Travel
SFY 2025
Rem
Description of Item
Requested from CDEC
Mileage to home visits
Calculated according to https://osc.colorado.gov/financial-operations/Nsca1-rules-procedures/mileage-
reimbtesement-rate for 1.5 FRC program staff to travel @30 miles per week (.67 per mile) x 52 weeks
$1,568
SO
$0
$0
$0
SO
SO
SO
$0
$0
$0
$0
Total Travel
51,56E
Supplies & Operating Expenses
SFY 2025
Item
Description of Item
Requested from CDEC
Building Social Capital
Marke2ng and wpplies for community events/support groups put on for clients aimed at promoting child
abuse prevention, supporting family and household stability, and increasing social connections.
$3,000
Office Supplies
General office supplies for employees working on the FRC program staff
$1,000
FHI Subscription
Annual Financial Health Institute Subscription
$2,495
$0
$0
$0
$0
SO
Subtotal
$6,495
Total Annual Salary +
Fringe
$102,498.00
$127,172.00
$84,053.59
$123,114.00
50.00
$0.00
50.00
$0.00
towable in MTDC
so
Page 1 of Rev 2/15/2023
Exhibit B
Rents Excluded from MTDC: (Rental costs tuition, schoiarahips/fellowshIps partldpa t wpport, equiprrlen5 capital expendituresl
Participant Support Costs
Direct costs to purchase items needed to help stabalize households who are engaged In prevention and/or
housing case management services. Items could include but are not limited to: diapers, clothing for members
of the family, food, houseware, beds and essential furniture. No gift cards will be used and direct financial
assistance to be provided separately via the alternate state approved process.
$5,000
$0
$o
Subtotal Items removed from MTDC
$5,000
Total Supplies & Operating Expenses
$11,455
Training and Technical Assistance
SFY 2025
Item
Description of Item
Requested from CDEC
Grantee Required Meetings
and Conference
CDEC required meetings and Strengthening Families Conference. Costs include registration and state
prescribed per -diem rates for food, lodging and mileage expenditures related to participation.
$2,779
Other Training
Other required and state approved trainings for FRC program staff
51,000
SD
$0
$0
So
So
So
So
So
So
$o
Total Training and Technical Assistance
$3,779
TOTAL DIRECT COSTS
$246,510
MODIFIED TOTAL DIRECT COSTS (MTDC)
Uniform Guidance 5 200.68 - MTDC means all direct salaries and wages, applicable fringe benefits, materials and supplies, services, travel,
and up to the first $25,000 of each subaward. MTDC excludes equipment, capital expenditures, charges for patient care, rental costs, tuition
remission, scholarships and fellowships, participant support costs and the portion of each subaward in excess of $25,000.
$241,510
Indirect Costs [not
to exceed 70% unless Negotiated Federal Indirect Cost rate or Negotiated State Indirect Cost rate is attached]
SFY 2025
Item
Description of Item
Requested from CDEC
Negotiated Federal Indirect
N/A
State Negotiated Indirect
N/A
10% de minimis Indirect
$0
Total Indirect
$0
TOTAL _
$2 Sid
•Figures are rounded using basic accounting standards.10.00 0.49 = 0; 0,50-0.99 = 1.
Page 2 of Rev 2/15/2023
EXHIBIT E-PII CERTIFICATION
STATE OF COLORADO
THIRD PARTY ENTITY / ORGANIZATION CERTIFICATION FOR ACCESS TO PII
THROUGH A DATABASE OR AUTOMATED NETWORK
Pursuant to § 24-74-105, C.R.S., I, Jamie Ulrich , on behalf of
Weld County Department of Human services(legal name of entity / organization) (the "Organization"), hereby
certify under the penalty of perjury that the Organization has not and will not use or disclose any
Personal Identifying Information, as defined by § 24-74-102(1), C.R.S., for the purpose of
investigating for, participating in, cooperating with, or assisting Federal Immigration Enforcement,
including the enforcement of civil immigration laws, and the Illegal Immigration and Immigrant
Responsibility Act, which is codified at 8 U.S.C. §§ 1325 and 1326, unless required to do so to
comply will Federal or State law, or to comply with a court -issued subpoena, warrant or order.
I hereby represent and certify that I have full legal authority to execute this certification on behalf
of the Organization.
Signature:
Printed Name:
Title:
Date:
Exhibit E
JamieUlrich {Feb 26, 2024 16:11 M5,
Jamie Ulrich
Director, Weld County Department of Human Services
Feb 26, 2024
Page 1 of 1 Version 6.01.2023
Greeley -Evans School District 6
I'm District 6.
February 26, 2024
Greeley -Evans I Weld County School Distnct 6
Family and Student Support Team (FASST)
Department of Human Services Prevention Program
315 N. 11th Ave, Bld A
PO Box A
Greeley, CO 80632
To whom it may concern:
I am writing to express our wholehearted support for the Department of Human Services
Prevention Program, on behalf of the Family and Student Support Team at Greeley Schools. We
believe that this program plays a crucial role in creating a supportive and nurturing environment
for the families and students in our community.
The Prevention Program has demonstrated an unwavering commitment to addressing the
diverse needs of our community members. Its proactive approach to preventing and mitigating
challenges faced by families and students aligns seamlessly with our mission to foster a
positive and thriving educational experience for every individual.
Through our collaboration with the Department of Human Services, we have witnessed the
positive impact of their prevention initiatives. The program's emphasis on early intervention,
community engagement, and comprehensive support services has proven instrumental in
empowering families and students to overcome obstacles and build resilience.
Furthermore, the Department of Human Services Prevention Program has consistently shown a
dedication to collaboration and partnership. The open lines of communication, willingness to
coordinate efforts, and the shared commitment to the well-being of our community have
strengthened our collective ability to address complex issues.
As a Family and Student Support Team, we have seen firsthand the positive outcomes that
result from the collaborative efforts between our educational institutions and the Department of
Human Services. The preventative measures implemented by the program have contributed
significantly to creating a more supportive and inclusive community for our students and their
families.
In conclusion, we wholeheartedly endorse the Department of Human Services Prevention
Program and express our gratitude for the invaluable work they do. We look forward to
continuing our collaboration and working together to ensure the well-being and success of the
families and students in our community.
Thank you for your dedication to the betterment of our community.
Sincerely,
Kristin Dalton, ED.S. NCSP, BCBA
Social Emotional Learning Coordinator
Family and Student Support Team
Greeley District 6 Schools
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