HomeMy WebLinkAbout20252903.tiffResolution
Approve Elevating Prevention in Colorado (EPIC) Request for Application
(RFA) #49960377 for Primary Substance Use Prevention Collective Impact System
Grant Program, 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 Elevating Prevention in Colorado (EPIC)
Request for Application (RFA) #49960377 for Primary Substance Use Prevention
Collective Impact System Grant Program 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 Public Health and Environment, to the Colorado Department of Public
Health and Environment, with further terms and conditions being as stated in said
application, and
Whereas, after review, the Board deems it advisable to approve said application, a copy
of which is attached hereto and incorporated herein by reference.
Now, therefore, be it resolved by the Board of County Commissioners of Weld County,
Colorado, that the Elevating Prevention in Colorado (EPIC) Request for Application
(RFA) #49960377 for Primary Substance Use Prevention Collective Impact System Grant
Program 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 Public Health and
Environment, to the Colorado Department of Public Health and Environment, be, and
hereby is, approved.
Be it further resolved by the Board that the Chair be, and hereby is, authorized to sign
said application.
Be it further resolved by the Board that Cathy Hoover, Department of Public Health and
Environment, be, and hereby is, authorized to electronically submit said application.
cc: ElL(aC/8F/oE/CH), F cT(co(R ))
g35
2025-2903
HL0058
Elevating Prevention in Colorado (EPIC) Request for Application (RFA) #49960377 for
Primary Substance Use Prevention Collective Impact System Grant Program
Page 2
The Board of County Commissioners of Weld County, Colorado, approved the above
and foregoing Resolution, on motion duly made and seconded, by the following vote on
the 27th day of October, A.D., 2025:
Perry L. Buck, Chair: Aye
Scott K. James, Pro-Tem: Aye
Jason S. Maxey: Excused
Lynette Peppler: Excused
Kevin D. Ross: Aye
Approved as to Form:
Bruce Barker, County Attorney
Attest:
Esther E. Gesick, Clerk to the Board
2025-2903
HL0058
Ct*voc+1DP4 %0OV9
BOARD OF COUNTY COMMISSIONERS
PASS -AROUND REVIEW
PASS -AROUND TITLE: Elevating Prevention in Colorado (EPIC) Application
DEPARTMENT: Public Health & Environment DATE: 10/20/2025
PERSON REQUESTING: Jason Chessher
Brief description of the problem/issue:
The Weld County Department of Public Health and Environment (WCDPHE) seeks BOCC authorization to apply
for the Elevating Prevention in Colorado (EPIC) RFA # 49960377 funding made available by CDPHE's
Prevention Services Division. This opportunity empowers communities to build a collective impact system to lead
primary prevention substance use (including alcohol, marijuana, and other drugs) efforts that align with
community needs.
• In 2022, 23.9% of Weld adults reported at least one binge drinking episode within the last month.
• 15.3% of youth in HSR 18 (Weld) compared to 14.2% of youth in the state binge drank (5+ drinks within
a couple of hours) on one or more of the past 30 days.
• 65% of Colorado students think it is wrong for someone their age to drink alcohol regularly.
• The 2022 North Colorado Medical Center (NCMC) Community Health Needs Assessment prioritized
substance and alcohol abuse and their number one community concern.
What options exist for the Board?
1. Authorize WCDPHE to apply for the CDPHE RFA.
2. Do not authorize submission of this application.
Consequences: WCDPHE will be ending a substance use prevention grant in June 2026, this award will
support a wider -reach of substance use prevention work for another 5 -years maintaining current prevention staff
and building upon the Communities that Care efforts started in Milliken/Johnstown.
Impacts: If approved and the RFA is awarded, WCDPHE will sustain 1 FTE Health Education Specialist,
support .5 FTE Evaluator, and support .10 FTE of the Program Manager.
Costs (Current Fiscal Year / Ongoing or Subsequent Fiscal Years): If successful, grant funding will
support 5 years July 2026 - June 2031) of staff salary, program implementation, and indirect costs. No county
funding is requested.
Recommendation: I recommend approval to place this item on a future BOCC agenda for formal consideration.
Perry L. Buck
Scott K. James
Jason S. Maxey
Lynette Peppier
Kevin D. Ross
Support Recommendation Schedule
Place on BOCC Agenda Work Session
Other/Comments:
2025-2903
COLORADO
Department of Public
Health £t Environment
---PROGRAM INSTRUCTIONS - REMOVE FROM THE FINAL VERSION
Program: Remember to protect this form after you have entered the appropriate information (in highlighted areas) and
before you post this document. Delete this instruction prior to posting.
CDPHE Accessibility Statement and Support
Request For Applications Cover Sheet & Signature
Page
Date:
OCT 2 7 2025
11/03/2025
RFA
Number:
49960377
CDPHE
Contact:
Marc
Marc.morgan(a�state.co.us
Morgan
Sharon
sharon.liu@state.co.us
Liu
Electronic
Applications
to:
Request
for Applications
#49960377:
Elevating
Prevention
in Colorado
(EPIC)
form
RFA
Submission
Deadline
November
5:00
Caution:
timely
p.m.
receipt.
(Mountain
Applicants
3,
2025
Time)
are
responsible
to ensure
Elevating Prevention In Colorado (EPIC) RFA
Per the attached specifications, terms and conditions
*F.E.I.N.
84-6000813
DUNS:
075757955
Authorized
Original or electronic signature acknowledge
terms and conditions of the solicitation.
Signature:
acceptance
of all
(.9
Typed/Printed
Name:
erry
L.
Buck
Title:
Chair
Weld
County
Company
Name:
Address:
1150
O St
City/State/Zip:
Greeley,
Co 80631
Phone
Number:
970-400-4226
zz5-19 03
COLORADO
Department of Public
Health £t Environment
Contact
for Clarifications:
Cathy
Hoover
Title:
Program
Manager
Phone
Number:
970-400-2371
Email
Address:
choover@weld.gov
IMPORTANT: The following information must be on the outside of the Application Packaging or referenced in the subject line if the
application may be submitted electronically:
RFA # 49960377
Applicants are urged to read the solicitation document thoroughly before submitting an application. THIS PAGE MUST BE
COMPLETED, SIGNED AND RETURNED WITH RESPONSE
This page intentionally left blank
a
Request for Applications (RFA)
Colorado Department of Public Health and Environment
Elevating Prevention in Colorado (EPIC) RFA
RFA # 49960377
Application Due Date: November 03, 2025.
Accessibility Statement and Support
Project Background and Overview
The Colorado Department of Public Health and Environment (CDPHE) serves
Coloradans by providing high -quality, cost-effective public health and environmental
protection services that promote healthy people in healthy places. The Prevention
Services Division (PSD) works with public and private partners across Colorado to
improve the health of all Coloradans. Within PSD, the Violence and Injury Prevention -
Mental Health Promotion (VIP-MHP) Branch exists to coordinate state and local efforts
toward mental health promotion, substance use prevention, and the prevention of
death and disability in Colorado due to unintentional and intentional injuries through
health policy, legislation, public awareness and education, training, assessments, and
intervention programs. The Elevating Prevention In Colorado (EPIC) funding
opportunity empowers communities to build a collective impact system to lead
primary prevention substance use efforts that align with community needs.
Purpose of funding: our goal is to support communities by combining different
funding sources at the state level to meet community needs through promotion and
prevention to tackle the root causes of substance use in Colorado.
What we are seeing in the Colorado prevention landscape for substance use:
Trends in alcohol use over the past decade among public high school students in
Colorado is promising. Alcohol use declined from 31% in 2013 to 21% in 2023. This
follows the national trend among high school youth. Similarly, fewer high school age
youth in our state reported that alcohol was easy to access in 2023 (51%) compared to
2013 (59%). It is worth noting that alcohol is the most commonly used substance,
comparatively.
Trends in cannabis use over the past decade among public high school students in
Colorado are promising. Cannabis use declined from 20% in 2013 to 13% in 2023. This
follows the national trend among high school youth. The usual method used for
cannabis consumption among youth who currently use it was smoking - more than
three of four youth (76%) smoked it in 2023. The percentage of those who vaped has
continued to rise - a trend since 2017. In 2023, vaping cannabis was twice as
prevalent (46%) compared to 2015 (22%).1
1 *Unless noted otherwise, the following information comes from the 2023 Healthy Kids Colorado
Survey administered to public high school students from The Evaluation Center, University of
Colorado Denver. (2024). Prevention Needs Assessment. Technical report submitted to the
Colorado Department of Public Health and Environment.
2
Electronic vapor product use among public high school students in Colorado declined
by 18% from 2017 (27%) to 2023 (9%). Similarly, cigarette use declined over the past
decade, with only 3% of high schooters reporting use in the past month in 2023.
Current cigarette and electronic vapor use among Colorado high school students was
lower than the national average in 2021.1
The state average for high school students who have taken a prescription pain
medication without a doctor's prescription one or more times during the past month
has declined in the past decade from 7% in 2013 to 3.5% in 2023. In the same year, 4%
of youth reported using stimulants not prescribed to them or using them differently
than prescribed. This is a new survey question, so comparisons are unavailable.
Our statewide goal is that by FY2031, the state will maintain or reduce underage
alcohol, cannabis, and prescription drug use measured by the Healthy Youth Colorado
Survey (HKCS) administered in the fall of odd numbered years.
The vision of the EPIC Grant is to use funds designated for preventing substance use
before it starts, to strengthen the ability of local communities to put into action a
comprehensive strategy for preventing substance use. This involves adopting a
Collective Impact approach, which includes utilizing frameworks like the Strategic
Prevention Framework (SPF), Communities that Care (CTC), and the Centers for
Disease Control (CDC) Policy Change Process, among others.
cn
Co
a)
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co
a)
cc
O
a)
4)
J
Theory of Change
for EPIC Grant Communities
Policy/Systems
Change only
Coalition
EBPs only
Backbone & capacity
building
Health Impact
Implementation Support
Evaluation
Coalition
(Organized Community,
Activated Community)
i
Collective Impact
+ comprehensive.
prevention
Policies &
Strategies
Evidence -
Based
Programs
3
Why? We believe that when people from different racial, cultural, economic, age,
and other backgrounds are fully involved and have an equal say, it can spark change
that comes from the community itself. We aim to achieve this by using proven
methods to prevent substance use. This involves establishing local systems focused on
preventing substance use, which will help increase the factors that protect young
people and families while decreasing factors that put them at risk for substance use.
This funding opportunity requires members of the community to take the lead in
creating lasting change. It involves tackling the root causes of unhealthy behaviors by
addressing policies, practices, and programs, leading to less substance use and
violence among youth, young people, and families, as well as better mental
well-being for them and the community.
How we interpret "primary prevention" for substance use: Primary prevention is a
public health strategy that aims to stop or delay the start of substance use. White
individual education and choice are important, we know that where we live, work,
learn, and play determines how healthy we are. Ensuring that community
characteristics are safe, healthy, and supportive is critical to reducing substance use.
We also often use the term upstream prevention, which is a strategy that aims to
prevent negative outcomes by addressing the underlying causes of problems. it
involves creating conditions that support people before they reach a crisis point.
How we interpret "comprehensive prevention" for substance use: Comprehensive
prevention is an approach that includes prevention programs, practices, and policies
that are planned and implemented in a strategic, coordinated, and complete manner.
This approach aims to prevent problems from ever happening or, if they do happen, to
address them early and effectively. Prevention programs, practices, and policies that
support and reinforce one another produce stronger health -related outcomes for
individuals, families, and communities.
Evaluation is a key to the success of EPIC grant funding: At the state level, we do
evaluation to determine if our theory of change is working and what improvements
are needed. Our statewide goal: By FY2031, the state will maintain or increase the
percentage of youth never using substances, and decrease alcohol, marijuana,
prescription drug use and other substances within the past month through EPIC
implementation of three foundational prevention strategies: Community -Based
Processes, Education, and Environmental and evidence based programs, practices,
and policies, as measured by the Healthy Youth Colorado Survey (HKCS) administered
in the fall of odd numbered years. Additionally, it is important for communities to
4
determine if their coalition and chosen strategies are creating a comprehensive
approach to preventing substance use. Data collected is used to help inform and make
adjustments for what is working or not working in the community. Each funded
community will be participating in evaluation activities as part of the grant. CDPHE
will provide evaluation support throughout the entire grant cycle. Evaluation Support
could mean creating evaluation plans, data collection of strategies implemented,
analyzing data, creating reports, and understanding how to share the data with the
community.
For this RFA, please select one (1) option that works best for your community to
apply for with the goat of working towards implementing a comprehensive approach
for substance use prevention by identifying the community or geographic area of
focus.
CDPHE will not fund more than one application to serve the same geographic
community or statewide based on topics to build a collective impact system.
Applicants are encouraged to partner and have buy -in from other agencies for leading
collective impact work. If more than one application is received to serve the same
community, the diversity and strength of support from other agencies and residents of
the community will be used to differentiate the strengths of the applicant to function
as the lead agency. A single applicant should not apply to work in more than two
identified geographic communities.
Option A - Comprehensive Prevention System: This model works best in
communities small enough to engage key leaders and grassroots participants but large
enough to implement systemic policy and environmental change. Regional coalitions
are not recommended due to challenges in engagement across multiple
municipalities. This option requires leveraging Communities That Care (CTC),
Strategic Prevention Framework (SPF), Collective Impact or other researched
effective coalition building and sustainability efforts required. This option supports
communities ready to implement a full-scale comprehensive prevention system,
including:
• A multi -sector coalition
• Policy £t systems change initiatives
• Evidence -based prevention programs
Option B - Environmental Strategies including Policy Et System Change with
Capacity -Building: This model works best in communities applying for this option that
5
may lack an established coalition but demonstrate strong leadership and commitment
to systems change. The focus is on building organizational and community capacity
to support prevention efforts. This option supports communities that are building
capacity for a full comprehensive prevention system by focusing on:
• Policy Et systems change
• Strengthening partnerships
• Laying the groundwork by building new relationships for a future prevention
system
Option C - Evidence -Based Programs with Capacity -Building: This model is best for
communities with some existing prevention efforts and a need for additional time
and support to develop a coalition infrastructure, secure long-term funding, or
enhance leadership with the goat of having a full comprehensive prevention system.
This option supports communities that have an existing program or wish to implement
evidence -based programs while building and strengthening their capacity for a full
comprehensive prevention approach during the grant cycle. The focus will be on:
• Implementing existing or new evidence based programs
• Building capacity to form a coalition
• Policy a systems change
Not sure which option to choose? To assist you in determining which RFA Option to
apply for, we have a short assessment to help you choose the best fit for your
community. This assessment is optional.
Eligibility
Eligible applicants within the State of Colorado include community based
organizations serving under-resourced populations, non profits serving Native
Americans; private non-profit entities; governmental entities including county, city,
schools, and school districts; universities, local health or human services
departments; other public entities; and faith based organizations.
CDPHE does not discriminate against any individual on the basis of race, color, ethnic
or national origin, ancestry, age, sex, gender, sexual orientation, gender identity and
expression, religion, creed, political beliefs, or disability in employment, admission or
access to, treatment or participation in, or receipt of the services and benefits under
any of our programs, services and activities. EPIC expects all persons who perform
work on behalf of or funded by the program, including all employees, volunteers, and
outside vendors (including subcontractors and grantees), to conduct such work in a
manner consistent with this policy and applicable nondiscrimination laws. The
6
Awardee shall agree to use such resources in a manner consistent with this policy and
applicable nondiscrimination laws.
The Statement of Work (SOW) Appendix C is provided to inform the work to be
completed and guide you in filling out the Budget.
Project Budget Requirements
Available funds from the state: $10,000,000 (estimated) annually for a five-year
funding cycle contingent upon meeting performance metrics and the availability of
funding.
The average award is around $320,000 per awarded applicant per 12 -month period.
The award amounts wilt vary depending on local living wages and agency requests for
costs to operate in the community.
The award minimum and maximum: Award minimum and maximum are calibrated
based on the MIT Living Wage Calculator for Colorado (2025) for a single adult with
two children, reflecting the need for equitable, livable compensation and
infrastructure support. Variations in award size consider local costs of living, staffing,
indirect costs, and community needs. Communities with lower costs of living will
require a minimum of $160,000, while communities with significantly higher costs of
living may receive up to $410,000 per 12 -month period.
Distribution of Funds across the state: CDPHE plans to award the funds to the top
scoring candidates in each of the three (3) options of the RFA. Through the HB23-1223
Grant Prioritization Task Force, managed and implemented by CDPHE, the task force,
using Colorado data, identified the prioritized counties listed below. Additional points
will be awarded to applicants in the prioritized counties.
Classification
County
Prioritized
Counties
Urban
Denver,
Arapahoe,
and
Adams
Rural
San
Luis
Alamosa,
Valley
(Costilla,
Saguache)
Conejos,
+
Las Animas
Rio
Grande,
Rural
Resort
Lake
and
Chaffee
Budget Period: Budgets are reviewed and renewed annually by state fiscal year which
is from July 1st to June 30th. The state fiscal year FY27 is July 1, 2026 to June 30,
2027. Contracts may be renewed annually for up to four additional years, contingent
7
u pon meeting performance metrics and available funding, ending no later than June
30, 2031.
Budget Requirements
An important part of any grant application is describing how you plan to spend the
money in implementing your proposed project. Applicants are required to complete
o ne (1) of the budget templates. This wilt assist the selection and evaluation of
applications to better understand your proposed project and the potential amount of
funding needed to achieve improved substance use prevention outcomes through your
project. This section will not be scored.
In addition to Cost Reimbursement, there is also an opportunity for an Advance
Payment Option that provides an opportunity to advance funding support to eligible
e ntities that can use advances to cover allowable start-up costs or expenses that are
challenging to manage through monthly cost reimbursement invoicing. More details
about cost reimbursement and advance payment option can be found in Appendix A.
When thinking through the key components of the budget, there are limitations on
what funding can be used for, as there are state and federal laws and regulations that
dictate how funds are to be spent and how they are accounted for. We all must follow
these laws to make sure we are using funding appropriately. The EPIC grant budget
requirements have been communicated in Appendix B with allowable and
u nallowable expenses of the application. Once you receive funding, our job at the
state is to ensure that the money is being used to meet requirements and align with
the community's strategic goats and outcomes to meet the goal of a comprehensive
prevention system to prevent substance use.
Once funded, we will have a team to guide and assist you in filling out the budget
template to go along with your contract to ensure we are following state and federal
laws and regulations.
Here are the key components of the budget:
• Personnel - Salaried and Hourly Employees
• Supplies Et Operating Expenses
• Travel
• Contractual
• Indirect
8
The following is a guide with common expenses on what you can potentially budget
for, which must be directly tied to your project. We are assuming that agencies that
apply follow best practices for tracking costs, such as staff time and effort, gift cards,
compensation for community member participation, receipts of supplies purchased,
etc. Keep in mind that all costs must be necessary to complete the proposed services,
reasonable use of public funds, and appropriately allocated
Personnel - Salaried and Hourly Employees (includes fringe costs)
• Any staff member to help you implement the project. This can include
full-time staff, part-time staff, new staff, and/or existing staff who will
start dedicating time directly to this project. You may need to hire staff.
Staff positions may be Project Managers, Coalition Coordinators,
Community Mobilizers, Financial Managers, Evaluation staff, etc. Ensure
that everyone on your staff is paid a living wage for the area in which
you live and work. Keep in mind that all positions listed in the personnel
section must be working directly on the project.
• The state will require that you have one full-time staff member who can
speak on all the components of the proposed grant and understands all
the requirements, and meets the deliverables of the grant. This can be
any of the positions listed above.
• The state will require that you have .50 FTE staff to oversee evaluation
requirements. This cannot be fulfilled by the 1 FTE.
Supplies Et Operating Expenses
• Supplies can be anything directly related to the project, such as office
supplies for staff on the project, food for participants in meetings,
incentives for participants enrolled in your program and project or time
and expertise of community members to contribute to the process,
compensation for community member participation, supplies for
programs, childcare at meetings, accessibility/language transcreation
and translation, communication materials such as newspaper ads to
promote your project, promotional materials, social media, meeting
space costs, registration for conferences and professional development
training for staff on project or community members on your project.
Technology needs such as cell phones, computer equipment (based on
the number of FTE for the project), subscriptions to platforms such as
Zoom, etc. Rent and utilities can also be included. These are a few of
the commonly seen costs in allowable budgets. For allowable and
unallowable expenses, see Appendix B.
9
Travel
• Travel includes costs for lodging, mileage, airfare, per diem for food,
transportation such as taxi, Uber, Lyft, rental of vehicles, and baggage
fees. This includes staff or community members participating in grantee
meetings, attending a conference, or attending a professional
development training.
• Refer to the U.S. General Services Administration website as a guide for
travel costs.
• Travel costs shall be reasonable for lodging, mileage, airfare, per diem
for food. For example, First class airfare will not be reimbursed nor will
Five star hotels/spa retreats, or meals above the govt per diem rates,
etc.
Contractual
• Contractual costs are related to hiring an agency to complete a
component of the project. Your agency is responsible for having a
contract that clearly states the work to be completed with timelines and
a budget. Your agency will be responsible for selecting the contractor
and overseeing the contract to ensure that they meet the work you want
completed to help your agency meet the project goals and outcomes.
o Example: You want to conduct focus groups with members of your
community; however, no one on your team is experienced enough
to facilitate a focus group and create a summarized analysis
report of findings from the focus group. You can contract with an
agency that specializes in this type of work. This contract would
be in the best interest of the project to meet the goals and
outcomes.
Indirect
• Indirect costs are those that have been incurred for common or joint objectives
and cannot be readily identified with a particular final cost objective or grant
account. Indirect costs may be called Facilities and Administration costs (FEtA)
at some agencies. Indirect costs are different from administrative costs in most
cases. For example, a program employee can be considered administrative and
not be included in an organization's indirect costs. Costs classified as indirect
can differ depending upon your organizational structure and accounting
practices, but some common examples include depreciation on buildings and
equipment, operating and maintenance costs of facilities, and general
administrative expenses such as the salaries and expenses of executive officers
and accounting or legal staff.
10
• If Applicant's organization or business maintains an indirect or FEtA rate and
Applicant chooses to include this cost on the application budget, it is expected
that the amount budgeted will reflect the organization's or business's approved
rate. Be prepared to submit one of the following if awarded:
o Federally Negotiated Indirect Rate Agreement: An entity that receives
funding directly from the federal government is eligible to recover
indirect costs by using a federally negotiated indirect cost rate from its
Federal cognizant agency.
o CDPHE Negotiated Indirect Rate Agreement: An entity that does not
have a current negotiated indirect cost rate with a federal agency AND
does not receive federal funds directly from a federal agency can
negotiate an indirect cost rate with the internal audit unit at CDPHE.
0 Alternatives to a negotiated indirect cost rate: de minimis indirect cost
rate: The de minimis rate of 15% of modified total direct costs (MTDC) is
available to all non -Federal entities (2 CFR 200.414(f))
o Direct Charge All Expenses: Organizations may elect to direct charge all
allowable expenses on their billings for each contract, grant, or award.
Billed costs will be subject to field review by CDPHE.
• Your agency will need to understand the indirect rate, cost type, and bases.
This will determine if you will budget for the 15% De Minimus, or you can
negotiate a state or federal indirect cost.
Please refer to the Statement of Work (SOW) Appendix C to inform the work to be
completed and guide you in filling out the Budget.
Project Requirements
Required Project Components:
The EPIC infrastructure requires regular coaching, technical assistance, and training
for communities to implement programs, practices, and policies and to evaluate
work. The following will be required foundational trainings:
• Communities That Care Training of Facilitators (if applicable)
• Prevention Core Competencies
• Prevention Ethics
• SPF Application for Prevention Success Training (SAPST)
• Elements of Effective Coalitions
11
• Additional training as deemed applicable and necessary for implementing the
work in each community.
Additional requirements include attending one or more of the following:
• State conferences - Shared Risk and Protective Factors Conference
• National conferences - National Prevention Network Conference, Collective
Impact Forum Summit
• Additional conferences as deemed applicable and necessary for implementing
the work in each community.
Formatting Instructions
Each application should follow the formatting requirements listed below for
attachments. Please follow all instructions in the EPIC Application Form for
responses to questions and attachments at the end.
Application
Formatting
Instructions
Font
New
Roman
Type
Times
Font
Size
11
Point
Spacing
Single
tine
spacing,
1"
margins
on
all
sides
(does
not
apply
to
the
templates
provided,
i.e.,
Budgets,
Financial
Risk
Assessment).
Numbering
Insert
page
numbers
in
the
lower
right-hand
corner
of
the
page.
Page
limits
Attachment
A: CDPHE
Request
for
Applications
Cover
Sheet
and
and
Signature
Page
document
• Word
template
provided
type*
•
Page
limit
not
applicable
Attachment
B: Application
Checklist
• Word
template
provided
•
Page limit
not
applicable
•
Not
required
to
be submitted
with
the
RFA
Attachment
C:
Backbone
Agency
Community
Feedback
Survey
for
Option
A only
• Submit
a
list
of
the
community
members
or
organizations
you
expect
will
participate.
each,
For
include
the
organization
name,
respondent's
name,
and
email
address.
•
community
partners
or
individuals
fill
out
this
Have
form
•
Do
not
exceed
10
responses
12
Attachment
*Additional
•
•
attachments
D:
D1
D2
Budget
-
-
Advance
Cost
Submission
wilt
Payment
not
be
(pick
Budget
accepted.
Budget
one)
Reimbursement
Headings
Labels
and
Do
application
not
modify
package.
the
names
of attachments
or
headings
in
the
Acronyms
Please
abbreviated
necessary
spell
after
out
version
acronyms
the
first
in
parentheses.
occurrence.
in
their
first
Acronyms
occurrence
may
and
be
used
add
the
as
Selection, Evaluation, and Awards
• The technical aspects of applications wilt be assessed based on the soundness
of the applicant's approach and the applicant's understanding of the
requirement. Past experience and qualifications wilt be assessed by considering
the extent to which the qualifications, experience, and past performance are
likely to foster successful, on -time performance. Technical and past experience
assessments may include a judgment concerning the potential risk of
unsuccessful or untimely performance, and the anticipated amount of State
resources necessary to insure timely, successful performance. The State may
use all information available regarding past performance as defined in
C.R.S. §24-106-107 et.seq.
• The program has carefully designed a scoring and selection process to ensure
fair selection of the best qualified applicants. The selection process is
described below. The criteria for scoring are in direct correlation to the
required application components.
Distribution of Funds across the state: CDPHE plans to award the funds to the top
scoring candidates in each of the three (3) options of the RFA. Through the HB23-1223
Grant Prioritization Task Force, managed and implemented by CDPHE, the task force,
using Colorado data, identified the prioritized counties listed below. Additional points
will be awarded to applicants in the prioritized counties.
Classification
County
Prioritized
Counties
Urban
Denver,
Arapahoe,
and
Adams
13
Classification
County
Prioritized
Counties
Rural
San
Luis
Alamosa,
Valley
(Costilla,
Saguache)
Conejos,
+
Las Animas
Rio
Grande,
Rural
Resort
Lake
and
Chaffee
Applications that fail to follow all of the requirements may not be considered.
• Financial Risk Assessment Rating in Evaluation: The financial risk rating
determined from the submitted Financial Risk Assessment Questionnaire or
FRMS rating (Local Public Health Agencies only) wilt be communicated to
reviewers during the application review process. Applications that fail to follow
all requirements may not be considered.
How to Apply
Responses must be submitted as specified in this announcement. Applications that fail
to follow all of the requirements may not be considered. Please read through each
option description carefully to decide which one will best fit your community's needs
and align to your organization's vision and capacity. You wilt be asked to choose only
one (1) of these options.
• Option A: Comprehensive Prevention System
o Supports communities ready to implement a full-scale prevention
system, including:
• organizing a multi -sector coalition
• implementing policy Et systems change initiatives
• implementing evidence -based prevention programs
• Option B: Environmental Strategies including Policy a System Change with
Capacity -Building for Future Comprehensive Prevention System
o Supports communities that are building capacity for a full prevention
system by focusing on:
• implementing policy &t systems change initiatives
• strengthening partnerships
• laying the groundwork for a future prevention system
• Option C: Evidence -Based Programs with Capacity -Building for Future
Comprehensive Prevention System
a Supports communities that wish to implement evidence -based programs
while strengthening their capacity for comprehensive prevention in the
future.
14
■ Implementing existing or new evidence based programs
■ Building capacity to form a coalition
■ Policy Et systems change
1. Application questions may be accessed as Appendix E. Application must be
submitted via this EPIC Application Form.
Required Documents
Items in this list may be added or re -ordered, but all of the attachments listed here
must be included, unless otherwise noted. Please contact the Outgoing Grants
Management Officer if you feel that any of these items do not fit the criteria for your
RFA.
All applications must include the following as attachments at the end of the EPIC
application form:
• Attachment A - CDPHE RFA Cover Sheet and Signature Page. This must be signed
with a wet -ink signature or digital signature.
• Attachment B - Applicant Checklist (if applicable)
• Attachment C - (Option A only) Backbone Agency Community Feedback Survey
Applicant Submission Form. Please list the organization name, respondent's
n ame and email address of between 5 to 10 community members or
o rganizations you expect will take the Backbone Agency Community Feedback
Survey.
• Attachment D - Choose one of the following budget templates to complete and
attach to RFA submission.
1. Advance Payment Budget
2. Cost Reimbursement Budget
• Attachment E: The Financial Risk Assessment Questionnaire which can
also be completed through Google Forms.
Instructions: If your entity is a nonprofit, for-profit business or
governmental agency, you are required to complete the financial risk
assessment questionnaire. Local public health agencies are not required
to complete the form, because they already have a risk rating assigned
via the CDPHE Financial Risk Management Survey (FRMS). Any questions
15
regarding the Risk Assessment Questionnaire must be submitted through
the inquiry process.
• A financial risk rating will be assigned for all applicants. Local
public health agencies are not required to complete Attachment
E: Financial Risk Assessment Questionnaire because they already
have a risk rating assigned by the CDPHE Financial Risk
Management System (FRMS). Colorado State Agencies and
Colorado State Institutions of Higher Education are not required to
complete the Attachment E: Financial Risk Assessment
Questionnaire. This form must be completed and submitted by all
other applicants, including nonprofits, for-profit businesses or
governmental agencies. Applicants must retain a copy of their
completed Financial Risk Assessment Questionnaire for any
additional funding applications within a 12 month period, the
same budget period. Any changes will require a new form to be
submitted. The application may not be reviewed if the completed
form is not included. The Financial Risk Assessment rating does
not determine whether or not CDPHE will fund an applicant,
rather, it determines an applicant's financial and management
strength, and the level of technical assistance and contract
monitoring necessary to help the applicant succeed with the
project if awarded. In order to incorporate all relevant
information, programs must include the financial risk rating in
their initial discussions about which applications should be
provided to the review committees and during the review
committee evaluations for funding decisions.The final application
score may be impacted by risk determinations made by CDPHE
based on information contained in the form. Scores will be
communicated to the grant review committee and may be
considered in the overall score. Technically, the score could be
impacted when the review committee members see the financial
risk assessment score. The form and guidance are part of this
announcement. For more information, please see Appendix D:
Financial Risk Assessment FAQs.
RFA business documents detail the rules and expectations for the RFA process and
outline the terms and conditions that typically appear in State of Colorado contracts.
16
Submission Instructions
Please refer to the submission instructions below. CDPHE wilt only accept electronic
submission of applications.
• This Request for Applications (RFA) is issued by the Colorado Department of
Public Health and Environment (CDPHE), also referred to as the "State". The
CDPHE contact listed in these instructions is the sole point of contact
concerning this RFA.
1. During the solicitation process for this RFA, all official communication with
applicants wilt be via notices on the CDPHE program websites listed in the
schedule of activities. Notices may include any modifications to administrative
o r performance requirements, answers to inquiries received, clarifications to
requirements, and the announcement of the apparent winning applicants.
Applicants are responsible for monitoring for publication of modifications to
this solicitation. It is incumbent upon applicants to carefully and regularly
monitor for any such notices. Applicants are not to contact any other state
office or individual regarding this RFA or this project. Applicants are not to rely
o n any other statements that alter any specification or other term or condition
of the solicitation.
2. Applications must be received on or before the due date and time as indicated
in the Schedule of Activities. Late applications may not be accepted. It is the
responsibility of the applicant to ensure that its application is received by
CDPHE listed in these instructions on or before the due date and time.
3. One completed copy of the Request for Application Cover Sheet Et Signature
Page must be signed digitally or in ink, preferably blue ink, by a person who is
legally authorized to bind the applicant to the application. Submissions that
are determined to be at a variance with this requirement may be deemed
n on -responsive and may not be accepted.
All materials submitted shall become the property of the CDPHE.
Instructions for Electronic Application
• The Application must be received electronically by no later than by the due
date and time indicated on the cover page of this document. Faxed
applications will not be accepted. Fill out the EPIC Application Form and attach
required attachments to the form.
a All attachments must be uploaded to SurveyMonkey as a PDF. This
includes your budget workbook, as SurveyMonkey does not accept Excel
files. Export your Excel budget workbook to a PDF. Make sure that all of
the necessary sheets are fully visible in the PDF. Do not include any
17
instructions or examples in the file. If needed, adjust the page
orientation to landscape.
Clearly name each attachment with your organization name followed by
the attachment label. For example, if your organization is Athena, label
Attachment A as "Athena Attachment A."
• Applications received via form will receive a message confirming the delivery.
Questions and Inquiries
Applicants may make written inquiries in this form to obtain clarification of
requirements concerning the RFA. Responses to applicant inquiries will be
published as an outline in the Schedule of Activities by October 24, 2025 at 5:00 PM
MST. No questions will be accepted after this date and time.
• Applicants will be asked to write out the question and include the section
number and paragraph number from the EPIC RFA to which your inquiry applies.
• Responses to applicant inquiries will be published as an outline in the Schedule
of Activities by close of business on the date indicated. Applicants are not to
rely on any other statements that alter any specification or other term or
condition of the RFA.
Pre -application Webinar
CDPHE will host a webinar to outline the EPIC RFA and address questions. The
webinar is scheduled for Thursday, October 2, 2025 from 3pm to 4:30 pm. To join
the webinar via registration link. The pre -application webinar is optional to
attend.
Schedule of Activities
P
Schedule
of
Activities
Timeline
Time
Date
EPIC
websites
RFA#49960377
published
on
COFP
and
CPEI
Not
applicable
September
22,
2025
Pre
-Application
•
Optional
Webinar
to attend
-
registration
3:00
PM MST
October
2025
2,
Deadline
for
applicants
to submit
written
.
5:00
PM
October
17,
MST
18
Schedule
of
Activities
Timeline
Time
Date
inquiries
•
•
Submit
October
No
date
questions
and
all
17,
time
inquiries
in
this
form
by
this
2025
2025
will
at
be
5PM
accepted
MST
after
Answers
the
RFA
is
to
published
written
inquiries
on
COFP
and
and
any
CPEI
changes
websites
to
5:00
PM MST
October
2025
24,
Application
submission
deadline
5:00
PM
November
2025
3,
Evaluation
period
Not
applicable
Nov -
2025
Dec
Estimated
notification
of possible
award
Not
applicable
January
2026
Estimated
•
•
•
the
contracted
a
resulting
maximum
sole
with
adjust
renewal
discretion
program
contract
this
effective
of
period
up
section
for
to
of
may
4
funding
date
CDPHE
for
additional
to
be
reflect
this
renewed
specific
years
the
Not
applicable
July
1, 2026
The
for
at
Check
Please
contract
project.
19
Exhibit C Budget
COLORADO
Department of Public
Health & Environment
PREVENTION SERVICES DIVISION- 12 MONTH BUDGET WITH JUSTIFICATION FORM
Original Contract Routing #
Contractor Name
Weld
County Depertmant of
Environment
Public
Health
and
Program
Title,
Phone
Contact
and
Name,
Email
Cathy
Manager,
970.400.2371,
choover@weld.gov
Hoover,
Program
Budget
Period
July
1, 2026 -June 30, 2027
Fiscal
Phone
Contact
and
Name,
Email
Title,
Bill
970-400-2122,
bfritz@weld.gov
Fritz,
Finance
Manager,
Project Name
Elevating
Prevention in Central
Weld
Contract (CT or PO) Number
Expenditure
Categories
Salaried
Personal
Services
Employees
Position Title
Description of
Work
Gross
Annual
or
Salary
Fringe
Percent
Time
Project
of
on
Total
Requested
CDPHE
Amount
from
Program Manager
Provides
part of
Program
contracting,
expenditures,
the
progrommatic
Substance
at WCDPHE.
supervision
and
reviewing
support
Use
Will
of
and
be
related
Injury
responsible
grant
and
staff,
deliverables.
oversight
Prevention
for
program
as
112,488.00
42,644.20
10.0%
15,513.22
Evaluator
This
program
attending
on
position
health
evaluation,
coalition
outcomes
will
be responsible
survey analysis,
meetings
and project
to
provide
for supporting
and
success.
updates
78,558.48
29,781.52
50.0%
54,170.00
Personal
Hourly
Employees
Services
Position Title
Description of Work
p
Hourly
Wage
Hourly
Fringe
Total
Hours
Project
# of
on
Total
Requested
q
CDPHE
Amount
from
Program Coordinator
Provides
implementation
responsible
Will
mandatory
facilitate
oversight
trainings.
for grant
coalition
and
of
program
evaluation.
reporting
meetings
activities,
Will
and
and
requirements.
be
attend
all
37.40
14.18
2080.0
107,286.40
Page 1 of January 2018
Exhibit C Budget
10 youth
Central
advisors
Weld.
Paid
representing
for attending
various
coalition
schools
in
Youth Advisors
meetings, working
meetings with
other
at events,
youth
advisors.
and
planning
10 advisors
x
20.00
720.0
14,400.00
6
hours per month
x 12 months=
720 x $20=
$14,400
As a person familiar
with
the
Central Weld
cities/towns (either
having lived
or worked
there
for
a number
of
years), this
position supports the
Coalition
by: capacity
building
and
recruitment
activities to address
gaps in coalition
participation
and
representation of parents and
school
staff;
promoting and
building
public
knowledge
and
Community Champions
support
collaborating
for strategy
with
implementation,
community
partners to
25.00
720.0
18,000.00
develop
equitable population
reach,
disseminating
information to
key
leaders,
schools,
other
youth
serving agencies, and
community
members;
and
assisting with
training, recruiting
and
supervision of Youth
Advisors.
6 Community
champions
x 10
hours per month
x 12 months
x
$25.00/hour=
$18,000
Total
Personal
Services (including
fringe benefits)
209,369.62
Supplies
& Operating
Expenses
Total
Amount
Item
Description of
Item
Rate
Quantity
Requested from
CDPHE
Printing
and
photocopying
materials
utilized
for
presentations,
trainings,
and
outreach.
Costs
based
on
historical
usage:
black
and white
$0.04/copy
x 5,000 =
Printing/Copying
$200; color
$0.08/copy
x 1250
= $100,
rack
cards
77.00
12.0
924.00
.14x2000=
$280; training
packets
50x 7.10=
$355.
200+100+280+350=
$935 which
is an average of
$77/month
Meeting supplies
Supplies
work
groups
and
materials
meetings
for
and
10 community
trainings. Estimating
coalition
meetings,
for
flip
33.75
12.00
405.00
charts
($100),
markers
($40), post -its
($150),
reusable
name
tags/table
tents
($100),
pens ($15)=33/month
Training
on grant
management
for Coordinator
($495),
Professional
Development
webinar
not
available
fees
for
for
facilitation
free
($200)
and
strategic
planning
training if
695.00
1.00
695.00
Gift
cards and
incentive
items
purchased
to
be raffled
at
Coalition
Incentives
each
per
meeting
meeting)
to increase attendance.
(12
meetings,
$100
100.00
12.00
1,200.00
Coalition
building
materials
(table
cloth
$150,
banner
for
Coalition
Promotional
Materials
events
events
$250),
($1200)
swag items
to recuit and
engage
at
outreach
1,600.00
1.00
1,600.00
Page 2 of January 2018
Exhibit C Budget
Coalition
Meeting Costs
Food
attendees,
for 12
at
coalition
$15/meal
meetings
for
approximatley
20
15.00
240.00
3,600.00
LifeSkills
Training (or similar)
Materials
LifeSkills
1000
students
materials
at
(5
$5/manual=
teacher
manuals
$5000)
at
$125=
$625, and
5,625.00
1.00
5,625.00
LifeSkills
Compensation
Training (or similar)
Funding
attending
to
the
compensate
1
-day
training
the
20 attendees
(20
x
$200=$4000)
for
their
time
200.00
20.00
4,000.00
Annual
Youth
Prevention Event
Food
attendees
aways
$1000=
for an
and
$4800
at
awards
annual
$15/meal=
youth
$1500,
$1800,
voice
and
event=
venue
guest
speaker
estimating
space=
$500,
honorariums
150
give
4,800.00
1.00
4,800.00
Sources of Strength
Compensation
Training
Compensation
annual
trainees
$480)
refresher
x
S200=
for local
adult
$4000,
trainer,
and
and
peer
2
and
leader
trainers
trainees
trainings.
at
for
$20
required
(20
for 12
hours=
4,480.00
1.00
4,480.00
Food
for Program Trainings
training
Food
(20x4x15/meal=$900)
adult
for
training,
20
for 10
people
Sources
attendees
at
4
(Botvin
different
peer
at
training)
$15/meal=
or
all
similar
-day
training,
Food
50
trainings.
mealsx15=$750;
for
5 day
Sources
SAPST
1,650.00
1.00
1,650.00
Conference Registration
Conference
Evaluator,
approved
consideration
Prevention,
Prevention
prior
Manager
Conference.
TBD
to
will
Treatment,
for 2
or
registration.
be APHA,
people-
coalition
and
the
Recovery,
either
Conference
member.
Joint
Coordinator,
Meeting
and
Conference
under
Connections
on Youth
will
in
be
500.00
3.00
1,500.00
Total Supplies
& Operating
30,479.00
Page 3 of January 2018
Exhibit C Budget
Travel
Item
Description of Item
Rate
Quantity
Total
Requested
CDPHE
Amount
from
Staff Mileage
Mileage
needed
to meet
with
organizations
and
schools
acro
0.70
2400.0
1,680.00
Conference Lodging
Conference
TBD,
lodging
for 2
people
for
4 days,
will
be at
G
170.00
8.00
1,360.00
Conference Per Diem
Per diem
for conference attendee,
potentially
out
of state,
for
80.00
10.00
800.00
Conference
Airfare
Airfare
for conference attendance
by 2 staff
members.
600.00
2.00
1,200.00
Conference
Transport
Parking
and
Ground
Parking
(2x10/dayx5
days=
$100)
and
ground
transport
($504
100.00
2.00
200.00
Total
Travel
5,240.00
Contractual
Subcontractor
Name
Description of Item
Rate
Quantity
Total
Requested
CDPHE
Amount
from
SPF SAPST Training
Contract
Substance
Strategic
Community
and
materials,
Coalition
with
Prevention
and
Abuse
Champions,
training
Members.
per
Prevention
diem
Framework
provider
Evaluator,
Price
at
the
in
Specialist
to
to
include
GSA
Year
Greeley
Coordinator,
rate.
1
to
Training
travel
bring
for
6
expenses,
in
on
Manager,
-person
the
5,000.00
1.0
5,000.00
Prosocial
Events
Mini
Central
prioirties
a
$300
available
request
awards
per
Weld
of
form
event
per
for
EPICW
schools.
city/town)
as
schools
with
well
and
allowance
Events
as
to
schools
host
post
-event
prosocial
must
will
for 18
match
be
report.
awards
required
events
the
Estimating
(3
goals
(PYD)
to
events
complete
and
in
300.00
18.00
5,400.00
LifeSkills Training
WCDPHE
training
expenses
will
for up
(estimated
contract
to 20
participants
at
with
$1000)
Botvin
(S3,500)
LifeSkills
plus
to
their
bring on -site
travel
4,500.00
1.0
4,500.00
Sources of Strength
Mini Grants
Supporting
Central
materials,
fee.
to
15
Mini
schools.
Weld
stipends
grants
current
area.
will
for
Sources
Elidgible
be
counselor
available
of
expenses
Strength
time,
for $1000
will
and
programming
include
annual
per
school
campaign
licensing
in
for
the
up
1,000.00
15.0
15,000.00
Total
Contractual
29,900.00
SUB -TOTAL
OF DIRECT
COSTS
274,988.62
Less: Expenses
per OMB
2 CFR 200
Subcontractor
in excess of
$50,000
$-
Rent
$-
Equipment
in excess of
$10,000
$-
Other
Unallowable
expenses
$9,680.00
Page 4 of January 2018
Exhibit C Budget
Total
Expenses
per OMB
2 CFR
200
$9,680.00
Modified
Total
Direct
Costs
(MTDC)
$265,308.62
Indirect
Item
Description of Item
Percentage
Total
Requested
CDPHE
Amount
from
Federally
-Negotiated
Indirect
Cost Rate
-
CDPHE-Negotiated
Indirect
Cost Rate
-
De minimis Indirect
Cost Rate*
17.56%
46,588.19
Total
Indirect
46,588.19
TOTAL
321,576.81
Page 5 of January 2018
EPIC RFA 49960377 Application questions
CDPHE Accessibility Statement and Support
Responses must be submitted as specified in this announcement. This is only a worksheet for
you to work through the questions before entering into the link provided in the
announcement.
You will be asked to choose only one (1) of these options.
• Option A: Comprehensive Prevention System
o Supports communities ready to implement a full-scale
prevention system, including:
o organizing a multi -sector coalition
o implementing policy Et systems change initiatives
o implementing evidence -based prevention programs
• Option B: Environmental Strategies including Policy Et System Change
with Capacity -Building for Future Comprehensive Prevention System
o Supports communities that are building capacity for a full
prevention system by focusing on:
o implementing policy Et systems change initiatives
o strengthening partnerships
o laying the groundwork for a future prevention system
• Option C: Evidence -Based Programs with Capacity -Building for Future
Comprehensive Prevention System
o Supports communities that wish to implement evidence -based
programs while strengthening their capacity for comprehensive
prevention in the future.
o Implementing existing or new evidence based programs
o Building capacity to form a coalition • Policy Et systems
change
Section 1: Organizational Information
1. Organization name: _Weld County Department of Public Health Et Environment_
2. Organization address: 1555 N 17th Ave, Greeley, CO 80634
3. Primary contact person:
a. Name Alyssa Galarza
b. Title Health Education Specialist
c. Email agatarza@weld.gov
d. Daytime Phone Number _970-400-2385
4. Type of organization (Select all that apply) Non-profit that serves Native
Americans
Local Health Department or Department of Human Services
5. Which Health Statistic Region(s) will you focus on? Use this map to find
the number of your region, for example, HSR 4.
HSR 18
6. Based on the Colorado Community Classification, is your proposed community
urban, rural, or rural resort.
Urban
7. Which funding category are you applying for?
Option A: Comprehensive Prevention System
Option B: Environmental Strategies including Policy Et Systems Change with
Capacity Building for Future Comprehensive Prevention System
Option C: Evidence -Based Programs with Capacity Building for Future
Comprehensive Prevention System
Section 2: Community Context (16 points total)
8. Briefly describe your organization's mission and history. (1500 character count
includes spaces)
The Weld County Department of Public Health and Environment (WCDPHE) was
established in 1938 as Colorado's second local health department and is the
longest continuously operating in the state. Its mission is to increase
partnerships to promote the health and environment of Weld County by
delivering relevant, innovative, and cost-effective services. In 2016 WCDPHE
earned accreditation from the Public Health Accreditation Board (PHAB) and
became one of only eight health departments in Colorado to do so. This
reinforces the department's commitment to continuous quality improvement,
partnerships, and accountability. WCDPHE is organized into four divisions:
Administration Et Finance, Environmental Health Services, Public Health
Services, and Community Health. The Community Health Division uses
population -based strategies to improve the quality of life in their residents and
leads a wide range of programs focused on education, prevention, and
evidence -based initiatives. These include breastfeeding support, childhood
obesity prevention, adolescent relationship education, tobacco prevention,
substance use disorder education and prevention, diabetes prevention, and
healthy eating and active living. The division also manages the public health
accreditation, risk communication, and health related public information. The
Community Health division's mission is empowering communities to improve
health through data -driven education and skills.
9. Describe your proposed community for this project. Include geographic
boundaries, key demographic characteristics, alignment with school districts,
and any existing community wide efforts. (2000 character count includes
spaces)
The proposed community for this project encompasses six school districts in
Central Weld County: Greeley -Evans School District 6, Eaton RE -2, Platte Valley
RE -7, Weld RE -1, Johnstown -Milliken RE -5J, and Weld RE -4 which includes
Windsor and Severance. These districts serve nearly 40,000 students and
represent diverse economic and cultural backgrounds. Across the five smaller
school districts, approximately 35% of students identify as minority and 39% are
eligible for free or reduced lunch (FRL). Greeley 6 is the largest in Central
Weld and serves 22,684 students alone with 73.4% who identify as minority and
67.2% qualify FRL. This reflects the areas significant diversity and need for
equitable prevention efforts. According to the 2022 Community Health Survey
(CHS), the subset of zip codes overlapping these school districts show key
demographic characteristics that inform prevention planning. About one-third
(33.1%) of residents hold a high school diploma, GED, or less while 66.9% have
some college education or a degree. In terms of race and ethnicity, 58.4%
identify as White, non-Hispanic/Latino; 36.7% as Hispanic /Latino; and 4.9% as
another race, non-Hispanic/Latino. Income data show that 20.4% of households
earn $25,000 or less, 39.2% earn between $25,001 and $70,000, and 40.4% earn
over $70,000. These demographics reflect both the economic diversity and the
social complexity. Central Weld already benefits from strong community -based
initiatives like Communities That Care (CTC), Thriving Weld, Strengthening
Families 10-14, The Heart of Weld, and Weld Waits which provide a solid
foundation for expanding coordinated and data driven prevention strategies.
10. Based on qualitative and quantitative data, what are the biggest challenges
your community faces related to youth substance use, behavioral and public
health? Include sources. (2000 character count includes spaces)
Qualitative and quantitative data reveal that Central Weld County has various
challenges related to youth substance use, behavioral health, and access to
care. Key Informant Interviews from WCDPHE's Tobacco Teams 2023 Community
Profile showed relaxed attitudes toward vaping and many thought vaping as
less harmful than smoking. Multiple students reported that vaping is
"romanticized" or tied to an identifying image and health warnings are often
dismissed with awareness of risks. Findings from the 2021 Healthy Kids
Colorado Survey (HKSC) support these concerns. While data were drawn from
about 2,100 middle and high schoolers and are not fully representative of all
Weld County youth, they align with the community trends Among these
students, 1 in 4 have tried vaping, 14% currently vape, and 25% of those users
began before the age 13. About 1 in 5 had tried marijuana, 16% used alcohol in
the past month, and 9% used substances to cope with difficult feelings in the
past year Rates were higher for genderqueer or non -binary students with more
than 1 in 3 using substances to cope with difficult emotions in the past year
The 2022 Weld CHS shows these behaviors extending into young adulthood;
residents aged 18-34, 20 4% reported using tobacco products, 11.8% vape,
22 2% use recreational marijuana, and nearly half (49.3%) drink alcohol, with -
53% of those reporting binge drinking. Behavioral health data reveal that 22%
of young adults experienced frequent mental distress, 31.7% were diagnosed
with'depression, and 36% live with a mental health condition. Community
feedback further emphasized concerns around "violence in schools,"
"availability of drugs," and "youth mental health." Discipline data from the
Colorado Department of Education (2024-2025) show that alcohol, marijuana,
and tobacco violations remain high in Greeley 6 and Weld RE -4. Together, these
findings present the urgent needs for prevention strategies focused on youth
substance use and mental well-being. i
11. Describe the steps you will use to ensure your community is engaged in
meaningful data -driven decision -making throughout this initiative. (1500
character count includes spaces)
WCDPHE will apply the Strategic Prevention Framework (SPF) to ensure
community engagement is meaningful and data driven throughout the project.
The Central Weld coalition will use data to select evidence -based programs,
decide on what initiatives to support, and measure progress in reducing youth
substance use. At the start of the project, a community needs assessment will
be done to identify risk and protective factors in Central Weld Data will be
collected from the Healthy Kids Colorado Survey (HKCS), Colorado Department
of Education discipline reports, the Weld Community Health Survey (CHS), and
any other locally sourced data. These findings will help set goals and priorities
in prevention that are directly tied to measurable outcomes. A 0.5 full time
equivalent (FTE) data staff member wilt manage data collection, analysis, and
reporting. This position will support the Central Weld coalition members in
understanding the findings and help adjust strategies based on data. The
coalition wilt track indicators such as decreasing disciplinary actions for
alcohol, drugs, and marijuana, and decreases in the percentage of students
reporting past 30 -day substance use in future HKCS results. Through regular
coalition meetings with youth, parents, and community partners will review
data and share feedback to work towards prevention priorities. This process
will engage community members efforts in substance use prevention by being
data informed, community driven, and outcome focused.
Section 3: Innovation Et Creativity (8 points total)
12. How does your proposal introduce innovative or creative solutions/strategies to
prevent youth substance use? (1500 character count includes spaces)
This proposal introduces innovative strategies by addressing youth substance
use before it begins and focusing on roost causes through early prevention and
community collaboration. As the current backbone agency for Communities
That Care (CTC) the WCDPHE personnel will transition to the Strategic
Prevention Framework (SPF) model after CTC funding wraps up in 2026. The
SPF is a community based and data driven process that emphasizes assessment,
capacity building, planning, implementation, and evaluation. WCDPHE will
engage the community not only as partners in implementation but also as
contributors in shaping prevention priorities. Key CTC principles such as youth
voice and community ownership wilt be maintained while expanding to
additional Central Weld communities. This shared decision -making process will
allow both adults and youth to share their personal perspectives to help guide
prevention efforts. Building on existing partnerships through initiatives already
at WCDPHE will increase participation with additional schools, behavioral
health providers, and community organizations. This proposal will also enhance
and promote evidence -based prevention programs that are currently in the
community while funding new programs that address prioritized gaps. This
proposal will reinforce collaboration and will create a sustainable community
led prevention system to prevent youth substance use that is unique and
comprehensive that has not yet existed in Weld County.
13. How will you incorporate community -driven ideas and solutions into your
prevention work? (1500 character count includes spaces)
Community -driven ideas and solutions will remain at the heart of prevention
planning through the Central Weld coalition and WCDPHE's partnerships. An
example of this approach occurred during the CTC initiative in Johnstown -
Milliken where coalition members identified three evidence -based programs
that were cost effective, addressed community needs, and were practical to
implement. These options were presented at a public event where community
members learned about each program and voted on a program to implement;
Strengthening Families 10-14 received the most votes and was selected. The
program is now operating in both Johnstown and Greeley with funding to
support additional cohorts. Through this proposal the Central Weld coalition
will continue this model by using community,meetings, surveys, and planning
sessions to gain input from various sectors like schools, behavioral health
providers, youth and parents Feedback from these activities will assist in the
selection of prevention strategies, community priorities, and allow coalition
members to hold accountability. WCDPHE will also use data from the
Community Health Survey (CHS) and Community Health Improvement Plan
(CHIP) to respond to priority needs. The integration of local responses and data
driven decision making under this proposal will continue to center community
voice and provide a role for residents in shaping solutions in prevention.
Section 4: Community Impact (12 points total)
14. Describe the impact your proposed project will have on your community. What
measurable changes do you anticipate? (1500 character count includes spaces)
The proposed project will strengthen prevention efforts across Weld County by
building on WCDPHE's foundation and reducing youth substance use. Using the
SPF model, it will build on existing partnerships and local data to improve
youth health, family engagement, and community connectedness. Coalition
efforts will aim to increase youth and family members participating in
prevention programs and prosocial activities so there are more opportunities to
be in safe and supportive environments. The project will also expand
collaboration between schools, behavioral health providers, and community
organizations to create consistent prevention messaging and referral pathways
Anticipated measures include improved perceptions of school belonging and
safety among middle and high school students, increase young adult access to
mental health support, improve community awareness of local behavioral
health resources, and stronger family communication and relationships.
Measurable outcomes will include a decrease in disciplinary actions related to
alcohol, drugs, and marijuana violations across school districts as reported by
the Colorado Department of Education (CDE) and a reduction in the percentage
of students reporting past 30 -day substance use in future HKCS results.
Overtime these efforts wilt contribute to more resilient youth, better
community systems, and a sustained way of prevention throughout Weld
County.
15. How wilt your proposed project address key risk and protective factors among
youth? (1500 character count includes spaces)
This project wilt address key risk and protective factors among youth through a
community -based prevention system led by the Strategic Prevention Framework
(SPF). The Central Weld coalition will use data from community assessments,
surveys, and other local reports to respond to specific challenges youth are
facing. Data shows that youth in Weld County experience disparities in
economic security, mental health resources, and educational outcomes which is
known to increase substance use and related challenges. Prevention strategies
will target risk factors like economic instability, limited parental supervision,
and limited academic success through programs selected based on community
needs. Protective factors wilt also be increased by implementing evidence -
based programs that promote life skills, resilience, and family connectedness.
Prosocial opportunities that are youth led community events and mentoring wilt
create belonging and encourage positive relationships with peers and adults.
Evidence based programs like LifeSkills Training (LST) wilt address many risk
factors by building self -management, social, and resistance skills which are
shown to reduce substance use and improve academic and behavioral
outcomes. The SPF model combined with ongoing data review will allow the
project to reduce youth risk factors and improve protective influences across
family, school, and Weld County communities.
16. What community -wide benefits (beyond substance use prevention) do you
anticipate? (1500 character count includes spaces)
The proposed project wilt provide community wide benefits that extend
beyond substance use prevention by improving overall health, resilience, and
connections throughout Central Weld County. The Strategic Prevention
Framework (SPF) wilt help guide the project and wilt promote collaboration
across schools, behavioral health providers, local government, and community
organizations to address shared community priorities. The implementation of
evidence -based programs such as LifeSkills Training (LST) and Sources of
Strength (SoS) along with expanded prosocial opportunities for youth and
families will strengthen protective factors like healthy coping, communication,
and belonging. These programs and programs alike enhance youth confidence,
improve relationships, decision -making skills, and academic and behavioral
success. Growing partnerships across systems wilt also improve coordination of
local service, reduce duplication of efforts, and grow access to prevention and
early intervention resources. Overtime this will contribute to healthier
communities which wilt promote positive youth development, support family
stability, greater mental well-being, and advances equitable access to health
and prevention resources. The Central Weld coalition will continue to connect
partnerships across sectors and create a more coordinated and sustainable
prevention system that contributes to long term community well-being.
Section 5: Leadership Et Organizational Capacity (16 points total)
17. Describe your organization's leadership structure and key personnel who will be
involved in this project, and how they will be involved. (1500 character count
includes spaces)
The WCDPHE is under the Weld County Board of Commissioners (BOCC) which
approves funding and assures alignment with county priorities. The department
is led by the Executive Director who ensures compliance with mandates and
supports all departments and their initiatives while fulfilling the departments
mission. The Community Health Division within WCDPHE leads prevention,
education, and planning of programs, including this project. The Community
Health Director oversees the division and supports daily operations, and the
Manager of Health Education supports program implementation, partnership
development, and grant applications. A Health Education Specialist will be the
program coordinator for this project and will meet grant requirements, ensure
program fidelity, and maintain equitable services. Community Champions who
are familiar with Central Weld communities will strengthen coalition efforts by
building capacity, recruiting members, promoting prevention strategies, and
connecting with schools, parents, and youth serving organizations. Youth
Advisors will represent local schools and will participate in coalition meetings,
community events, and planning sessions. A 0.5 FTE data staff member will
support program evaluation, analyze survey data, and provide coalition
updates on project progress. The WCDPHE's fiscal team will manage financials
so proper use and accountability of funds will be performed.
18. How is your organization or partner organization best positioned to be the
backbone for collective impact work? (Include references to Backbone
Leadership is Different.) (2000 character count includes spaces)
WCDPHE is best positioned to be the backbone for collective impact work due
to being the longest continuously operating local health department in
Colorado. The department has been accredited by the Public Health
Accreditation Board (PHAB) since 2016 and has demonstrated its ability to meet
national standards across the 10 Essential Public Health Services like
continuous quality improvement, performance management, and community
engagement. This ability to produce annual reports, document progress, and
maintain accreditation reflects its strength in accountability and management.
WCDPHE's role aligns with the principles in the Backbone Leadership is
Different which emphasizes that backbone organizations are not direct service
providers but coordinate partnerships, aligns goats, and support collaborative
work. The department's Community Health Division brings organizations
together, guides shared visions, facilitates collaboration, and focuses on shared
measurements. They lead initiatives like Communities That Care, Thriving
Weld, the Community Health Improvement Plan, Relationship Education:
linking adolescents, transforming expectations (RELATE), Heart of Weld,
Tobacco Education and Prevention, and Weld's Healthy Plate; to mention a few,
all rely on cross sector collaboration and data driven planning. Additionally,
WCDPHE fulfills other backbone functions such as building community voice,
advancing policy, and acquiring the necessary resources through efforts like the
Community Health Survey (CHS) and Community Health Improvement plan
(CHIP). The Community Health division at WCDPHE builds connections,
strengthens community resources, and ensures residents voices are included.
With these respectable qualities at WCDPHE it is well positioned to be the
backbone for collective impact.
19. Share an example of when your organization lived up to its values and
commitments. (1500 character count includes spaces)
WCDPHE demonstrates its values through equitable initiatives and strong
community centered programs that increases accessibility to care. An example
is the mobile health clinic which brings public health services to rural and
underserved communities. Through this initiative Community Health Workers in
the Community Health Division and Public Health Nurses in the Health
Department's Clinic work together to host STI testing, blood glucose
monitoring, and health education at no cost These services provide
accessibility regardless of location or circumstances and reflects WCDPHE's
commitment to reducing health disparities and improving outcomes for Weld
County residents The department also lives up to its values by collaborating
with partners throughout Weld County and focuses on bringing together
schools, behavioral health providers and local organizations to enhance
prevention and youth development. Participation in local coalitions like
Thriving Weld and the Weld Opioid Abatement Council shows the departments
willingness to highlight community voice and work together to find a solution
that best meet the needs of residents. Initiatives like these help WCDPHE stay
aware of emerging community priorities, build trust, and deliver services.
WCDPHE not only upholds its mission but also strengthens its role as a reliable
and compassionate public health leader
20. Share an example of when your organization could have handled a challenge
differently. (1500 character count includes spaces)
In April 2025, a Chevron -operated oil well in Weld County experienced a major
blowout, releasing over 25,000 barrels of fluid. The Bishop Well Incident was
caused by equipment assembly errors and led to evacuations, school closures,
and environmental monitoring in the town of Galeton and surrounding areas
WCDPHE was part of the unified emergency response along with Weld County
Office of Emergency Management, Colorado Dept of Public Health and
Environment, and others Chevron contained the well within days and air and
water testing showed no public health threats, but cleanup and remediation
will continue for years.
WCDPHE has determined several ways this challenge could have been handled
differently. One of the lessons learned was around communication. Due to the
nature of the challenge, only certain roles within WCDPHE were included in the
incident command structure - these roles were kept up to date on the most
current information related to the incident. However, communication
challenges emerged when information related to the incident was released to
the public and shared through social and news media channels before
information was shared with all WCDPHE staff or other relevant County staff.
This led to fragmented knowledge about the incident and staff gaining
information from media sources or community members rather than the
incident command for the event. WCPEHE has since updated processes to
ensure a clear path for timely communication in future incidents.
Section 6: Collaboration Ei. Partnerships (12 points total)
21. What current and future key interest holders and partners wilt be engaged in
your prevention work? (e.g. schools, public health agencies, law enforcement,
e tc. )(1500 character count includes spaces)
WCDPHE is positioned in the community through partnerships with school
districts, nonprofit organizations, government entities, and behavioral health
o rganizations. These relationships have been developed through existing
initiatives such as Community That Care (CTC), Heart of Weld, RELATE, Thriving
Weld, and other programs within the Community Health Division that focus on
prevention, education, and wellness. Current partners include schools engaged
in health education and prevention programs, behavioral health providers such
as North Range Behavioral Health, health systems including Banner Health,
UCHealth, Sunrise Community Health, and Intermountain Health. Local
government partnerships include the Weld County Board of Commissioners and
other Weld County departments that have similar objectives of prevention and
community health. Nonprofit and community organizations including Catholic
Charities, the Community Foundation, and faith -based service groups also
support WCDPHE initiatives. Future collaboration will expand prevention work
in other entities including school districts and other youth serving organizations
where the Health Department does not currently have a presence. WCDPHE
will also continue to engage community members through coalitions, the
Community Health Survey (CHS), and the Community Health Improvement Plan
(CHIP) to strengthen collaboration across sectors so prevention strategies are
informed by local needs and community voice.
22. How will you ensure strong community collaboration and coalition -building?
(2000 character count includes spaces)
The Weld County Public Health Department and Environment (WCDPHE) has
extensive experience coordinating community coalitions and these skills will be
u sed to expand prevention efforts across Central Weld. The department has
served as the backbone agency for Communities That Care (CTC) since 2016
and has built trusted partnerships with schools, parents, youth, and local
o rganizations that will continue under this proposed project. This grant focused
o n the towns of Milliken and Johnstown, but the coalition structure and
partnerships created under CTC will continue to support prevention moving
forward. Expanding to "Central Weld" will allow additional towns to be included
which will allow greater community voice in planning and decision making. This
will allow WCDPHE to share a common community agenda, focus on population -
level outcomes, and motivate a network to work together Coalition meetings
will be hosted in a central location, like Greeley, with surrounding communities
represented to ensure incluswity among neighboring communities Each
participating area will identify and hire a community champion to share
updates, recruit members, and bring information from the larger coalition back
to their community so there is a two-way flow of communication and
engagement. WCDPHE will also facilitate training opportunities and structured
planning sessions using the Strategic Prevention Framework (SPF) to guide the
process. This approach will help coalition members structure common goals,
track progress using shared measurements, and celebrate successes. WCDPHE
will also use its experience with the Thriving Weld coalition which engages
more than 60 organizations countywide to improve health of Weld County
residents. Constructing the Central Weld coalition with the various partnerships
established through CTC and Thriving Weld will result in a stronger and more
cohesive approach that reflects the needs and voices of residents and supports
sustainable data and informed youth prevention work.
23. How will you engage youth, parents, and historically marginalized groups in
decision -making? (1500 character count includes spaces)
Youth, parents, and historically marginalized groups will remain centered in
decision making through this project. Youth will serve as coalition members on
the Central Weld coalition and Youth Advisors will represent schools from
additional districts. They will participate in meetings, planning sessions, and
community events where their experiences and knowledge of young people's
needs will help decide strategies and outreach methods. Parents and caregivers
have been engaged through other initiatives like Strengthening Families 10-14
hosted by WCDPHE, which builds family relationships, communication, and
shared decision making. This program encourages feedback to inform
prevention strategies that align with family priorities. Historically marginalized
groups will continue to be engaged and represented though WCDPHE's
community based and data informed process by utilizing the SPF model. Data
from Kids Count 2025 show that youth in Weld County experience disparities in
economic security, mental health access, and education. Recognizing these
groups will be essential in prevention efforts so strategies meet the needs of
this group. WCDPHE's ongoing work through the CHS and CHIP offers ways for
residents including youth and historically underserved populations to provide
feedback and guide priorities. This layered approach allows youth, parents,
and community members to have a rote in shaping prevention activities,
accountability, and guaranteeing diverse voices in Central Weld.
Section 7: Environmental Strategies including Policy &t Systems Change (For those
applying for Option A or Option B) (16 points total)
24. Describe your experience with environmental strategies including local or
organizational policy and systems change work. (2000 character count includes
spaces)
N/A
25. What environmental strategies including local or organizational policy or
systems change will you prioritize? (1500 character count includes spaces)
N/A
26. How wilt your proposed project address root causes of youth substance use at
the systems level? Address at least one risk and one protective factor using the
resource linked above. (1500 character count includes spaces)
N/A
27. What approach will you use to ensure selected policy and system change
strategies are sustainable? (1500 character count includes spaces)
N/A
Section 8: Implementation of Evidence -Based Strategies and Programs Resource (For
those applying for Option A or Option C) (12 points total)
28. Which evidence -based prevention programs (EBPs) do you plan to implement?
(1000 character count includes spaces)
The proposed projects plan is to implement LifeSkills Training (LST) and support
the expansionrof Sources of Strength (SoS) in additional Central Weld schools.
LST teaches self -management skills, social skills, and resistance skills This
program is designed to prevent tobacco, alcohol, and marijuana, as well as
violence and other risk behaviors and is a Blueprints Certified Model+ program
SoS is a strength -based upstream prevention program that promotes resilience,
help seeking, connection, and healthy coping SoS is already active in some
schools within Central Weld, this project will support additional schools by
providing training materials, and implementation support. This program offers
structured training for youth peer leaders, adult advisors, and trainers While
these programs align with community data and prevention needs, we intend to
confirm this though feedback from the Central Weld coalition as well as
additional community input to ensure the programs are community driven.
29. How do the selected EBPs align with your community's needs and data? (2000
character count includes spaces)
The proposed selected evidence -based programs of LST and SoS directly follow
behavioral health and prevention needs in Central Weld County and findings
from local data shows the need for early prevention. The 2022 CHS shows that
Weld County adults aged 18-34, 22% experienced frequent mental distress,
31 7% had been diagnosed with, depression, and 36%'are living with a mental
health condition. Almost half of those individuals who felt they needed
counseling did not receive it. Substance use is a similar concern as 20.4% of
young adults use tobacco, 11 8% vape, and 22.2% use recreational marijuana
which is suggestive that prevention efforts should begin before high school.
The 2021 Weld HKCS also supports these findings as they found that 1 in 4 high
school students have tried vaping, 14% currently vape, and 25% began before
age 13. Around 1 in 5 high school students had tried marijuana, 16% drank
alcohol in the past month, and 9% used substances to cope with negative
emotions. The Weld Tobacco 2023 Community Profile provided more
information on how youth presented relaxed attitudes towards vaping, peer
influence, and misconceptions about harm; adults pointed out the need for
school -based education and youth engagement in prevention. The Kids Count
2025 report adds that youth in Weld County face disparities in economic
stability, mental health access, and educational opportunities LST directly
responds to these needs by teaching self -management, social, and resistance
skills which are protective factors proven to reduce substance use. SoS also
compliments these efforts by building peer to peer and adult support networks,
promoting hope, help seeking, and healthy coping strategies. These programs
together address the root causes of youth substance use by providing a
comprehensive, data driven, and a sustainable approach that strengthens
protective factors and supports long term youth well-being across Central Weld
County.
30. Describe how you will ensure fidelity and effectiveness in implementing EBPs.
(2000 character count includes spaces)
To ensure fidelity and effectiveness in implementing evidence -based programs,
WCDPHE will follow the fidelity standards outlined by programs and following
the Strategic Prevention Framework (SPF). For programs like LifeSkills Training
(LST) fidelity will be maintained through training, use of program manuals,
implementation guides, technical assistance, and regular process monitoring to
ensure each program is delivered as intended. The programs fidelity tools
include checklists, teacher manuals, guides, and classroom assessments that
confirm content is being delivered correctly. The LST program also
recommends ongoing training, coaching, and classroom observations to ensure
instructors maintain high quality implementation. For Sources of Strength (SoS)
fidelity will be guided by following the national programs structured training
model. WCDPHE will work with certified SoS trainers and assist schools to
implement and schedule fidelity checks. The Central Weld coalition will track
completion of implementation steps like training, ongoing campaigns, and peer
leader engagement which are a part of the SoS fidelity requirements. Program
monitoring and evaluation will be supported by WCDPHE's data team, including
a 0.5 FTE program evaluator who will collect data from fidelity checks, session
evaluations, and participant feedback. This team will report findings to the
Central Weld coalition to measure impact and effectiveness. All evidence -
based programs will have similar best practices and WCDPHE staff have
extensive experience implementing programs that require fidelity monitoring.
Any program selected will go alongside the SPF process of assessment,
planning, implementation, and evaluation and conclude with outcome
evaluation. Fidelity checks, trained personnel, technical assistance, and
WCDPHE's established data collection will ensure evidence -based programs are
implemented with integrity, consistency, and measurable impact.
Section 9: Sustainability Et Long -Term Impact (12 points total)
31. How will your proposed project ensure long-term sustainability beyond this
funding period? (1500 character count includes spaces)
WCDPHE will implement the Strategic Prevention Framework (SPF) to guide
coalition efforts to establish sustainability that will be included in all phases of
the proposed project. SPF was intentionally selected because sustainability is
embedded in its core principles, emphasizing data driven planning, community
ownership, and continuous evaluation so efforts are sustained beyond grant
funding. The Central Weld coalition will increase capacity in the community by
expanding partnerships, training local leaders, and integrating prevention
strategies into existing systems like schools, behavioral health networks, and
youth serving organizations. Integrating prevention activities into already
established community structures will assist in long term stability. Programs
such as LifeSkills Training (LST) and Sources of Strength (SoS) will be considered
as they have low -ongoing costs, high accessibility, and are proven to be
adaptable to any community. LST can be sustained through teacher trainings
and schools acquiring curriculum that has minimal continual costs. SoS builds
youth and adult leadership that continues peer led' prevention work beyond
initial funding. WCDPHE's data team will also work towards sustainability by
the collection of outcome data and program evaluations so communities will be
equipped to demonstrate the impact and advocate for continued support
beyond the grant period. The proposed project extends beyond funding as it
includes building community capacity, leadership, and cultural competence
Incorporating community champions, youth advisors, and strong partnerships
will give the Central Weld coalition the knowledge, tools, and foundation
needed to adapt and thrive long after the five-year funding cycle ends
32 What strategies will 'you use to secure additional funding or resources to
continue this work? (1500 character count includes spaces)
WCDPHE will pursue multiple strategies focused on diverse funding, partnership
alignment, and outcome driven promotion to continue this work. The
department will seek additional federal, state, and local grants aligned with
our prevention and behavioral health goals WCDPHE will also utilize its
existing initiatives, programs, and established partnerships to share resources
and reduce duplication of efforts These strong collaborations strengthen the
department's ability to apply for funding collectively, share in kind support,
and sustain shared prevention foundations This is necessary for the work to
continue as incentivizing coalition participation for youth and adults for their
contributions will require continued funding WCDPHE's data team will collect
and report measurable outcomes throughout the grant cycle to demonstrate
program effectiveness and community impact. These findings wilt be used to
make the case for continued investment from county leadership, partner
agencies, and future funding opportunities. The Central Weld coalition will also
engage local businesses, education partners, and hospitals to explore
sponsorships, community donations, and non -financial contributions like space,
staff time, and materials. Success stories and evaluation findings will be shared
through annual reports, media, and public presentations to strengthen
engagement, attract new supporters, and encourage community ownership of
prevention efforts.
33. Describe how you will integrate sustainability and environmental stewardship
into your project. (1500 character count includes spaces)
Sustainability will be integrated as a core principle of the Strategic Prevention
Framework (SPF) and reflected across all project activities. The proposed
project will include training and capacity building so youth, parents, and
coalition members gain the knowledge and leadership skills needed to continue
prevention work after the funding period. This includes training community
champions and youth advisors who will take on leadership roles in prevention
and that coalition members are equipped to maintain initiatives and
partnerships long term. Environmental stewardship wilt be prioritized through
WCDPHE by implementing operational practices that are sustainable and
reduce waste or resource use. This will be integrated by using digital outreach
techniques instead of materials being print on to paper, meeting virtually when
able to reduce travel emissions, and reusing materials in programming and
community events. Prevention education will also highlight the link between
environmental health and community well-being to promote WCDPHE's mission
of creating a healthy environment for all Weld County residents. These
integrations within the project sustain prevention outcomes and model
responsible stewardship of financial and environmental resources during and
beyond the five-year funding cycle.
Section 10: Health Impact (Impactfut practices for improving access to prevention
programs, policies, and practices for disproportionately affected populations) (12
points total)
34. How does your organization prioritize addressing health impact across different
populations in its work? (Please provide examples from current work)(1800
character count includes spaces)
Findngs in the CHS and CHIP have directed WCDPHE's focus on reducing
disparities by tailoring strategies to address different populations. Programs
within the Community Health Division are rooted in language access, cultural
responsiveness, and collaboration. An example of this is the Heart of Weld
program that supports individuals at risk for type 2 diabetes through a year-
long lifestyle change that promotes healthy eating, physical activity, and stress
management. Classes are offered in both English and Spanish; in person and
virtual so language and accessibility needs are met. Many Community Health
Workers (CHW) are predominantly bilingual and assist with program delivery,
provide interpretation, and help individuals navigate care systems. When the
departments mobile clinic is out in the community, the CHW's assist with
health screenings and education to rural and underserved communities so
services are received regardless of barriers. Programs like Healthy Eating Active
Living (HEAL), Childhood Obesity Prevention, and Healthy Plate expand to
various populations by offering hands on nutrition classes, improving food
availability, and promoting physical activity. Coalitions like Communities That
Care (CTC) and Thriving Weld use local data to inform community directed
initiatives that improve health systems and other factors including housing,
transportation, and safety. Prevention programs like RELATE, Substance Use
Disorder (SUD) Education and Prevention, and Strengthening Families 10-14
address mental well-being, healthy relationships, and positive youth
development. Providing language access, cultural responsiveness, and
collaboration is essential in every initiative at WCDPHE and will remain central
to improving population health.
35. How wilt your proposed project address disparities among disproportionately
affected communities? (1800 character count includes spaces)
The proposed project wilt target inequities in substance use, mental health,
and access to care to address disparities among disproportionately affected
communities in Central Weld. The 2022 Weld CHS showed that young adults
aged 18-34 show significant differences in health behaviors by gender, income,
and mental well-being. A higher percentage of males were more likely to use
tobacco 37.4% and vape 23% compared to females 12% and 6.2%. Those
experiencing frequent mental distress were more likely to use recreational
marijuana 54.2% than peers without distress 13.9%. Alcohol use was highest in
those above 250% of the federal poverty level 72.6% compared to those below
250% at 32.2%. The 2024 Colorado Health Information Dataset (CoHID) reports
that drug related overdose deaths were most common in males (41) compared
to females (19) and intentional self -harm (suicide) deaths were significantly
higher in men (53) than women (14) in Weld County. These patterns correspond
with Kids Count 2025 findings that overdose and suicide rates in Colorado has
risen steadily since 2016 and continues to show mental health and substance
use challenges. Statewide HKCS 2023 data also show disparities in youth as
white students reported higher alcohol use 23.5% and binge drinking 14% than
Hispanic/Latino students 18% and 10.7%. The data also showed that
Hispanic/Latino youth were more likely to try marijuana 6.3% and vaping 9.4%
compared to white youth 4.3% and 7% before the age of 13. With the SPF in
place the project will deliver evidence -based programs to strengthen coping,
resilience, and belonging. The project will ensure equitable access for
Hispanic, rural, and low-income populations by using built partnerships and
data monitoring to reduce disparities and improve behavioral health outcomes.
36. Describe how your organization will ensure accessibility and cultural
responsiveness in program implementation. (1800 character count includes
spaces)
Accessibility and cultural responsiveness are rooted at WCDPHE at every stage
of program implementation. Programs are designed using local data to identify
access gaps by language, location, and population groups. Implementation
materials, outreach, and evaluation tools are available in English and Spanish
white interpretation services are provided for other languages. Community
Health Workers (CHW) provide an important role in implementation by
conducting outreach, supporting recruitment, and facilitating classes in
culturally sound ways. The departments mobile health unit supports
implementation by taking services like immunizations, STI testing, health
screenings, and Narcan distribution to rural and underserved neighborhoods.
This practice allows residents access to programs without transportation or
cost barriers. The Public Health Clinic offers low or no cost reproductive
health, family planning, and vaccination programs with interpretation
assistance. Cultural responsiveness is reinforced during program
implementation by providing training on inclusivity and trauma informed
approaches. WCDPHE also ensures LGBTQ+ residents receive affirming services
by maintaining nondiscrimination policies and assuring staff education is
consistent with public health best practices. This relates to Central Weld data
from HKCS showing higher rates of mental distress and substance use in
LGBTQ+ youth and is also seen in state data in the Colorado Health Access
Survey. Evidence based programs are implemented in flexible formats such as
being offered online, in person, or through community sites to meet
participants cultural and logistical needs. WCDPHE ensures all residents
regardless of language, identity or geography can participate and benefit from
prevention programs that are tailored to them.
Section 11: Capacity Building (8 points total)
37. If applying for Option B or Option C, describe how this funding wilt help build
your organization's capacity for future comprehensive prevention work. (1500
character count includes spaces)
This funding will build WCDPHE's capacity for future comprehensive prevention
across Central Weld by boosting staffing, structure, and evaluation systems.
Having a Program Coordinator, Evaluator, and six Community Champions will
create the staffing foundation needed to coordinate, monitor, and expand
prevention activities after the funding period. The Evaluator will establish data
collection and analysis processes for program fidelity and continuous
improvement across multiple communities. The funding also supports ten Youth
Advisors who will represent schools across Central Weld, so their perspectives
are shown throughout prevention planning. Investments in professional
development like the Strategic Prevention Framework (SPF) and Substance
Abuse Prevention Specialist Training (SAPST) will build local skills to sustain
evidence -based prevention practices long term. WCDPHE will expand evidence -
based programs to more schools by adding LifeSkills Training (LST) and Sources
of Strength (SoS) or alike that will maintain quality and reach. Coalition
building supplies, community incentives, and prosocial mini grants wilt
energize community engagement and ownership. This funding will position
WCDPHE to maintain prevention coordination, secure future grants, and use
data driven prevention systems through dedicated staff, structured evaluation,
and trained community partners who will continue prevention work across
Weld County.
38. What technical assistance and/or training would be beneficial to your
organization as you implement this project? (1500 character count includes
spaces)
Technical assistance and training that promote shared [earning and
collaboration would be highly beneficial as WCDPHE implements this project.
Opportunities to connect with other EPIC grantees through peer learning
sessions or statewide meetings would allow for exchange of ideas and lessons
learned. These discussions would help identify and solve barriers so prevention
across communities could be stronger. Webinars, trainings, and coaching
provided by CDPHE has been valued by WCDPHE as this consistently enhance
staff knowledge on various topics. Continuing these learning opportunities will
allow the EPIC grant to be implemented with fidelity and ongoing
improvement. Support in sustainability, using data for funding opportunities,
and integrating prevention strategies into community systems will continue to
build the skills of staff for tong term success. These opportunities will increase
skills in individuals and within the department to sustain prevention work
beyond the funding period.
Section 12: Budget Et Funding Request (12 points total)
39. Which reimbursement mechanism are you applying for, cost reimbursement or
advance payment? Please select the budget template to complete.
Cost Reimbursement
40. Provide a written overview of your proposed budget, including projected costs
for coalition -building, policy/systems change efforts, and evidence -based
programming. Refer to the EPIC Statement of Work to assist you. Be sure to
include total projected costs in your narrative. (1500 character count includes
spaces)
The 12 month budget of $321,576.81 supports all Primary Activities and Sub
Activities outlined in the EPIC SOW. Personnel ($209,369) funds a 1.0 FTE
Program Coordinator, 0.5 FTE Evaluator, and Program Manager (Primary Activity
1, Sub Activity 1.1-1.3), plus six community champions and ten youth advisors
(Primary Activity 2, Sub Activity 2.2-2.4). Coalition engagement costs refer to
printing/copying, meeting supplies, coalition promotional materials, and
coalition incentives align with Primary Activity 2 to ensure inclusive and welt
attended meetings costs a total of $4,129. Professional development,
conference (registration, lodging, per diem, airfare, and parking and ground
transport) addresses SOW Standards and Requirements where professional
development is required and totals $5,755. Staff mileage ($1,680) supports
Central Weld coordination and access for meetings listed in SOW accessibility
requirements. Implementation of evidence -based programs (Primary Activity 3)
includes LifeSkills Training (or similar) Materials, LifeSkills Training (or similar)
Compensation, Sources of Strength Training Compensation, Food for Program
Traimngs, SPF SAPST Training, LifeSkills Training, and Sources of Strength Mini
Grants and totals $40,255. In the SOW Standards and Requirements (the
contractor shall use positive youth development) relates to Prosocial Events in
the budget and totals $5,400. Indirect ($46,588.19) provides administration
oversight across all activities.
In Section 13, you will upload a completed copy of your budget workbook as
Attachment D
41. Describe your organization's financial management capacity and past
experience managing grant funds. (1500 character count includes spaces)
WCDPHE has extensive previous experience in managing complex federal and
state funding for many decades. The department currently oversees over 25
active grants totaling approximately $5 million The finance division includes
four experienced staff members responsible for grant administration, fiscal
oversight, and compliance with federal and state regulations. WCDPHE's fiscal
team will guarantee expenditures are related to the EPIC Statement of Work
and support transparency, accountability, and effective stewardship of funds.
The departments history of successfully managing complex grants reflects its
capacity to responsibly administer new grant awards and deliver impactful
public health programs.
Contract Form
Entity Information
Entity Name* Entity ID*
COLORADO DEPARTMENT OF @00000766
HEALTH
Contract Name *
ELEVATING PREVENTION IN COLORADO (EPIC)
APPLICATION
Contract Status
CTB REVIEW
, New Entity?
Contract ID
10019
Contract Lead *
BFRITZ
Contract Lead Email
bfritz@weld.gov;Health-
Contracts@weld.gov
Contract Description *
ELEVATING PREVENTION IN COLORADO (EPIC) APPLICATION
Contract Description 2
Contract Type *
APPLICATION
Amount *
$321,577.00
Renewable*
NO
Automatic Renewal
Grant
IGA
Department
HEALTH
Department Email
CM-Health@weld.gov
Department Head Email
CM-Health-
DeptHead@weld.gov
County Attorney
GENERAL COUNTY
ATTORNEY EMAIL
County Attorney Email
CM-
COUNTYATTORNEY@WEL
D.GOV
If this is a renewal enter previous Contract ID
If this is part of a MSA enter MSA Contract ID
Requested BOCC Agenda
Date *
10/27/2025
Parent Contract ID
Requires Board Approval
YES
Department Project #
Due Date
10/23/2025
Will a work session with BOCC be required?*
NO
Does Contract require Purchasing Dept. to be
included?
Note: the Previous Contract Number and Master Services Agreement Number should be left blank if those contracts
are not in OnBase
Contract Dates
Effective Date
Termination Notice Period
Contact Information
Contact Info
Contact Name
Purchasing
Review Date*
05/01/2031
Committed Delivery Date
Contact Type Contact Email
Renewal Date
Expiration Date*
06/30/2031
Contact Phone 1 Contact Phone 2
Purchasing Approver Purchasing Approved Date
Approval Process
Department Head
JASON CHESSHER
DH Approved Date
10/23/2025
Final Approval
BOCC Approved
BOCC Signed Date
BOCC Agenda Date
10/27/2025
Finance Approver
CHRIS D'OVIDIO
Legal Counsel
BYRON HOWELL
Finance Approved Date Legal Counsel Approved Date
10-'23/2025 10,23,-'2025
Tyler Ref #
AG 102725
Originator
BFRITZ
Request for Applications #49960377: Elevating Prevention In Colorado
(EPIC)
Thank you for submitting your application.
Your submission has been successfully received by the Colorado Department of Public Health and Environment
(CDPHE). ll applications wilt undergo a thorough review process following the close of the application period.
Applicants will be notified regarding possible award decisions by January 2026.
We appreciate your dedication to advancing prevention efforts in Colorado communities.
Done
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