HomeMy WebLinkAbout20232858.tiffRESOLUTION
RE: APPROVE 2024-2026 COMMUNITY SERVICES BLOCK GRANT (CSBG) PROGRAM
APPLICATION AND PLAN, AND AUTHORIZE CHAIR TO SIGN
WHEREAS, the Board of County Commissioners of Weld County, Colorado, pursuant to
Colorado statute and the Weld County Home Rule Charter, is vested with the authority of
administering the affairs of Weld County, Colorado, and
WHEREAS, the Board has been presented with a 2024-2026 Community Services Block
Grant (CSBG) Program Application and Plan from the County of Weld, State of Colorado, by and
through the Board of County Commissioners of Weld County, on behalf of the Department of
Human Services, to the Colorado Department of Local Affairs, Division of Local Government,
commencing upon full execution of signatures, with further terms and conditions being as stated
in said application and plan, and
WHEREAS, after review, the Board deems it advisable to approve said application and
plan, 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 2024-2026 Community Services Block Grant (CSBG) Program
Application and Plan from the County of Weld, State of Colorado, by and through the Board of
County Commissioners of Weld County, on behalf of the Department of Human Services, to the
Colorado Department of Local Affairs, Division of Local Government, be, and hereby is, approved.
BE IT FURTHER RESOLVED by the Board that the Chair be, and hereby is, authorized
to sign said application and plan.
The above and foregoing Resolution was, on motion duly made and seconded, adopted
by the following vote on the 27th day of September, A.D., 2023.
BOARD OF COUNTY COMMISSIONERS
WELD COUNTY, COLORADO
ATTEST: (�J .11.104:4
Weld County Clerk to the Board
BY: Oett,ti T • LtiC6
Deputy Clerk to the Board
APVE ORM:
ounty Attorney
Date of signature: MI I D317 I Z 3
Mike __--man, Chair
L. Bu , Pro-Tem
tt K. Jame
Ross
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2023-2858
HR0095
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BOARD OF COUNTY COMMISSIONERS
PASS AROUND REVIEW
PASS -AROUND TITLE: Community Services Block Grant (CSBG) Program 2024 - 2026 Application and Plan
DEPARTMENT: Human Services
PERSON REQUESTING: Jamie Ulrich, Director, Human Services
DATE: September 19, 2023
Brief description of the problem/Issue: The Department is requesting to submit the 2024-2028 Community Services
Block Grant (CSBG) Application and Plan to the State Department of Local Affairs for the use of U.S. Department of
Health and Human Services, Community Services Block Grant funds. The three-year plan for the grant will begin m
January 1, 2024, and continue through December 31, 2028. The Application and Plan identify the use of funds to provide
emergency assistance to stabilize or move households toward economic stability.
Attached you will find the three-year application and draft plan. The budget submitted will be for the projected allocation of
$275,839.00 for 2024. The three-year plan includes emergency assistance, case management and support toward
employment and training, and case management support to senior citizens and disabled populations. Additionally, it
includes training and travel costs to employees and board members as well as food and beverages for board meetings.
The Application, Plan and Budget are due by September 29, 2023, submitted through the DOLA Grant Portal.
What options exist for the Board?
Approval of the CSBG Application, Plan and Budget.
Deny approval of the CSBG Application, Plan and Budget.
Consequences: CSBG Application, Plan and Budget will not be submitted.
Impacts: The Department will not receive CSBG funding for the next three years to provide assistance to stabilize
or move households toward economic stability.
Costs (Current Fiscal Year l Ongoing or Subsequent Fiscal Years):
Funding requested for 2024: $275,839.00
Recommendation:
• Approval of the CSBG Application, Plan and Budget, authorized the Chair to sign, and the Department to submit
electronically via the DOLA Grant Portal.
Support Recommendation Schedule
Place on BOCC Agenda Work Session Other/Comments;
Perry L. Buck, Pro -Tern
Mike Freeman, Chair
Scott K. James
Kevin 0. Ross
Lori Saine
Pass -Around Memorandum; September 19, 2023 — CMS ID 7405
2023-2858
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a,„:„
COLORADO
Department of Local Affairs
Division of Local Government
COMMUNITY SERVICES BLOCK GRANT (CSBG) PROGRAM
2024-2026 APPLICATION AND PLAN
PLEASE NOTE: DOCUMENT CANNOT BE UPLOADED IN ITS ENTIRETY FOR THE APPLICATION BUT IS BEING
RELEASED TO ALLOW YOU TO DEVELOP THE CONTENT FOR EACH SECTION/QUESTION IN ADVANCE. THE
TEXT FOR EACH QUESTION WILL NEED TO BE PASTED INTO EACH SECTION.
Due September 29, 2023 through the Grants Portal
A. APPLICANT/CONTACT INFORMATION
1. Organization
2. Chief Elected Official
a. Honorific: Mr.
b. First Name: Mike
c. Middle Name:
d. Last Name: Freeman
e. Suffix:
f. Role: Chair of the Board of County Commissioners
g. Mailing Address: PO Box 758
h. Address 2:
i. City: Greeley
j. State: CO
k. Zip Code: 80631
I. Phone Number: 970-336-7204
m. Email Address:
3. Responsible Administrator (will receive all mailings) for the Application:
a. Honorific: Ms.
b. First Name: Jamie
c. Middle Name:
d. Last Name: Ulrich
e. Suffix:
f. Role: Human Services Director
g. Mailing Address: PO Box A
h. Address 2:
i. City: Greeley
j. State: CO
k. Zip Code: 80632
I. Phone Number: 970-400-6581
m. Email Address: ulrichjj@weld.gov
B. ORGANIZATION INFORMATION:
1. Federal Tax ID#: 84-600813
2. Unique Entity ID (UEI) #: 075757955
3. Service Area (Counties served by the CSBG Program): Weld County
4. State House District(s) served by the CSBG Program: 50
5. State Senate District(s) served by the CSBG Program: 13
6. Federal House District(s) served by the CSBG Program: 4
7. Amount of CSBG Projected FFY24 Allocation: $275,839
8. CSBG-related Mission Statement:
"Engaging and partnering with the community to improve the safety, health and well-being of individuals and
families through the delivery of responsive and collaborative services."
9. Project Description (Provide three to five sentences summarizing your CSBG program. This will be the
Page 1 of 12, Revised 2020
summary statement for your Exhibit B — Scope of Work in the contract):
Provide emergency assistance to stabilize or move households toward economic stability. Provide case
management and support to assist individuals and families in efforts to engage in successful employment
and training opportunities. Provide case management support to senior citizens and disabled populations.
Provide case management to families needing support with parenting, economic resources and services to
improve mental, physical and behavioral health outcomes. Provide funding to support training and travel
costs for employees and board members. Provide funding for food and beverages for board meetings and
building costs.
10. Upload a PDF of your organization's W9:
Page 2 of 12, Revised 2020
C. TRIPARTITE BOARD/ADVISORY COMMITTEE MEMBERSHIP ROSTER
1. Eligible Entity Type: ® Single County Government D Council of Governments
❑ Private CAA (501c3) ❑ Multi -County Service Agency (Public Entity)
2. Total Seats per Agency Bylaws: 15
3. Total Current Vacant Seats: 2
4. Total Number of Seats Reserved for low income sector: 5
5. Total Number of Seats Reserved for elected officials sector: 5
6. Total number of Seats Reserved for private sector: 5
7. Upload Board Roster (Please indicate the sector each board member represents):
Page 3 of 12, Revised 2020
D. BUDGET SUMMARY
1. Please upload your budget, based on the CSBG projected FFY24 amount.
2. I certify that CSBG funds will not be used for construction related expenses.
3. I certify that CSBG funds will not be used for any type of political activity.
4. I certify that CSBG funds will be used in accordance with Uniform Guidance.
E. PROJECT ELIGIBILITY
The purpose of the CSBG program is to alleviate the causes and conditions of poverty in communities. Please select the
Federal Objective(s) and National Goal(s) addressed in this application and plan.
1. Federal Objectives, as listed in IM152. (Select one or more objectives to be addressed in the Community
Action Plan submitted.)
Z Employment
❑ Education and Cognitive Development
❑ Income, Infrastructure, and Asset Building
® Housing
® Health and Social/Behavioral Development (includes Nutrition)
0 Civic Engagement and Community Involvement
® Services Supporting Multiple Domains
O Linkages (e.g. partnerships that support multiple domains)
0 Agency Capacity Building
O Other (e.g. emergency management/disaster relief)
2. National Goals, as listed in IM152. (Select one or more national goals to be addressed in the Community Action
Plan submitted.)
Grantee will be expected to report on the results of all CSBG-funded programs in relation to these goals in the CSBG IS Final Reports.
® Goal 1: Individuals and Families with low incomes are stable and achieve economic security.
® Goal 2: Communities where people with low incomes live are healthy and offer economic opportunity.
Z Goal 3: People with low -incomes are engaged and active in building opportunities in communities.
Page 4 of 12, Revised 2023
F PROJECT INFORMATION - If applying for Linkages and/or Agency Capacity Building only, indicate "not
applicable" for questions 1-4 in this section and proceed to question 5
1 Applicant must be able to demonstrate that customers of CSBG programs or services will be low-income
individuals and/or families living at 125% Federal Poverty Level or below Describe how customer eligibility based
on Federal Poverty Level is determined, verified, evaluated, and tracked for the purpose of CSBG program
activities
Income will be verified via available resources, such as the Colorado Benefits Management System (CBMS)
and Department of Labor If not available, the county will ensure collateral contact to verify over the phone or
require the client to provide verification
2 If the proposed project requires customers to complete an application or there is a selection process (e g ,
emergency assistance, human services program, etc ), describe what procedures will be used to ensure that
customers receiving assistance will be selected through an open and equitable process and that greatest community
needs are addressed
The application for emergency assistance requires confirmation that applicants are at or below 125% of
poverty and those that meet the emergency criteria as defined by the county All applicants are required to
cooperate with the application process and program requirements in order to receive support
The selection process for customers receiving CSBG paid case managers is also determined by obtaining
verification that the individual or family is at or below 125% of poverty
3 Please describe the notification process and grievance procedures for customers who are declined assistance
The customer is always mailed a letter notifying them their application has been denied and explains their
appeal rights They are also notified by phone call or email
4 If sub -recipients determine customer eligibility, please describe monitoring procedures the eligible entity uses to
ensure the federal poverty level income verification requirement, selection process and notification/grievance
procedures as listed in Question 1-3 are met If no sub -recipients are used in this program, please indicate "not
applicable "
N/A
5 If applying for Linkages, please describe how services provided will involve community partners, coordinate
services and provide and evaluate community outcomes that address poverty Please note that "information and
referral" type services are not eligible as linkages Rather, a coordinated and community -driven strategy to
improve service delivery at the community level must be described and implemented
Weld County will participate in monthly meetings of case reviews and care coordination when involved with
seniors and customers with a disability We partner to leverage monies and ensure families and individuals
basic needs are being met
G COMMUNITY NEEDS ASSESSMENT
Page 5 of 12, Revised 2023
1. Based on the results of the community needs assessment, what are the key causes and conditions of
poverty in the service area? What are the needs or causes (economic or otherwise) contributing to poverty in
the community that this application and plan will address?
Weld County Department of Human Services gathered data from our local Health Department Needs Assessment,
Internal department data, United States Health and Human Services and United Way Trend Reports of unmet needs.
We also use internal data and trends of clients receiving public assistance. With the increased cost of housing and the
lack of affordable housing, we have seen an increase in requests for rental assistance. The AMI in our community
does not match the cost of housing and other expenses.
2. Please Upload your Community Needs Assessment (PDF):
3. Please Upload Board/Advisory Committee Minutes accepting your Community Needs Assessment (PDF):
H. COMMUNITY ACTION PLAN (3 YEARS)
1. Describe how the Service and Strategies in CSBG that your agency will be working on, identified in
Section E, will address the needs identified in the community needs assessment and what are the general
services and strategies that will be used? (can add a link in application to a PDF of these together)
Weld County will be providing funding for emergency assistance (i.e. rent, utilities, clothing etc.) and health (i.e. vision,
dental, etc.) services for individuals and families to stabilize, maintain, or improve the self-sufficiency of the household.
For all individuals and families who receive emergency assistance, staff will assess the need for ongoing case
management and care planning and provide referrals for appropriate case management services if the customer is
interested and eligible. Staff working with customers who receive emergency assistance as well as Case Management
services will be assessing the need to make referrals to other medical resources and to provide ongoing case management
for youth aging out of Foster Care, seniors, disabled individuals and families needing extra support to ensure quality
living in the least restrictive setting.
2. Describe the expected outcomes for the customers or community that will be achieved. Indicate whether
each outcome is a family, agency or community level outcome.
Projected number of clients to receive case management services per year: 100. 80% of these individuals/families will
receive support and referrals for parenting, mental/behavioral health and life skills.
Obtained and/or maintained safe and affordable housing project to serve 25 families and 80% will maintain for 90 days.
-Households avoiding eviction, project to serve 25 families of those 80% of families served will avoid evictions for a
minimum of 90 days.
Provide emergency shelter to over 110 homeless individuals.
Provide emergency assistance to approximately 150 individuals/families per year, 85% will stabilize or improve self-
sufficiency by providing housing, transportation, medical and other various support.
3. How will success be measured? Include how data will be collected and the quantitative and qualitative
evaluation techniques that will be used. What are the measurement tools (evidence) and services strategy
(outputs) that will prove outcomes were obtained?.
Success will be measured by the outcomes identified in the Community Action Plan. These outcome indicators include:
-Achieve and maintain capacity to meet basic needs for 90 days
-Households experiencing homelessness receive safe temporary shelter or a hotel voucher
-Low-income households obtain self-sufficiency or stability
-Improved health and safety due to improvements in their home
-Obtained access to reliable transportation, project to serve 10 families.
-Unemployed and obtained a job
-Obtained skills/competencies required for employment
Page 6 of 12, Revised 2023
-Obtained life skills and/or mental health support
-Completed a high school diploma and/or obtained an equivalency certificate or diploma.
-Seniors (65+) who maintained an independent living situation
-Individuals with disabilities who maintained an independent living situation.
4. What other community entities, organizations, or stakeholders are contributing to this project and how
services will be coordinated? Describe how duplication of services will be avoided. Please specifically
describe any subrecipients involved.
Our team works with our community partners to leverage funds to ensure there is no duplication of services and we are
working together to support families and individuals. We attend regular community meetings with United Way, Catholic
Charities, Department of Corrections and others, to make sure we know what services are available and how to access
them. Our Outreach Team co -locates at The Family Center with School District 6, The Housing Navigation Center and
The Northern Colorado Health Alliance.
5. Describe how CSBG funds are leveraged with other cash and in -kind resources in the community. In what
ways does CSBG fill gaps in services or address unmet needs in the community?
Our Outreach Team works closely with our community partners and all Human Services divisions. They work to ensure
clients have access to all services in the community and work to leverage funds. We refer client to local partners for utility
assistance, Victims Compensation, referrals to Friends of Man and other local partners. We have a committee that
reviews all requests for assistance from Human Services case managers. The committee will refer clients to participate in
programs they may be eligible for like Colorado Works, Employment First. We also work to support them to apply for
Child Support when Appropriate.
6. Describe how the principles and practices of Results Oriented Management and Accountability
(ROMA) are used in your agency and program?
The principles of ROMA are embedded in Weld County's everyday process as demonstrated below.
Assessment -We worked with the agency doing a needs assessment to have additional questions added to determine
community need. Reviewed additional community data from partnering agencies and internally to determine needs.
Planning -Reviewed assessed data to determine the need.
Implementation -Combined funding sources to leverage existing program.
Achievement of results and evaluation -Providing services to families or individuals that may not have received the
services. Tracking data to ensure proper data collections to track and determine achieved goals and desired outcomes.
7. When was the last ROMA training accessed by the organization? Who attended, and who provided the
training?
2018, County staff attended the training. The training was provided by Colorado Community Action Association.
8. Did a Certified ROMA Trainer review this Community Action Plan prior to submission?
xYes
Page 7 of 12, Revised 2023
❑ No
Provide the name of the Certified ROMA Trainer who completed the review.
Josiah Masingale
9. Upload ROMA Trainer/Implementer Review Certification and Review Notes (PDF)
10. Please upload a copy of the Board minutes approving the Community Action Plan
I. STRATEGIC PLAN (5 YEARS)
1. What is the long-term vision for the CSBG program at your organization or department? How does this vision
address reduction of poverty, revitalization of low income communities, and/or empowerment of people with low
incomes to become more economically secure?
Partner with community agencies to address poverty in the community, by assisting them in getting clients onto public
assistance programs and connected to employment and training services when appropriate. Leverage monies between
organizations to prevent duplication of services. We do this by having a committee review all requests within Human
Services. Our case managers meet with case managers at the local shelters, employment programs, and child welfare.
One benefit of having the Department of Human Services responsible for the CSBG program is our ability to provide
responsive and seamless access to public assistance benefits.
2. What strengths, weaknesses, opportunities and threats contribute to the organization or department's
ability to achieve the long term vision indicated above. (Strengths and weaknesses are internal to the
organization. Opportunities and threats are external to the organization.)
Strengths
• Dedicated, knowledgeable, and caring Department employees between divisions
• Strong and supportive Department Leadership
• Growing, open and transparent communication
• Serving the Weld County Community
• Innovative problem -solving is encouraged and recognized as a department value
• Responsible stewards of resources
• Positive internal culture, communication, and employee engagement
• Strengths -based investment in teams and manager/supervisor training
Weaknesses
• Collaboration among programs in the community, with data sharing and confidentiality requirements
• Program evaluation, having a system in place for rating clients successes and tracking the data
• Need more consistent, strategic, data -driven decision making.
3. What long-term family, agency and/or community goals are addressed by the strategic plan?
Goal 1: (Team) Recruit, develop and retain mission -driven service -oriented employees
Goal 2: (Service) Redesign, simplify, and integrate services to achieve positive and equitable outcomes
Goal 3: (Community) Leverage and enhance community partnerships to support positive clientoutcomes and access to
services
Page 8 of 12, Revised 2023
4. How is customer satisfaction information and customer input included in the strategic planning
process?
Conducting customer surveys: WCDHS often gathers client and employee feedback through surveys. These
surveys help collect data on satisfaction levels, preferences, barriers encountered while accessing services, and
suggestions for improvement. The feedback received is then analyzed to identify patterns and trends that can
inform strategic decisions moving forward.
Analyzing customer complaints and feedback: Client and staff complaints and feedback, whether received
through direct communication or via social media channels, provide insights into areas where the company may
need to make improvements. Analyzing these inputs allows WCDHS to identify pain points and take corrective
actions to ensure client satisfaction.
Utilizing customer analytics: Customer analytics is a powerful tool that helps to understand client behavior,
preferences, and trends. By analyzing data from various sources such as website interactions, including clicks
and links accessed, WCDHS can gain a deeper understanding of the clients we service and how they navigate
the website and services, including ways to streamline information and communication.
Incorporating customer -centric goals: By including customer satisfaction and input as key performance
indicators, organizations can ensure that customer -centric goals are embedded within the strategic plan. This
may involve setting specific targets, such as improving customer satisfaction scores. These goals keep the
organization focused on meeting customer needs and driving overall satisfaction. This is stated in goal #2 of the
WCDHS Strategic Plan: Redesign, simplify, and integrate services to achieve positive and equitable outcomes.
5. How are the goals in the strategic plan supported by your community action plan? How will progress be
tracked towards the overall vision and goals expressed in your strategic plan?
The community action plan serves as a roadmap for the steps and initiatives implemented to achieve the goals
set forth in the WCDHS strategic plan. Progress towards the three goals started in the strategic plan are tracked
through a group of WCDHS staff, in collaboration with community partners and member as well as Weld County
leadership. The strategic plan team meets bimonthly, establishing objectives and/or projects that align with one
or more of the goals listed in the strategic plan focusing on either staff, community or service product. From the
meeting, subgroups are created and meet regularly until the project in complete. At each bimonthly meeting
current projects and efforts and reviewed and discussed as well as next efforts. By regularly reviewing and
adapting our strategic plan initiatives based on community needs, feedback and progress tracking, the overall
vision and goals expressed in the strategic plan can be effectively pursued and achieved. Currently there are 14
staff members serving on the strategic plan team.
o Goal 1: (Team) Recruit, develop and retain mission -driven service -oriented employees
o Goal 2: (Service) Redesign, simplify, and integrate services to achieve positive and equitable outcomes
o Goal 3: (Community) Leverage and enhance community partnerships to support positive client
outcomes and access to services
J. CHECKLIST OF REQUIRED ITEMS
This checklist includes requirements for completing the Community Services Block Grant (CSBG) Application
and Plan. Eligible entity should mark all items included in the submission, using the checklist at bottom of
page.
Document Section
Requirement Documents
Resources
A. APPLICANT/CONTACT INFORMATION
B. ORGANIZATION INFORMATION
1. Organization W9 - PDF
1. State W9 Form
C. TRIPARTITE BOARD MEMBERSHIP ROSTER
1. Board Roster - PDF
1. Board Roster template
D. BUDGET SUMMARY
1. Budget - xlsx
1. Budget Template
Page 9 of 12, Revised 2023
E. PROJECT ELIGIBILITY
F. PROJECT INFORMATION
G. COMMUNITY NEEDS ASSESSMENT
• Includes analysis of information collected directly from
low-income individuals (1.2)
Includes analysis of information from community partners
in assessing needs and resources (2.2)
Includes data specific to poverty and its prevalence
related to (at a minimum) gender, age and race/ethnicity
for service area (3.2)
• Includes both qualitative and quantitative data (3.3)
• Includes key finding on the causes and conditions of
poverty in service area (3.4)
• Reviewed and accepted by tri-partite board as
documented in board minutes (3.5)
1. Community Needs
Assessment — PDF
2. Board Minutes
accepting the
Community Needs
Assessment - PDF
1. Community Needs
Assessment Template
H. Community Action Plan
• Description of the expected outcome for the client or
community.
• Description of the measurement tool and process that will
be used to determine success.
• Description of how coordination will occur with other
programs.
Description of how CSBG funds will be leveraged with
• other resources.
• Description of any innovative initiatives being undertaken
• Outcome -based, anti -poverty focused and ties directly to
community needs assessment (4.2)
Demonstrates full use of the ROMA cycle and use of a
ROMA certified trainer (4.3)
• Accepted by tri-partite board as documented in board
minutes.
1. ROMA
Trainer/Implementer
Review Certification —
PDF
2. Board Minutes
approving the
Community Action Plan
- PDF
1. ROMA
Trainer/Implementer
Certification — .docx
I. Strategic Plan (5 years)
J. Checklist of Required Items
K. Official Board Action Taken
1. Signed Official Board
Action Taken Form - PDF
1. Signed Official Board
Action Taken Form - .docx
Completed
Attachments
Comments
❑
1. W-9 (Address where payments will be sent.) (Section B)
0
2. Tripartite Board/Advisory Committee Roster (Section C)
0
3. Detailed Budget and Narrative (Use form provided.) (Section
D)
❑
4. Community Needs Assessment (Section G)
0
5. Board Minutes accepting Community Needs Assessment
(Section G)
0
6. ROMA Trainer/Implementer Review Certification (Section H)
0
7. Board/Advisory Committee Minutes approving Community
Action Plan
(Section H)
0
8. Organizational Standards Annual Assessment
Submit online by
11/15/2023
0
9. Chief Elected Official Board Action Taken (Section K)
Page 10 of 12, Revised 2023
Official Chief Elected Official Authorization Form
Board Action taken on
September 27, 2023
Date
Submission of this form indicates official action by the applicant's governing board
authorizing application for these funds.
To the best of my knowledge and belief, statements and data in this application, including the attached
tables and other documentation, are true and correct and the submission of same has been duly authorized
by the governing body of the applicant/lead jurisdiction and other participating jurisdictions, if any.
Public Entities:
J2 —
Signature, Chief Elected Official
Mike Freeman
Name (typed or printed)
Chair, Board of Weld
County Commissioners
Title
SEP 2 7 2023
Date
Private Entities:
Signature, Board President
Name (typed or printed)
Title
Date
Page 11 of 12, Revised 2023
o2a°14 -a858'
Agency
Name:
Weld
County
Human
Services
Budget
Information
for 2024-2026
(Program
1):
Budget
Detail
Explanation
Year
A.
Direct
Personnel
(Salary)
Under
CSBG,
program.
Item,
record
Only
list the
the
time
position
number
spent
for
of positions
on the
which
salary
under
CSBG program
is requested.
Item as
is allowable.
well.
If the
Be sure
Fringe
position(s)
to
show
benefits
is
under
(are)
Computation,
should
not filled,
be noted
record
the
separately
annual
"To
in
Hire."
salary
Section
If there
for
B.
are multiple
positions already
positions
funded
of
and
the
the
same type/title
percentage of time
being
devoted
funded
through
to
the
Item
l Computation I
Federal
Funds
Accounting Clerk
$6426
per year
$ 6,426.00
Chafee
Case Manager
$35500 for
1
PTE
$ 35,500.0C
Child
Prevention
Manager
Welfare
Case
$79000
for 2 PTE
$ 71,000.0C
Personnel
(Salary)
Total
I $ 112,926.00
B.
Direct Fringe Benefits
Include
fringe benefits for individuals
paid
by CSBG funds.
These
should
not
be included
in Section A. Under
Item, list the
position title(s)
for which
fringe
benefits are requested.
If the
position(s)
to show
is
under
(are) not filled,
Computation,
record
the
annual
"To
Hire." If
fringe amount
there
are multiple
for positions
positions of
funded and
the
the
same type/title
percentage
of time
being
devoted
funded
to
through
the
program.
CSBG, record
Percentages
the
number
should
of positions under
correspond with
Item
Section
as well. Be sure
A.
Item
I Computation
I
Federal
Funds
Accounting Clerk
Employee
Benefits
$
2,624.0C
Chafee
Case Manager
Employee
Benefits
$
14,500.0C
Child
Prevention
Manager
Welfare
Case
Employee
Benefits
$ 29,000.0C
Fringe
Benefits
Total
I
$ 46,124.00
C.
Direct Operating Costs -Travel
and
Training
Under
registration
Item,
indicate
costs,
the type
airfare
of
or mileage,
travel and
accomodations
training
requested.
and
per
diem
Include
or
the
meals/expenses.
number of individuals
if
known. Show
under
computation how amount was determined,
including
training
Item
I
Computation
I
Federal
Funds
Conference
Trainings
and
Registration
Fees, mileage
reimbursement,
hotel,
meals
travel
expenses,
etc...
$
3,000.00
Travel
Total
I $
3,000.00
D. Direct Operating Costs -Supplies
Under Item, indicate the type of supplies to be purchased, as is reasonable to predict. Only supplies should be listed here. Rent, utilities, IT costs, and other expenses should be included in
the Direct Operating Costs - Other section. Include the number of items and/or frequency of purchase. Show under computation how determined. Estimates may be based on prior year's
budget or projections for planned activities.
Item
i
Computation
I
Federal Funds
Building
and
Costs
Business
rent, utilities,
IT,
office
supplies
PP
$ 16,000.00
,
Supplies
Total
I $ 16,000.00
E.
Direct Operating
Costs -Services
Under
(rent/mortgage
Item, indicate
the services
assistance,
(such
bus passes,
as Emergency
food
Services,
boxes, etc.). This
Employment
section is ONLY
Services, Nutrition Services,
for services performed
etc.) to be provided.
by your agency and
does
Show
not
under
include
computation the
sub -recipients.
detail
of services provided
Item
I
Computation I
Federal
Funds
Emergency
Relocation/moving,
vouchers,
care,
Supplies
special
license
tickets,
Certification
and
maintain
weatherization,
tools,
or
auto
and
state
hygiene
services:eyeglasses
background
fees,
employment.
repairs,
ID,
kits,
education
Rent,
background
computer
car
household
insurance,
checks
Mortgage,
training,
or
checks,
learning
repairs,
repairs,
including
Motel
car
interview
employment
payment
lab
and
furnace,
finger
physicals,
fees,
Homeless
and
prints,
translation
ESL/GED
hot
skills
water
storage
uniforms
immunizations
shelter
assessments
books
services,
vouchers,
heater,
unit.
or special
and
Employment
testing
and
furniture,
needed
transportation
clothing
job
utilities,
or
search
clothing,
for
class
support
to
a
bus
start
job,
vouchers,
fees,
supplies
passes,
-Client
food,
a job,
driver's
to
gas
child
bus
obtain
$96,589
Board
expenses
and
meeting
Food,
beverages and
office
supplies
$ 1,200.00
Services
Total1
$97,789
F.
Direct Operating
Costs -Other
Under
computation
Item, indicate
how determined.
any other
direct
This
expenses that
section is for
do
services
not fit in the
performed
above categories, including
by your agency and
does
rent,
not include
utilities,
sub
IT
-recipients.
costs, etc. Include
the
quantity or number
of items. Show
under
Item
I Computation I
Federal
Funds
Other Total
$0
G. Total
Direct Charges
(Sections A -F)
Federal
Funds
Total
Direct Charges
1
Add
Sections A -F
to total
direct
costs.
$275,839
H.
Sub
-Awards
(Includes
both
subrecpients
and
subcontractors.)
Under
primary
Item, indicate
use(s)
of funds.
the
Please
name of the
include
subrecipient.
any supporting
Show
documentation
under
description
such
of
as
services
board
whether
minutes
showing
the
recipient
subrecipient
is a subrecipient
approved,
or
and/or
subcontractor,
contracts/IGAs/MOUs
the
federal
objective(s)
with
subrecipient.
addressed
and
Item
1
Description of
Services I
Federal
Funds
i
Sub
-Awards
Total
I
$
_
I
I. Sub
-Awards
allowable
for
Indirect
Expenses
(Limited
to
first $25,000 of
each
sub
-award).
a.
of sub
$25,000
Total
-awards
each
dollar
amount
less than
=rate.
100% of sub -awards that are less
than 525,000 may be included in
calculations for indirect cost
-
b. Number
more
than
of sub
$25,000
-awards
The first 525,000 of each sub -
award exceeding the $25,000
limit may be included in
calculations for indirect cost
rate.
c. ft from
limit
2b
X $25,000
The subrecipeient total allowable for indirect expenses will calculate in the box to the right (a+c). You will add this amount to the total direct charges to
calculate indirect cost rate in the next section.
J.
Indirect
Cost Rate
Federal
Funds
1.
Federal
negotiated
indirect
cost rate of
(Please
attach
supporting
documentation.)
Enter in green cell
here:
2.
De minimus indirect
cost rate of 10%.
Enter
_%
10%
in green cell
here:
_%
3.
Not
claiming
an indirect
cost rate. (May include
administrative
costs allocated
in Sections A -F.)
Total Direct Charges
G):
$ 275,839.00
$ 275,839.00
(Section
Allowable
Total
(Section
Sub
-Award
I):
$
Total
indirect
Costs eligible
for
$ 275,839.00
rate:
The indirect cost rate indicated multiplied by total costs eligible will calculate in the box to the right.
$
K. Total
Program Budget
I
Federal
Funds
Subtotal
Direct Charges
(Section G)
$275,839
Subtotal
Sub
-Awards
(Section
H)
$ -
Subtotal
Indirect
Cost Rate (Section J,
if
applicable)
$ -
TOTAL
Grant Award
(Must match
projected
allocation.)
1$275,839
Weld County Community Needs Assessment Report
Weld County had approximately 351,829 residents Of this, 50 76% are males and 49 24% are females
9 69% of Weld County residents live in poverty The average median income is $80,720
Male poverty rate 8 62%
Female poverty rate 10 8
Hispanic poverty rate 20 4%
African/American poverty rate 38 54%
Asian poverty rate 22 23%
White poverty rate 8 15%
Multiple races poverty rate 19 99%
For Weld County, the 2022 Point In Time Count counted 236 people in Greeley in emergency shelters
(114), transitional housing (39), and unsheltered (83) Northern Colorado Continuum of Care counted
61% as male and 38% as female The count showed that 24% of the homeless population are youth, with
16% under 17 and 8% between 18 and 24 years old
A survey done by the National Youth Advocate Program showed more than 1/3 of foster youth who leave
the system in Colorado are homeless by age 21
Approximately 25 31% of the population in Weld County holds a high school degree The highest rate of
high school graduation is among white people with a rate of 83 39% The highest rate of bachelor's
degrees is among Asian people with a rate of 35 38%
In Weld, the hourly wage needed to afford a two -bedroom rental at Fair Market Rent is $24 46 The Fair
Market Rent rate for Weld County in 2022 for a two -bedroom rental was $1,272 The income needed to
sustain that rent payment is $50,880 per year or 1 9 jobs at minimum wage The average income for
Weld County renters was $37,585 60 per year The affordable rent for that income level would be $940
for a two bedroom
Based on the survey responses in the Weld County Health Department needs assessment one third of
adults are considered housing cost burdened, meaning they spend more than 30 0% of their household
income on rent/mortgage and utilities About 44 0% of Hispanic/Latino/a residents reported they were
housing cost burdened, compared to 28 4% of White, non-Hispanic/Latino/a residents and 38 8% of non-
Hispanic/Latino/a residents of another race
In Weld County available licensed childcare is insufficient to meet the needs of families with children
under 5 years of age Currently there are less than 6800 licensed childcare slots for nearly 15,000
children under the age of 5 years with all parents in the workforce Of the available child slots just under
57% are with providers who have sought and received a high -quality rating* who are able to serve
approximately 2270 children These programs represent 15 3% of programs eligible for higher
ratings Only 11 5 percent of children under the age of 18 months can access licensed care with 24 5%
of children who are 18 months to 36 months of age able to access childcare Children who are
preschoolers have access for 56% of them to be in a program
*Programs who solely serve school age children are not eligible for high quality ratings
Resources Used
2022 Weld Community Health Survey
Out of Reach 2022 National Low Income Housing Coalition: Colorado
https://nlihc.orq/sites/default/files/oor/Colorado 2022 OOR.pdf
The Colorado State of Homelessness Report 2022
https://www.coloradocoalition.org/sites/default/files/2023-
01/StateOfHomelessness%20%28SOH%29%202023%20%281 %29.pd
A New Normal: How Eviction Court Filing Data Can Advance a More Stable Housing Ecosystem for all
Coloradans
https://www.enterprisecommunity.org/sites/default/files/2022-10/2022-
006%20Denver%20White%20Paper%20%28A%20New%20Normal%29%20R7. pdf
Public Consulting Group Colorado Works Leavers Survey Quarterly Data Brief: The Importance of
Housing for Colorado Works Participants
https://drive.google.com/file/d/1 beNYkpP8hoyoG910KzMuBcvG8dThQVec/view
World Population Review
https://worldpopulationreview.com/us-counties/co/weld-county-population
Point In Time Count
http s://highplainshousingdev.orq/wp-content/uploads/2022/08/N0COC0CPIT-HlCreport 2022.pdf
Colorado Community Action Association (CCAA)
Results Oriented Management and Accountability (ROMA)
Nationally Certified ROMA Trainer (NCRT) Review
Date: September 22, 2023
Agency/Department: Weld County
Agency Contact (including email): Karin Crandall / crandakk@weld.gov
CSBG Relevant Mission Statement Review
1. Date of last Mission Statement Review and Approval by Tripartite Board/Advisory
Committee:
2. The mission addresses poverty?
3. The organization's CSBG programs, services, and strategies are in alignment with the
mission?
4. Does the mission contain language regarding Population, Relationships,
Services/Strategies, and Outcomes?
NCRT CSBG Relevant Mission Statement Notes:
• CSBG relevant Mission Statement was not reviewed at this time.
Community Needs Assessment Review
1. Does the CNA contain customer satisfaction data and customer input? Partially. There is
customer input data directly collected from customers regarding needs but it is not clear
if any customer satisfaction data was included in the report formally (aggregated data
for review and analyzation). It is recommended to provide some aggregation of the
customer satisfaction data obtained, along with analyzation of that data, and also if
possible include the data survey templates as attachments/hyperlinks to the
Community Needs Assessment report.
2. Does the CNA contain information gathered from ALL key sectors including community -
based organizations, faith -based organizations, private sector, public sector, and
educational institutions? Unclear. The reports provided provide some information
gathered from key sectors, but it is not clear that data from all sectors (such as the
Faith -based, private sector and educational institutions) have been gathered. It is
recommended to provide some analyzation of the data obtained from key sectors (in
addition to the analyzation currently included), include the data sources as
attachments/hyperlinks in the Community Needs Assessment report, and clearly
identify all key sectors in which data was gathered.
3. The CNA includes current data specific to poverty and its prevalence related to gender,
age, AND race/ethnicity for their service area(s)? Partially. The Community Needs
Assessment does contain data of poverty in relation to its prevalence in key
demographics such as gender, race, and ethnicity, but does not contain data on poverty
and its relation to age. Additionally, source of the data is not provided or footnoted.
Please add data and analyzation specific to age demographics as it relates to poverty in
the Community Needs Assessment report, and please provide source data for the
poverty and demographics data provided.
4. The CNA contains both qualitative and quantitative data on its geographic service area(s)?
Partially. The Community Needs Assessment does provide quantitative data but does
not clearly contain qualitative data. It is recommended to provide some analyzation of
qualitative data obtained and also include the data sources as attachments/hyperlinks
in the Community Needs Assessment report.
5. The community assessment includes key findings on the causes of poverty in the
communities assessed? No, key findings on the causes of poverty are not highlighted in
the Community Needs Assessment. Including key findings on the causes and conditions
of poverty locally, and delineating between causes, conditions, or both, would add to
the analyzation provided in the Community Needs Assessment.
6. The community assessment includes key findings on the conditions of poverty in the
communities assessed? No, key findings on the conditions of poverty are not highlighted
in the Community Needs Assessment. Including key findings on the causes and
conditions of poverty locally, and delineating between causes, conditions, or both,
would add to the analyzation provided in a formal Community Needs Assessment.
7. Does the CNA contain information/data on Inclusion, Diversity, Equity, and Accessibility
(IDEA) in the communities served? Unclear. Providing data and analyzed information
regarding Inclusion, Diversity, Equity, and Accessibility (IDEA) that is clearly highlighted
would strengthen the Community Needs Assessment.
8. Does the CNA contain information/data on Community Resources in the communities
served? Unclear. Please provide information and data on Community Resources in the
Community Needs Assessment.
NCRT Community Needs Assessment Notes (most recent review September 22, 2023):
Encourage Weld County to include the analyzation of customer satisfaction data in the
Needs Assessment report.
A formal Needs Assessment would be strengthened through adding data gathered from
other key sectors such as Faith -Based, Private Sector, and Educational Institutions.
The Needs Assessment would be strengthened by adding data and its analyzation
around poverty and its prevalence amongst different age groups. Additionally, adding
the source of the data for this section discussing poverty and its relation to age, gender,
race, and ethnicity would be helpful.
Provide some additional qualitative data indicators and information along with
analyzation of the data in the Needs Assessment. Providing data sources as attachments
or links within the CNA will help suffice the need for qualitative data.
Clearly identifying the "causes" and "conditions" of poverty would help ensure the
applicable organizational standard is met.
Community Action Plan Review
1. Is the Community Action Plan outcome -based, anti -poverty focused, and tie directly to the
community assessment? Yes, the CAP is outcome -based, anti -poverty focused, and ties
directly to the Community Needs Assessment.
2. Does the Community Action Plan contain ROMA principles (assessment, planning,
implementation, tracking, evaluation)? Yes, the Community Action Plan section in the
2024-2026 CSBG Application (provided as a word document), along with the future
development of the PY2024 CSBG Activities Spreadsheet and the ROMA Logic Model,
incorporate all phases of the ROMA cycle as established through the State's regular
annual T/TA processes.
3. Does the Community Action Plan address issues of Diversity, Equity, Inclusion, and
Belonging in the communities served? No, issues of Inclusion, Diversity, Equity, and
Accessibility (IDEA) are not addressed in the CAP. The CAP would be strengthened by
addressing IDEA issues as locally appropriate.
4. Does the Community Action Plan contain Linkages? No, the CAP does not include
information on how Linkages will be conducted within the agency and with the
communities and partner agencies in the service area. If future activities around
Linkages are planned please conduct an update to the Community Needs Assessment
and Community Action Plan to include language around those needs, strategies, and
outcomes.
5. Does the Community Action Plan contain Agency Capacity Building? No, the CAP does not
include any Agency Capacity Building strategies. If future activities around Agency
Capacity Building are planned, please conduct an update to the Community Needs
Assessment and Community Action Plan to include language around those needs,
strategies, and outcomes.
NCRT Community Action Plan Notes (most recent review September 22, 2023):
• The Community Action Plan meets all of the requirements and incorporates the ROMA
Cycle.
• We will create the PY2024 CSBG Activities Spreadsheet (services, outcomes, and
projected counts) in October/November/December 2023 (or sooner if Weld County is
ready to complete the process ahead of that period). This process will also clearly
identify the Family National Performance Indicators that Weld County will be addressing
through the Community Action Plan.
CSBG Relevant Strategic Plan Review
1. Date of last formal adoption of Strategic Plan by Board/Advisory Committee: Unclear. The
CSBG relevant strategic plan should be accepted by the Tripartite Board and found to
address issues of poverty and align with the services supported by CSBG in an official
Tripartite Board Meeting (this board acceptance and assurance needs to happen at least
every five years).
2. Does the strategic plan contain ROMA principles (assessment, planning, implementation,
tracking, evaluation)? Yes, the Strategic Plan outlines the ROMA Principles in practice,
including evaluation.
3. Does the strategic plan address reduction of poverty, revitalization of low-income
communities, and/or empowerment of people with low incomes to achieve Economic
Security? Yes, the Strategic Plan addresses reduction of poverty, revitalization of low-
income communities, and ensuring stability for households.
4. Does the strategic plan contain family, agency, and/or community goals? Yes, the
Strategic Plan contains Family, Agency, and Community level goals.
5. Is Customer satisfaction data and customer input, collected as part of the community
assessment, included in the strategic planning process? Yes, Customer Satisfaction and
Customer Input data is included in the Strategic Planning process.
NCRT CSBG Relevant Strategic Plan Review Notes (most recent review September 22, 2023):
• The CSBG relevant Strategic Plan included in the 2024-2026 Application that was
reviewed should meet all Organizational Standard requirements for the next three-year
period. Please be sure to have the Tripartite Board "accept" the Strategic Plan as guiding
the CSBG program and that the Tripartite Board assures that the services/strategies
supported by CSBG align with the Strategic Plan.
Reviewed By (Print Name)/Nationally Certified ROMA Trainer: Josiah Masingale
NCRT Signature
Date: September 22, 2023
ROMA Nationally Certified Implementor / Trainer
Needs Assessment, Community Action Plan and
Strategic Plan Review Certification
Revised July 2023
As part of Organizational Standard 4.3, agency Community Action Plans and Strategic Plans
must "document the continuous use of the full Results Oriented Management and Accountability
(ROMA) cycle or comparable system (assessment, planning, implementation, achievement of
results, and evaluation) ... having used the services of a ROMA-certified trainer (or
equivalent) to assist in implementation.
I, Josiah Masingale, being a Nationally Certified ROMA Trainer or Implementer, certify that
I have reviewed and assisted in the implementation of
Weld County (Agency/Department) 2024-2026 Community Needs Assessment, Community
eld County artment has
Action Plan and/or Strategic Plan. I ROMA. i
further certify that s documented using the Colorado ROMA
demonstrated compliance toCompliance
Certified Trainer Review Tool and through the annual Program Year Activities and Outcomes
Projections process.
2e,-4,...A
Signature
September 19, 2023
Date
Agencies: Please submit a copy to the Colorado Organizationalcompliance. nds System under
Organizational Standard 4.3. Retain a copy for
Contract Form
Entity Information
Entity Name *
COLORADO DEPARTMENT OF
LOCAL AFFAIRS
Entity ID*
@00003104
New Entity?
Contract Name* Contract ID
COLORADO DEPARTMENT OF LOCAL AFFAIRS (2024- 7405
26 COMMUNITY SERVICES BLOCK GRANT (CSBG)
PROGRAM APPLICATION AND PLAN)
Contract Status
CTB REVIEW
Contract Lead
COBBXXLK
Contract Lead Email
cobbxxlk@co.weld.co.us
Parent Contract ID
Requires Board Approval
YES
Department Project #
Contract Description *
2024-2026 COMMUNITY SERVICES BLOCK GRANT (CSBG) PROGRAM APPLICATION, PLAN AND BUDGET. 2024
PROPOSED BUDGET $275,839.00 APPLICATION SUBMISSION DUE BY 9/29/23.
Contract Description 2
PA ROUTING THROUGH NORMAL APPROVAL PROCESS. ETA TO CTB 9/21 /23.
Contract Type" Department
APPLICATION HUMAN SERVICES
Amount"
$275,839.00
Renewable *
NO
Automatic Renewal
Grant
IGA
Department Email
CM-
HumanServices@weldgov.
com
Department Head Email
CM-HumanServices-
DeptHead@weldgov.com
County Attorney
GENERAL COUNTY
ATTORNEY EMAIL
County Attorney Email
CM-
COUNTYATTORNEY@WEL
DGOV.COM
Requested BOCC Agenda
Date
09/27/2023
Due Date
09/23/2023
Will a work session with BOCC be required?*
NO
Does Contract require Purchasing Dept. to be
included?
If this is a renewal enter previous Contract ID
If this is part of a MSA enter MSA Contract ID
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
Review Date
07/29/2026
Committed Delivery Date
Renewal Date
Expiration Date"
09/29/2026
Contact Info
Contact Name Contact Type Contact Email Contact Phone 1 Contact Phone 2
Purchasing
Purchasing Approver Purchasing Approved Date
Approval Process
Department Head Finance Approver Legal Counsel
SUE BJORLAND CHERYL PATTELLI BYRON HOWELL
DH Approved Date Finance Approved Date Legal Counsel Approved Date
09/22/2023 09/25/2023 09/25/2023
Final Approval
BOCC Approved Tyler Ref #
AG 092723
BOCC Signed Date Originator
COBBXXLK
BOCC Agenda Date
09/27/2023
Hello